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Copyright 2005 Prentice Hall
Bus 411 Day 7 Copyright 2005 Prentice Hall
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Agenda Assignment 3 is coming up REAL soon Assignment #2 Due Feb 9
Assigned next class and Due Feb 16 IFE & Financial ratios analysis for Google We are more than one week behind the syllabus schedule (2 chapters behind) I’ll be picking up the pace Finish Discussion on External Assessment Opportunities and threats Begin Discussion on Internal Assessment Copyright 2005 Prentice Hall
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Assignment two Prepare a EFE and CPM for Google
Bus 411 assignment two.doc Due Friday, Feb 9 at beginning of Class Excel templates for both the EFE and CPM are available in WebCT by clicking on the following links templates\EFE_matrix.xlt templates\CPM_matrix.XLT Copyright 2005 Prentice Hall
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The Five-Forces Model of Competition
Potential development of substitute products Rivalry among competing firms Bargaining power of suppliers Bargaining power of consumers Potential entry of new competitors Copyright 2005 Prentice Hall
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Steps to Determine if an Acceptable Profit Can be Earned
Identify key aspects or elements of each competitive force Evaluate how strong and important each element is for the firm Decide whether the collective strength of the elements is worth the firm entering or staying in the industry Copyright 2005 Prentice Hall
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Rivalry Among Competing Firms
The Five-Forces Model Rivalry Among Competing Firms Most powerful of the five forces Focus on competitive advantage of strategies Copyright 2005 Prentice Hall
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Potential Entry of New Competitors
The Five-Forces Model Potential Entry of New Competitors Barriers to entry are important Quality, pricing, and marketing can overcome barriers Copyright 2005 Prentice Hall
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Potential Development of Substitute Products
The Five-Forces Model Potential Development of Substitute Products Pressures increase when consumer’s switching costs decrease Firm’s plans for increased capacity & market penetration Copyright 2005 Prentice Hall
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Bargaining Power of Suppliers
The Five-Forces Model Bargaining Power of Suppliers Large number of suppliers & few substitutes affects intensity of competition Backward integration can gain control or ownership of suppliers Copyright 2005 Prentice Hall
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Bargaining Power of Consumers
The Five-Forces Model Bargaining Power of Consumers Customers concentrated or buying in volume affects intensity of competition Consumer power is higher where products are standard or undifferentiated Copyright 2005 Prentice Hall
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Conditions where Consumers Gain Bargaining Power
If they can inexpensively switch If they are particularly important If sellers are struggling in the face of falling consumer demand If they are informed about seller’s products, prices and costs. If they have discretion in whether and when they purchase the product. Copyright 2005 Prentice Hall
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Forecasting Tools and Techniques
Forecasts are educated assumptions about future trends and events Quantitative techniques – Most appropriate when historical data is available and there is a constant relationship Qualitative techniques Copyright 2005 Prentice Hall
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Industry Analysis: The External Factor Evaluation (EFE) Matrix
Summarize & Evaluate Competitive Political Cultural Technological Environmental Social Governmental Demographic Economic Copyright 2005 Prentice Hall
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Industry Analysis: The External Factor Evaluation (EFE) Matrix
Summarize & Evaluate Competitive Political Cultural Technological Environmental Social Governmental Demographic Economic Copyright 2005 Prentice Hall
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5 Steps (Page 110-111) List key external factors
10-20 Opportunities then threats Assign weights from 0.0 to 1.0 based on importance Sum of all weights across all factors = 1 Assign a rating from 1 to 4 for all factors where 4 = the firm’s response is superior 3 = the firm’s response is above avg 2 = the firm’s response is average 1 = the firm’s response is poor Multiply the rating by the weight Sum the weighted scores Copyright 2005 Prentice Hall
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EFE – Gateway Computers (2003)
Key External Factors Weight Rating Wtd Score Opportunities 1. Global PC market expected to grow 20% in 2004 0.10 3 0.30 2. Cost of PC component parts expected to decrease 10% 3. Internet use growing rapidly 0.05 2 4. China entered WTO; lowered taxes for importing PC’s 1 5. The average income for PC worker has declined from $40K/yr to $30k/yr 0.15 Copyright 2005 Prentice Hall
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EFE – Gateway Computers (2003) (cont’d)
Key External Factors Weight Rating Wtd Score Opportunities (cont’d) 6. Modernization of business firms and government agencies 0.05 2 0.10 7. U.S. (& world) economies recovering 3 0.15 8. 30% of Chinese population can afford a PC; only 10% of homes have a PC 1 Threats 1. Intense rivalry in industry Copyright 2005 Prentice Hall
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EFE – Gateway Computers (2003) (cont’d)
Key External Factors Weight Rating Wtd Score Threats (cont’d) 2. Severe price cutting in PC industry 0.10 2 0.20 3. Different countries have different reg’s and infrastructure for PC’s 0.05 1 4. Palm & PDA becoming substitutes 3 0.15 5. Demand exceeds supply of experienced PC workers 4 6. Birth rate in U.S. declining annually Copyright 2005 Prentice Hall
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EFE – Gateway Computers (2003) (cont’d)
Key External Factors Weight Rating Wtd Score Threats (cont’d) 7. U.s. consumers and businesses delaying purchase of PC’s 0.05 2 0.10 8. PC firms diversifying into consumer electronics 3 0.15 Total 1.00 2.40 Copyright 2005 Prentice Hall
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Copyright 2005 Prentice Hall
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Copyright 2005 Prentice Hall
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Industry Analysis EFE Total weighted score of 4.0
Organization response is outstanding to threats and weaknesses Total weighted score of 1.0 Firm’s strategies not capitalizing on opportunities or avoiding threats templates\EFE_matrix.xlt Copyright 2005 Prentice Hall
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Industry Analysis EFE Important -- Understanding the factors used in the EFE Matrix is more important than the actual weights and ratings assigned. Copyright 2005 Prentice Hall
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Industry Analysis: Competitive Profile Matrix (CPM)
Identifies firm’s major competitors and their strengths & weaknesses in relation to a sample firm’s strategic positions Copyright 2005 Prentice Hall
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Steps to a CPM Identify Critical Success Factors (CSF)
Broad issues Internal and external (5 of each is a good mix) Assign a weight to each CSF Must add up to 1 Assign a rating for your firm and each of your competitors 4 = major strength 3 = minor strength 2 = minor weakness 1 – major weakness Multiply weight by rating Sum the weighted ratings and compare Copyright 2005 Prentice Hall
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CSF’s Gateway Apple Dell Market share 0.15 3 0.45 2 0.30 4 0.60
Wt Rating Wt’d Score Market share 0.15 3 0.45 2 0.30 4 0.60 Inventory sys 0.08 0.16 0.32 Fin position 0.10 0.20 Prod. Quality 0.24 Cons. Loyalty 0.02 0.06 Sales Distr Global Exp. Org. Structure 0.05 Copyright 2005 Prentice Hall
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Gateway Apple Dell CSF’s (cont’d) Prod. Capacity 0.04 3 0.12
Wt Rating Wt’d Score Prod. Capacity 0.04 3 0.12 E-commerce 0.10 0.30 Customer Serv 2 0.20 4 0.40 Price competitive 0.02 0.08 1 0.06 Mgt. experience 0.01 Total 1.00 2.83 2.47 3.49 Copyright 2005 Prentice Hall
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Industry Analysis CPM Important -- Just because one firm receives a 3.2 rating and another receives a 2.8 rating, it does not follow that the first firm is 20 percent better than the second. Copyright 2005 Prentice Hall
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Chapter 4 The Internal Assessment
Strategic Management: Concepts & Cases 11th Edition Fred David Copyright 2005 Prentice Hall
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Internal Assessment The biggest levers you’ve got to change a company are strategy, structure, and culture. If I could pick two, I’d pick strategy and culture. – Wayne Leonard, CEO, Entergy Weak leadership can wreck the soundest strategy. – Sun Zi Copyright 2005 Prentice Hall
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Nature of an Internal Audit
Functional Areas of Business -- Strengths -- Weaknesses Copyright 2005 Prentice Hall
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Nature of an Internal Audit
Basis for Objectives & Strategies Internal strengths/weaknesses External opportunities/threats Clear statement of mission Copyright 2005 Prentice Hall
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Functional Business Areas:
Key Internal Forces Functional Business Areas: Vary by organization Divisions have differing strengths & weaknesses Copyright 2005 Prentice Hall
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Distinctive Competencies:
Key Internal Forces Distinctive Competencies: Firm’s strengths that cannot be easily matched or imitated by competitors Copyright 2005 Prentice Hall
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Distinctive Competencies:
Key Internal Forces Distinctive Competencies: Building competitive advantage involves taking advantage of distinctive competencies Copyright 2005 Prentice Hall
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Distinctive Competencies:
Key Internal Forces Distinctive Competencies: Strategies designed to improve on a firm’s weaknesses and turn to strengths Copyright 2005 Prentice Hall
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Internal Audit Information from: Parallels process of external audit
Management Marketing Finance/accounting Production/operations Research & Development Management information Systems Copyright 2005 Prentice Hall
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Internal Audit Involvement in performing an internal strategic-management audit provides vehicle for understanding nature and effect of decisions in other functional business areas of the firm Copyright 2005 Prentice Hall
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Internal Audit Key to Organizational Success
Coordination & understanding among managers from all functional areas Copyright 2005 Prentice Hall
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Internal Audit Functional Relationships
Number and complexity increases relative to organization size Copyright 2005 Prentice Hall
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Internal Audit Financial Ratio Analysis
Exemplifies complexity of relationships among functional areas of the business Copyright 2005 Prentice Hall
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Resource Based View (RBV)
Approach to Competitive Advantage Internal resources are more important than external factors Copyright 2005 Prentice Hall
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Resource Based View (RBV)
3 All Encompassing Categories Physical resources Human resources Organizational resources Copyright 2005 Prentice Hall
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Resource Based View (RBV)
Empirical Indicators Rare Hard to imitate Not easily substitutable Copyright 2005 Prentice Hall
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Integrating Strategy & Culture
Organizational Culture Pattern of behavior developed by an organization as it learns to cope with its problem of external adaptation and internal integration…is considered valid and taught to new members Copyright 2005 Prentice Hall
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Integrating Strategy & Culture
Organizational Culture Resistant to change May represent: Strength Weakness Copyright 2005 Prentice Hall
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Integrating Strategy & Culture
Values Beliefs Legends Heroes Rites Cultural Products Symbols Rituals Myths Copyright 2005 Prentice Hall
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Integrating Strategy & Culture
Organizational Culture Can Inhibit Strategic Management Miss external changes due to strongly held beliefs Natural tendency to “hold the course” even during times of strategic change Copyright 2005 Prentice Hall
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U.S. Versus Foreign Cultures
To successfully compete in world markets, U.S. managers must obtain a better knowledge of historical, cultural, and religious forces that motivate and drive people in other countries. Copyright 2005 Prentice Hall
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Management Functions of Management Planning Organizing Motivating
Staffing Controlling Copyright 2005 Prentice Hall
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Stage When Most Important
Management Stage When Most Important Function Planning Strategy Formulation Organizing Strategy Implementation Motivating Strategy Implementation Staffing Strategy Implementation Controlling Strategy Evaluation Copyright 2005 Prentice Hall
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Management Planning Beginning of management process
Bridge between present & future Improves likelihood of attaining desired results Copyright 2005 Prentice Hall
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Establishing objectives
Management Forecasting Establishing objectives Devising strategies Developing policies Setting goals Planning Copyright 2005 Prentice Hall
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Management Organizing Achieves coordinated effort
Defines task & authority relationships Departmentalization Delegation of authority Copyright 2005 Prentice Hall
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Organizational design
Management Organizational design Job specialization Job descriptions Job specifications Span of control Unity of command Coordination Job design Job analysis Organizing Copyright 2005 Prentice Hall
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Management Motivating Influencing to accomplish specific objectives
Communication – major component Copyright 2005 Prentice Hall
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Organizational change
Management Leadership Communication Work groups Job enrichment Job satisfaction Needs fulfillment Organizational change Morale Motivating Copyright 2005 Prentice Hall
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Management Staffing Personnel management Human resources management
Copyright 2005 Prentice Hall
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Management development
Wage & salary admin. Employee benefits Interviewing Hiring Discharging Training Management development Affirmative Action EEO Labor relations Staffing Copyright 2005 Prentice Hall
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Management Controlling Establishing performance standards
Ensure actual operations conform to planned operations Taking corrective actions Copyright 2005 Prentice Hall
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Management Quality Financial Sales Inventory Expense
Analysis of variance Rewards Sanctions Controlling Copyright 2005 Prentice Hall
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Management Audit Checklist
Does the firm use strategic management concepts? Are objectives/goals measurable? Well communicated? Do managers at all levels plan effectively? Copyright 2005 Prentice Hall
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Management Audit Checklist
Do managers delegate well? Is the organization’s structure appropriate? Are job descriptions clear? Are job specifications clear? Is employee morale high? Copyright 2005 Prentice Hall
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Management Audit Checklist
Is employee absenteeism low? Is employee turnover low? Are the reward mechanisms effective? Are the organization’s control mechanisms effective? Copyright 2005 Prentice Hall
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Marketing Customer Needs/Wants for Products/Services Defining
Anticipating Creating Fulfilling Copyright 2005 Prentice Hall
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Marketing Marketing Functions Customer analysis
Selling products/services Product & service planning Pricing Distribution Marketing research Opportunity analysis Copyright 2005 Prentice Hall
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Marketing Customer surveys Consumer information
Market positioning strategies Customer profiles Market segmentation strategies Customer Analysis Copyright 2005 Prentice Hall
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Selling Products/Services
Marketing Advertising Sales Promotion Publicity Sales force management Customer relations Dealer relations Selling Products/Services Copyright 2005 Prentice Hall
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Planning Product/Service
Marketing Test marketing Brand positioning Devising warrantees Packaging Product features/options Product style Quality Planning Product/Service Copyright 2005 Prentice Hall
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Marketing Forward integration Discounts Credit terms Condition of sale
Markups Costs Unit pricing Pricing Copyright 2005 Prentice Hall
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Marketing Warehousing Channels Coverage Retail site locations
Sales territories Inventory levels Transportation Distribution Copyright 2005 Prentice Hall
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Support business functions
Marketing Data collection Data input Data analysis Support business functions Marketing Research Copyright 2005 Prentice Hall
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Cost/benefit/risk analysis
Marketing Assessing costs Assessing benefits Assessing risks Cost/benefit/risk analysis Opportunity Analysis Copyright 2005 Prentice Hall
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Marketing Opportunity Analysis Are markets segmented effectively?
Is the organization positioned well among competitors? Has the firm’s market share been increasing? Are the distribution channels reliable & cost effective? Is the sales force effective? Copyright 2005 Prentice Hall
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Marketing Opportunity Analysis Does the firm conduct market research?
Are product quality & customer service good? Are the firm’s products/services priced appropriately? Does the firm have effective promotion, advertising, & publicity strategies? Copyright 2005 Prentice Hall
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Marketing Opportunity Analysis
Are the marketing planning & budgeting effective? Do the firm’s marketing managers have adequate experience and training? Copyright 2005 Prentice Hall
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Determining financial strengths & weaknesses key to strategy formation
Finance/Accounting Determining financial strengths & weaknesses key to strategy formation Copyright 2005 Prentice Hall
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Finance/Accounting Finance/Accounting Functions
Investment decision (Capital budgeting) Financing decision Dividend decision Copyright 2005 Prentice Hall
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Financial ratios Objective indicators Two uses
Trending over time Comparison to industry norms Industry norms are available through UMFK electronic resources Business and Company Resource Center Business Source Premier Valueline Copyright 2005 Prentice Hall
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Firm’s ability to meet its short-term obligations
Basic Financial Ratios Firm’s ability to meet its short-term obligations Ratios Current ratio Quick (or acid test) ratio Liquidity Ratios Copyright 2005 Prentice Hall
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Extent of debt financing
Basic Financial Ratios Extent of debt financing Ratios Debt-to-total assets Debt-to-equity Long-term debt-to-equity Times-interest earned Leverage Ratios Copyright 2005 Prentice Hall
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Effective use of firm’s resources
Basic Financial Ratios Effective use of firm’s resources Ratios Inventory-turnover Fixed assets turnover Total assets turnover Accounts receivable turnover Average collection period Activity Ratios Copyright 2005 Prentice Hall
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Effectiveness shown by returns on sales & investment
Basic Financial Ratios Effectiveness shown by returns on sales & investment Ratios Gross profit margin Operating profit margin Net profit margin Return on total assets (ROA) Profitability Ratios Copyright 2005 Prentice Hall
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Basic Financial Ratios
Effectiveness shown by returns on sales & investment Ratios Return on stockholders equity (ROE) Earnings per share Price-earnings ratio Profitability Ratios (cont’d) Copyright 2005 Prentice Hall
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Firm’s ability to maintain economic position
Basic Financial Ratios Firm’s ability to maintain economic position Ratios Sales Net income Earnings per share Dividends per share Growth Ratios Copyright 2005 Prentice Hall
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Finance/Accounting Audit
Where is the firm strong/weak as indicated by financial ratio analysis? Can the firm raise short-term capital as needed? Can the firm raise long-term capital as needed through debt and/or equity? Copyright 2005 Prentice Hall
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Finance/Accounting Audit
Does the firm have sufficient working capital? Are capital budgeting procedures effective? Are dividend payout policies reasonable? Are the firm’s financial managers experienced & well trained? Copyright 2005 Prentice Hall
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Finance/Accounting Audit
Effective Financial Analysis Requires: Analysis of how the ratios have changed over time How the ratios compare to industry norms How the ratios compare with key competitors Copyright 2005 Prentice Hall
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Production/Operations
Production/Operations Functions Process Capacity Inventory Workforce Quality Copyright 2005 Prentice Hall
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Production/Operations
Facility design Technology selection Facility layout Process flow analysis Facility location Line balancing Process control Process Copyright 2005 Prentice Hall
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Production/Operations
Forecasting Facilities planning Aggregate planning Scheduling Capacity planning Queuing analysis Capacity Copyright 2005 Prentice Hall
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Production/Operations
Raw materials Work in process Finished goods Materials handling Inventory Copyright 2005 Prentice Hall
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Motivation techniques
Production/Operations Job design Work measurement Job enrichment Work standards Motivation techniques Workforce Copyright 2005 Prentice Hall
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Production/Operations
Quality control Sampling Testing Quality assurance Cost Control Quality Copyright 2005 Prentice Hall
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Production/Operations Audit
Are suppliers of materials, parts, etc. reliable and reasonable? Are facilities, equipment & machinery in good condition? Are inventory-control policies and procedures effective? Copyright 2005 Prentice Hall
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Production/Operations Audit
Are quality-control policies & procedures effective? Are facilities, resources, and markets strategically located? Does the firm have technological competencies? Copyright 2005 Prentice Hall
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Research & Development
Research & Development Functions Development of new products before competitors Improving product quality Improving manufacturing processes to reduce costs Copyright 2005 Prentice Hall
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Research & Development
Financing as many projects as possible Use percent-of-sales method Budgeting relative to competitors How many successful new products are needed R&D Budgets Copyright 2005 Prentice Hall
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Research & Development Audit
Are the R&D facilities adequate? If R&D is outsourced, is it cost effective? Are the R&D personnel well qualified? Are R&D resources allocated effectively? Copyright 2005 Prentice Hall
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Research & Development Audit
Are MIS and computer systems adequate? Is communication between R&D & other organizational units effective? Are present products technologically competitive? Copyright 2005 Prentice Hall
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Management Information Systems
Purpose Improve performance of an enterprise by improving the quality of managerial decisions. Copyright 2005 Prentice Hall
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Management Information Systems
CIO/CTO Security User-friendly E-commerce Copyright 2005 Prentice Hall
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Management Information Systems Audit
Do managers use the information system to make decisions? Is there a CIO or Director of Information Systems position in the firm? Is data updated regularly? Copyright 2005 Prentice Hall
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Management Information Systems Audit
Do managers from all functional areas contribute input to the information system? Are there effective passwords for entry into the firm’s information system? Are strategists of the firm familiar with the information systems of rival firms? Copyright 2005 Prentice Hall
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Management Information Systems Audit
Is the information system user-friendly? Do all users understand the competitive advantages that information can provide? Are computer training workshops provided for users? Is the firm’s system being improved? Copyright 2005 Prentice Hall
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Cost/Benefit Analysis Distinctive Competencies
For Review (Chapter 4) Key Terms & Concepts Activity Ratios Cost/Benefit Analysis Capital Budgeting Cultural Products Communication Distinctive Competencies Controlling Distribution Copyright 2005 Prentice Hall
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For Review (Chapter 4) Key Terms & Concepts Dividend Decision
Functions of Finance/Accounting Empirical Indicators Functions of Management Financial Ratio Analysis Functions of Marketing Financing Decision Functions of Production/ Operations Copyright 2005 Prentice Hall
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For Review (Chapter 4) Key Terms & Concepts Growth Ratios
Investment Decision Human Resource Management Leverage Ratios Internal Audit Liquidity Ratios Internal Factor Evaluation (IFE) Matrix Management Information Systems Copyright 2005 Prentice Hall
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Organizational Culture
For Review (Chapter 4) Key Terms & Concepts Motivating Personnel Management Opportunity Analysis Planning Organizational Culture Pricing Organizing Product & Service Planning Copyright 2005 Prentice Hall
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For Review (Chapter 4) Key Terms & Concepts
Production/Operations Functions Selling Profitability Ratios Staffing Research & Development Synergy Resource Based View (RBV) Test Marketing Copyright 2005 Prentice Hall
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Value Chain Analysis (VCA)
For Review (Chapter 4) Key Terms & Concepts Value Chain Analysis (VCA) Copyright 2005 Prentice Hall
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