Strategic Management

Discussion Board

DB #1

Part A. [30%]
What is the difference between a Strategic Vision Statement and a Mission Statement.
As stated in the book, the vision statement is the foundation for the mission statement. The mission is
more concrete than the vision. The vision statement is future oriented. It is a picture of what the firm
wants to be and, what it ultimately wants to achieve. A firm’s tends to be enduring while its mission
can change in the light of changing environmental conditions. The shorter term mission statement
specifies the business or businesses in which the firm intends to compete and the customers it intends
to serve.
What is your organization’s Strategic Vision Statement and/or Mission Statement?
The vision statement for Brady’s Beans is: To spread comfort across the globe.
How would you make it/them better? If your organization does not have a Strategic Vision
Statement or Mission Statement, create one.
This vision statement provides a world view. It is future-oriented and provides no deadline or goal to
eventually reach. Spreading comfort is vitally important for a beanbag company.

Part B. [30%] Go to the investors’ section of www.heinz.com and read the letter to the
shareholders in the company’s fiscal 2003 annual report. Is the vision for Heinz articulated by
Chairman and CEO William R. Johnson sufficiently clear and well defined? Why or why not?
Are the company’s objectives well stated and seemingly appropriate? What about the strategy
the Johnson outlines for the company? If you were a shareholder, would you be satisfied with
what Johnson has told you about the company’s direction, performance targets, and strategy?

It seems me that Johnson’s vision was not clear or well defined. Johnson seems very mission oriented.
Goals were stated early on in the letter, such as sustainable growth and shareholder value. However, it
sounded like a fountain of corporate buzzwords. Such vague statements should raise a red flag to
investors.

The objectives were also vaguely stated. Drive profitable growth, remove the clutter, squeeze out cost,
and measure and recognize performance all sound good, but there is no vision showing where to take
this leaner meaner company. As an investor, I would not be satisfied.

Part C. [30%] Describe what is meant by SMART objectives. Provide an example. An article
describing SMART objectives published by the March of Dimes is located through the "Course
Documents" menu tab. Provide an example of a SMART objective that is applicable to your
work.

”SMART Objectives” refers to an acronym built around the five leading measures
of a strong program. This acronym can be very helpful in writing objects that can
be employed to evaluate the quality of programs proposed and carried out.
Specific – What exactly are we going to do, with or for whom?
Measurable – Is it measurable & can WE measure it?
Achievable – Can we get it done in the proposed timeframe/in this political climate for this amount of
money?
Relevant – Will this objective lead to the desired results?
Time-framed – When will we accomplish this objective?

Examples
By (When), [(Who/What, include a number that can be measured] that will have [Have, Why
(remember to specify results).

By April 15 , a total of 10 beanbag prototypes will have been developed and market tested.
th

Part D. [10%]. Comment on the postings of at least ONE other student.

DB #2

Part A. [40%]. Chose a case from the textbook and go through the steps of an external
environment analysis: Porter's Five Forces and SWOT Analysis.

Threat of Entry:

Bargaining Power of Suppliers:

Bargaining Power of Buyers:

Threat of Substitute Products:

Rivalry:

Part B. [30%]. Using the same case analyze the internal evnironment: tangible and intangible
resources; core competencies, and competitive advantages.

Part C. [30%]. Comment on the internal and external analysis of ONE other student.

In class we will discuss how to analyze a case and the application of business-level strategies.