You are the new dean of a successful school of business at a mid-sized university. During the past ten years or so the school of business has become the cash cow of the university due to its large market share in terms of student enrollment. As a dean you are asked to focus on growth by bringing the school of business to the status of star with a large market share and a high market growth. (Theory 64) After a careful SWOT and PEST assessment (Theory 67), you determine that you can turn the question mark into a star (Theory 64) by creating a new degree program in data analytics. You will engage various stakeholders and put together your own management team (Theory 65). However, as a new entrant (Theory 66), you realize that you will not only have to face opposition from the external environment (such as other universities), but also from within your own internal environment (such as other departments), which are going to regard your initiative as a threat. As such, you will soon have to face the music of unexploded bombs (Theory 68).

*** In this week's posting, please discuss this case by tapping into the five theoretical models listed below. For each theoretical model explain WHY the model is relevant to this case, and HOW you can apply it to help the manager make better decisions. Make sure you consider each of the five theoretical models, as missing one or more will lower your grade.

Five Theoretical Models: 1) The Boston Consulting Group Matrix Model (Theory 64); 2) Johnson, Scholes and Wittingham's Stakeholder Mapping Theory (Theory 65); 3) Porter's Five Forces Theory (Theory 66); 4) SWOT and PEST (Theory 67); and 5) Unexploded Bombs Theory (Theory 68).