COURSE #: SEEK 440-A

SECTION:

TMP

COURSE NAME:

Values and Crisis Decision-Making [1]

INSTRUCTOR: David Austen-Smith

CASEPACK (YES or NO?) : Yes

FIRST ASSIGNMENT:  Session 1: Introduction (Friday, March 31)

To develop successful crisis management strategies, managers need to be able to evaluate the crisis potential of their business. A key component of successfully predicting whether a business decision may have adverse consequences is to understand the motivations of stakeholders and their capacity for action. I will also give a brief overview of the class content and will discuss organizational and logistic issues.

Case:                      CR-1 Buffalo Savings Bank (A)

Assignment

Assume the role of managers in Buffalo Savings Bank (A).  Analyze BSB’s situation, adopt a policy with respect to calling the loans, and develop a strategy for achieving your objective.  It is convenient to think of policies as being represented as a point along the following spectrum:

No Call..............Call but compromise.............Call, period

An example of a compromise might be to offer borrowers an opportunity to refinance below the market rate.

Be prepared to give a short presentation of your findings. You do not need to prepare any written materials or Power Point presentations.

1.  TEXT  --   REQUIRED  or  RECOMMENDED?:  Course Packet (see above for details)

Number of hand outs to be added: 200

Do you class have a Mandatory First Class? Yes

      
   
   
   
     
   

 

TERM: Spring 06

COURSE #: SEEK 441

SECTION: 71-22

COURSE NAME:  STRAT MNGT in Nonmarket Environments

INSTRUCTOR:  Don Haider

IS THERE A CASE PACKET? (Yes or No): Yes

FIRST ASSIGNMENT:   Class 1A: Introduction Market and Nonmarket Environments

The case of the potential regulation of tobacco companies by the FDA in the early 1990’s brings together a wide variety of stakeholders into a complex array of institutional arenas.  As such the case captures the full scope of the issues associated with stakeholder management along with the development of integrated market and non-market strategy and how this balance shifts over time.  We will begin with a review of SEEK #440A which provides the foundations for #441.  We will proceed to discuss the epic battle between the tobacco industry and anti-smoking advocates over the regulation of the future industry structure.

Reading:                Kessler chapters 22, 27, 33 [packet]; Tobacco Suit in Smoke

Case:                      Tobacco Politics (A) [packet]

  • Why has the Tobacco Industry been so successful?  What Changed?
  • What is the FDA’s Kessler Strategy?  Tobacco response?
  • Why industry so profitable?  Strategies?

Class 1B:  Why Nonmarket Strategy is Needed

Nike is known for its distinctive “swoosh” symbol and its extensive advertising and promotional activities.  It also has earned a reputation as an aggressive and combative firm whose objective is to beat its rivals.  Epitomized by its founder and chairman, Phil Knight, and his comments about “blasts from the media about our practices abroad,” Nike views itself as a force for positive change.

Are the allegations about Nike serious?  Moral grounds or other?  What is the role of the news media in defining the issue(s)?  Nike?  Nike’s response?  What are the roles of activists here and how successful are they likely to be?  What are the nonmarket “threats” to Nike’s business strategy and model?  What should Nike do?  What arenas?

Readings:              BIE 1-17; 31-52; 66-82; 96-114 (Ch. #1-4)

Case:                      NIKE in Southeast Asia (119-122)

IS ATTENDANCE AT FIRST CLASS MANDATORY? (Yes or No):  Yes

1. TEXT - Required or Recommended?:  Required

AUTHOR:  David P Baron

PUBLISHER  Prentice Hall

TITLE:  Business and Its Environment

ED./DATE:  5th ed/ 2006

2. TEXT – Required or Recommended?:

AUTHOR:

PUBLISHER:

TITLE:

ED./DATE: