1. Competitive Advantages Presentation by Denny Tabula, Edward Charfauros, Ivalani Sombelon, and Rowen Kamaunu

2. Overview Introduction About Riordan Environmental Scanning, Strategy Formulation, Strategy Implementation, and Evaluation & Control Strategic plan for Riordan. Why its important? Role of ethical and social responsibility in Riordans strategic management plan. Competitive advantages & strategies used to improve innovation and sustainability. Domestic and International applications Measurement guidelines verifying strategy effectiveness Internal dynamics along with cultural and structural leadership. Influence on business continuity Assessment and Feedback Controls Altering the strategic plan: when and how? Conclusion Questions? Answers!

3. About History Founder AboutRiordan

4. CompetitiveAdvantages

5. EnvironmentalScanning,StrategyFormulation,Strategy Implementation,andEvaluation&Control Environmental Scanning (SWOT) Strength Culture oriented Global locations Employees Technology Custom plastic design Weakness Shipping and handling mergers Opportunity Environmental safety Innovation in medical equipment Shareholders value/economic growth Threats Economic change Lifestyle and trends

6. StrategicplanforRiordan.Whyitsimportant? Strategy Formulation Mission Objective Strategies Policies Strategy Implementation Programs Budgets Procedures

7. Roleofethicalandsocialresponsibility inRiordansstrategicmanagementplan Ethical and Social Responsibility Make the products a donation item (% of sale donation) Use recycled material to make products and use excesses trimming Use environmentally friendly disposal methods Bio-degradable plastics products Improve international working conditions, benefits, and wages

8. Competitiveadvantages&strategies improvinginnovationandsustainability Competitive Advantages Domestic operations Innovators of the plastic industry with use of polymer Very cheap plastic raw material to make the plastic products Taking over a suppliers operation (backward integration) Recycle excess materials International operations Build international manufacturing conditions work conditions, benefits, and wages Quality products, operational efficiencies, and profitability

9. DomesticandInternationalapplications Domestic and International applications And Indented Levels Level 3 Text Placeholder Level 4 Place Holder Level 5 Place Holder

10. Measurementguidelinesverifyingstrategyeffectiveness Measurement Guidelines Steering controls Measuring internal variables influencing profitability Behavior controls Input controls Output controls Performance controls Measuring external outcomes of service activities and results from product sales.

11. Internaldynamicsalong withculturalandstructuralleadership Internal dynamics along with cultural and structural leadership. And Indented Levels Level 3 Text Placeholder Level 4 Place Holder Level 5 Place Holder

12. Influenceonbusinesscontinuity Riordan Continuity Budget for the worst Communication Back up data Preform restoration Keep employee and assets as a priority Benchmarking

13. AssessmentandFeedbackControls Assessment and Feedback Controls Direction of organization Awareness Implement Changes (if any) Learn and Grow Improve Succeed

14. Alteringthestrategicplan:Whenandhow Altering the strategic plan Point to implement alternate strategic plan Alternate strategy

15. Conclusion Success relies upon employee motivation and retention Create planning career development programs Create a feedback and coaching process Update reward systems Conclusion

16. References U. of Phoenix Lets Students Find Answers Virtually. By: Wasley, Paula, Chronicle of Higher Education, 00095982, 8/8/2008, Vol. 54, Issue 48 Apollo Group (2011). Virtual Organizations Riordan Manufacturing Inc. Missions, History, Sales & Marketing, Finance & Accounting. Retrieved on October 25, 2012, from http://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Riordan/index.asp Blodgett, Mark. Journal of Business Ethics. Mar2011, Vol. 99, p39-48. 10p. 1 Diagram, 3 Charts, 4 Graphs. DOI: 10.1007/s10551-011-1165-6. Carpenter, M. A., & Sanders, W. G. (2009). Strategic management: A dynamic perspective concepts and cases. (2nd Ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. Franks, Rita A.; Spalding Jr., Albert D. Business Education & Accreditation. 2013, Vol. 5 Issue 1, pg. 17-30. Gkmen, Ayta; ztrk, A. Turan. International Journal of Business Administration. Sep2012, Vol. 3 Issue 5, p82-88. 7p. DOI: 10.5430/ijba.v3n5p82. Schaubroeck, John M.; Hannah, Sean T.; Avolio, Bruce J.; Kozlowski, Steve W.; Lord, Robert G.; Trevinno, Linda K.; Dimotakis, Nikolaos; Peng, Ann C. Academy of Management Journal. Oct2012, Vol. 55 Issue 5, p1053, 1078. Pg.1 Diagram, 9 Charts, 4 Graphs. DOI: 10.5465/amj.2011.0064. Singh, Pramendra Kumar. The International Management Review. Dec2012, Vol. 8 Issue 2, Pg.19-26. Stevenson, Barry W. Emergence: Complexity & Organization. 2012, Vol. 14 Issue 2, pg. 69-85. 17p. 1 Illustration. Wheelen, T. L., & Hunger, J. D. (2010). Concepts in strategic management and business policy: Achieving sustainability (12th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. OECD. (1999). The future of the global economy: Towards a long boom?. Retrieved from www.oecd.org/futures/35394025.pdf

17. Questions? Answers! QuestionsAnswers