In the Strategic Management series, theory, video, and interactive exercises combine to provide students with the opportunity to simulate their knowledge of the strategic planning process and chart the future activities for CanGo. In early episodes, students engage in the crux of strategic planning as they work with CanGo to create vision and mission statements, grapple with the issues of social responsibility and engage in the detailed components of SWOT analysis. In later episodes, students engage in strategic choice and they grapple with the implementation issues that arise from selecting among various strategic options. They do this by working from competitive and internal environmental analyses.

CanGo IPO

Embedded in these analytical activities are events at CanGo that further spice the decision-making process. Competitive environment realities move CanGo into an IPO. This presents CanGo's management team with options for investing capital in different strategic venues, including whether and how to diversify into a new line of business.

The threat of being acquired by a larger industry player appears, as do problems with managing the firm's value chain when demand forecasting is inadequate, and the struggle for the CEO to maintain power in the face of not meeting Wall Street's or the Board of Director's performance expectations. Embedded in all of these strategic issues are the human factors that are encountered when decisions about tangible and intangible resources, performance measurements, and power relationships are made.

A Rich, Unique Experience

Each episode is enhanced with theory capsules and interactive exercises. Students first test, then apply their knowledge in conducting external, competitive and internal environmental analyses, synthesizing them into a SWOT, using the SWOT to make strategic choices and then creating plans to address the implementation issues inherent in the decisions they made. Students will work interactively with the CanGo Web site to draw the information necessary, such as financial statements, industry overviews and organizational information, to employ decision-making models and to craft strategy. This rich experience gives students a unique opportunity to piece together the many components of strategic management and to consider the implications of their choices.

Concepts of Strategic Management
	Elizabeth is named Business Leader of the year and delivers a speech on how she and CanGo came to be a success. CanGo's management team meets to decide if the company should enter the online gaming marketing. In the process, students are introduced to the basic concepts of strategic management.
Vision & Mission
	Elizabeth struggles with the idea of taking CanGo public, realizing that to do so she must have a clear mission statement for the company. She puts her ideas about the company on paper and gives her staff the opportunity to voice their own CanGo vision. Through this episode, students get a chance to create vision and mission statements and explore their importance.
External Environment
	The rumor on the street is that a rival Internet startup is looking to buy CanGo. The team views this as a hostile takeover, and they discuss the possible impact of a new threat: government regulation of commercial Internet sites. CanGo's dilemma serves as an opportunity for students to learn about the external factors that affect business success.
Competitor Analysis
	CanGo's management team learns of a competitor's plans to buy out the Internet entertainment industry. CanGo isn't on the "hit list." The team makes a list identifying and rating their competitors. The episode gives students a chance to learn about what companies should and should not do when assessing the competition.
Internal Analysis
	CanGo's Executive Committee questions Liz's leadership ability after the company stock takes a dive. An outside consultant's report verifies the Committee's concerns. Liz manages to convince the Committee that she can change her leadership style and keeps her current position. Liz's confrontation with the Committee provides an opportunity for students to see what goes into an analysis of the strengths and weaknesses of an organization.
Strategic Analysis & Choice
	The IPO has raised $130 million and the management team meets to discuss how to use it. Some want the company to push into new markets, others are more cautious. The resolution is to move into the emerging online gaming market. Through this episode, students get to see first hand how companies make basic strategic choices.
Business Level Strategy
	Liz and Andrew discuss the ramifications (including cost leadership, differentiation, speed to market and focus) of CanGo entering the online gaming arena. CanGo is approached by an MP3 company that offers an exclusive distribution contract and a high commission for space on CanGo's Web site. This opportunity for CanGo gives students a chance to explore the forces that motivate companies to expand into new business areas.
Corporate Level Strategy
	CanGo's management team discusses how the company can get into online gaming without having to start from scratch. The idea put forth is that CanGo should form an alliance with a well-known gaming company already on the market. The repercussions of this are debated. Students are given the opportunity to examine the factors involved in diversification strategies.
Strategic Implementation
	CanGo has acquired the Internet company "Webjouster," which specializes in interactive entertainment media. The two cultures clash, impacting employee productivity and satisfaction. In the process, students gain insight into the issues surrounding the implementation of strategy, particularly as they pertain to organizational culture.
Strategic Control
	CanGo's financial data shows the company's performance has been lack luster, and Liz is concerned that this information will create a negative response from the Executive Committee even though CanGo has been successful in other ways. The episode underscores the importance of evaluation, control, and correction to the successful implementation of strategy.
Leadership & Governance
	CanGo's Board of Directors decides to "promote" Elizabeth to Chair of the Committee and bring in a more seasoned CEO. Liz persuades the Committee to keep her as CEO. She vows to step back more from the day-to-day operations. The conflict provides students with a chance to explore the role of organizational leaders and other stakeholders in the strategy process.
International Management
	Warren discovers that the majority of CanGo's Web sales are within the United States, and the management team must decide if they should start targeting international customers. It is determined that no one at CanGo has the expertise to tackle the issue of globalization. The team's discussion exposes students to some of the key issues in cross-cultural marketing.