1. Copyright 2005 Prentice Hall1 Bus 411 Day 7

2. Copyright 2005 Prentice Hall Ch 3 -2 Agenda Assignment #2 Due Assignment 3 Bus 411 assignment three.doc DUE Feb 16 at beginning of Class IFE & Financial ratios analysis for Google  templates\IFE_matrix.XLT templates\IFE_matrix.XLT  templates\Ratios.xlt templates\Ratios.xlt Finish Discussion on Internal Assessment

3. Copyright 2005 Prentice Hall Ch 3 -3 Integrating Strategy & 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 Organizational Culture

4. Copyright 2005 Prentice Hall Ch 3 -4 Integrating Strategy & Culture Organizational Culture  Resistant to change  May represent:  Strength  Weakness http://viewfromthemountain.typepad.com/applepeels/2005/07/the_apple_corpo.html

5. Copyright 2005 Prentice Hall Ch 3 -5 Cultural Products Values Legends Beliefs HeroesRites SymbolsRituals Myths Integrating Strategy & Culture

6. Copyright 2005 Prentice Hall Ch 3 -6 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

7. Copyright 2005 Prentice Hall Ch 3 -7 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.

8. Copyright 2005 Prentice Hall Ch 3 -8

9. Copyright 2005 Prentice Hall Ch 3 -9 Management Functions of Management 1. Planning 2. Organizing 3. Motivating 4. Staffing 5. Controlling

10. Copyright 2005 Prentice Hall Ch 3 -10 Management Planning Stage When Most Important Function Strategy Formulation Organizing Strategy Implementation Motivating Strategy Implementation Staffing Controlling Strategy Implementation Strategy Evaluation

11. Copyright 2005 Prentice Hall Ch 3 -11 Management Planning  Beginning of management process  Bridge between present & future  Improves likelihood of attaining desired results

12. Copyright 2005 Prentice Hall Ch 3 -12 Planning Forecasting Establishing objectives Devising strategies Developing policies Setting goals Management

13. Copyright 2005 Prentice Hall Ch 3 -13 Management Organizing  Achieves coordinated effort  Defines task & authority relationships  Departmentalization  Delegation of authority

14. Copyright 2005 Prentice Hall Ch 3 -14 Organizing Organizational design Job specialization Job descriptions Job specifications Span of control Unity of command Coordination Job design Job analysis Management

15. Copyright 2005 Prentice Hall Ch 3 -15 Management Motivating  Influencing to accomplish specific objectives  Communication – major component

16. Copyright 2005 Prentice Hall Ch 3 -16 Motivating Leadership Communication Work groups Job enrichment Job satisfaction Needs fulfillment Organizational change Morale Management

17. Copyright 2005 Prentice Hall Ch 3 -17 Management Staffing  Personnel management  Human resources management

18. Copyright 2005 Prentice Hall Ch 3 -18 Staffing Wage & salary admin. Employee benefits Interviewing Hiring Discharging Training Management development Affirmative Action EEO Labor relations Management

19. Copyright 2005 Prentice Hall Ch 3 -19 Management Controlling  Establishing performance standards  Ensure actual operations conform to planned operations  Taking corrective actions

20. Copyright 2005 Prentice Hall Ch 3 -20 Controlling Quality Financial Sales Inventory Expense Analysis of variance Rewards Sanctions Management

21. Copyright 2005 Prentice Hall Ch 3 -21 Management Audit Checklist Does the firm use strategic management concepts? Are objectives/goals measurable? Well communicated? Do managers at all levels plan effectively? Does the firm use strategic management concepts? Are objectives/goals measurable? Well communicated? Do managers at all levels plan effectively?

22. Copyright 2005 Prentice Hall Ch 3 -22 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? Do managers delegate well? Is the organization’s structure appropriate? Are job descriptions clear? Are job specifications clear? Is employee morale high?

23. Copyright 2005 Prentice Hall Ch 3 -23 Management Audit Checklist Is employee absenteeism low? Is employee turnover low? Are the reward mechanisms effective? Are the organization’s control mechanisms effective? Is employee absenteeism low? Is employee turnover low? Are the reward mechanisms effective? Are the organization’s control mechanisms effective?

24. Copyright 2005 Prentice Hall Ch 3 -24 Marketing Customer Needs/Wants for Products/Services 1. Defining 2. Anticipating 3. Creating 4. Fulfilling

25. Copyright 2005 Prentice Hall Ch 3 -25 Marketing Marketing Functions 1. Customer analysis 2. Selling products/services 3. Product & service planning 4. Pricing 5. Distribution 6. Marketing research 7. Opportunity analysis

26. Copyright 2005 Prentice Hall Ch 3 -26 Customer Analysis Customer surveys Consumer information Market positioning strategies Customer profiles Market segmentation strategies Marketing

27. Copyright 2005 Prentice Hall Ch 3 -27 Advertising Sales Promotion Publicity Sales force management Customer relations Dealer relations Marketing Selling Products/Services

28. Copyright 2005 Prentice Hall Ch 3 -28 Test marketing Brand positioning Devising warrantees Packaging Product features/options Product style Quality Marketing Planning Product/Service

29. Copyright 2005 Prentice Hall Ch 3 -29 Forward integration Discounts Credit terms Condition of sale Markups Costs Unit pricing Marketing Pricing

30. Copyright 2005 Prentice Hall Ch 3 -30 Warehousing Channels Coverage Retail site locations Sales territories Inventory levels Transportation Marketing Distribution

31. Copyright 2005 Prentice Hall Ch 3 -31 Data collection Data input Data analysis Support business functions Marketing Marketing Research

32. Copyright 2005 Prentice Hall Ch 3 -32 Assessing costs Assessing benefits Assessing risks Cost/benefit/risk analysis Marketing Opportunity Analysis

33. Copyright 2005 Prentice Hall Ch 3 -33 Marketing Opportunity Analysis 1. Are markets segmented effectively? 2. Is the organization positioned well among competitors? 3. Has the firm’s market share been increasing? 4. Are the distribution channels reliable & cost effective? 5. Is the sales force effective?

34. Copyright 2005 Prentice Hall Ch 3 -34 Marketing Opportunity Analysis 6. Does the firm conduct market research? 7. Are product quality & customer service good? 8. Are the firm’s products/services priced appropriately? 9. Does the firm have effective promotion, advertising, & publicity strategies?

35. Copyright 2005 Prentice Hall Ch 3 -35 Marketing Opportunity Analysis 10. Are the marketing planning & budgeting effective? 11. Do the firm’s marketing managers have adequate experience and training?

36. Copyright 2005 Prentice Hall Ch 3 -36 Finance/Accounting  Determining financial strengths & weaknesses key to strategy formation

37. Copyright 2005 Prentice Hall Ch 3 -37 Finance/Accounting Finance/Accounting Functions 1. Investment decision (Capital budgeting) 2. Financing decision 3. Dividend decision

38. Copyright 2005 Prentice Hall Ch 3 -38 Financial ratios Objective indicators Two uses  Trending over time  Comparison to industry norms http://www.netmba.com/finance/financial/ratios/ https://us.etrade.com/e/t/home Industry norms are available through UMFK electronic resources  Business and Company Resource Center  Business Source Premier  Valueline templates\Ratios.xlt

39. Copyright 2005 Prentice Hall Ch 3 -39 Firm’s ability to meet its short-term obligations Ratios Current ratio Quick (or acid test) ratio Basic Financial Ratios Liquidity Ratios

40. Copyright 2005 Prentice Hall Ch 3 -40 Extent of debt financing Ratios Debt-to-total assets Debt-to-equity Long-term debt-to-equity Times-interest earned Basic Financial Ratios Leverage Ratios

41. Copyright 2005 Prentice Hall Ch 3 -41 Effective use of firm’s resources Ratios Inventory-turnover Fixed assets turnover Total assets turnover Accounts receivable turnover Average collection period Basic Financial Ratios Activity Ratios

42. Copyright 2005 Prentice Hall Ch 3 -42 Effectiveness shown by returns on sales & investment Ratios Gross profit margin Operating profit margin Net profit margin Return on total assets (ROA) Basic Financial Ratios Profitability Ratios

43. Copyright 2005 Prentice Hall Ch 3 -43 Effectiveness shown by returns on sales & investment Ratios Return on stockholders equity (ROE) Earnings per share Price-earnings ratio Basic Financial Ratios Profitability Ratios (cont’d)

44. Copyright 2005 Prentice Hall Ch 3 -44 Firm’s ability to maintain economic position Ratios Sales Net income Earnings per share Dividends per share Basic Financial Ratios Growth Ratios

45. Copyright 2005 Prentice Hall Ch 3 -45 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? 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?

46. Copyright 2005 Prentice Hall Ch 3 -46 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? 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?

47. Copyright 2005 Prentice Hall Ch 3 -47 Finance/Accounting Audit Effective Financial Analysis Requires: 1.Analysis of how the ratios have changed over time 2.How the ratios compare to industry norms 3.How the ratios compare with key competitors Effective Financial Analysis Requires: 1.Analysis of how the ratios have changed over time 2.How the ratios compare to industry norms 3.How the ratios compare with key competitors

48. Copyright 2005 Prentice Hall Ch 3 -48 Production/Operations Production/Operations Functions  Process  Capacity  Inventory  Workforce  Quality

49. Copyright 2005 Prentice Hall Ch 3 -49 Facility design Technology selection Facility layout Process flow analysis Facility location Line balancing Process control Production/Operations Process

50. Copyright 2005 Prentice Hall Ch 3 -50 Forecasting Facilities planning Aggregate planning Scheduling Capacity planning Queuing analysis Production/Operations Capacity

51. Copyright 2005 Prentice Hall Ch 3 -51 Raw materials Work in process Finished goods Materials handling Production/Operations Inventory

52. Copyright 2005 Prentice Hall Ch 3 -52 Job design Work measurement Job enrichment Work standards Motivation techniques Production/Operations Workforce

53. Copyright 2005 Prentice Hall Ch 3 -53 Quality control Sampling Testing Quality assurance Cost Control Production/Operations Quality

54. Copyright 2005 Prentice Hall Ch 3 -54 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? Are suppliers of materials, parts, etc. reliable and reasonable? Are facilities, equipment & machinery in good condition? Are inventory-control policies and procedures effective?

55. Copyright 2005 Prentice Hall Ch 3 -55 Production/Operations Audit Are quality-control policies & procedures effective? Are facilities, resources, and markets strategically located? Does the firm have technological competencies? Are quality-control policies & procedures effective? Are facilities, resources, and markets strategically located? Does the firm have technological competencies?

56. Copyright 2005 Prentice Hall Ch 3 -56 Research & Development Research & Development Functions  Development of new products before competitors  Improving product quality  Improving manufacturing processes to reduce costs

57. Copyright 2005 Prentice Hall Ch 3 -57 Financing as many projects as possible Use percent-of-sales method Budgeting relative to competitors How many successful new products are needed Research & Development R&D Budgets

58. Copyright 2005 Prentice Hall Ch 3 -58 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? 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?

59. Copyright 2005 Prentice Hall Ch 3 -59 Research & Development Audit Are MIS and computer systems adequate? Is communication between R&D & other organizational units effective? Are present products technologically competitive? Are MIS and computer systems adequate? Is communication between R&D & other organizational units effective? Are present products technologically competitive?

60. Copyright 2005 Prentice Hall Ch 3 -60 Management Information Systems Purpose  Improve performance of an enterprise by improving the quality of managerial decisions.

61. Copyright 2005 Prentice Hall Ch 3 -61 Management Information Systems Information Systems CIO/CTO Security User-friendly E-commerce

62. Copyright 2005 Prentice Hall Ch 3 -62 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? 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?

63. Copyright 2005 Prentice Hall Ch 3 -63 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? 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?

64. Copyright 2005 Prentice Hall Ch 3 -64 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? 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?

65. Copyright 2005 Prentice Hall Ch 3 -65 The IFE Matrix A summary step in conducting an internal strategic- management audit is to construct an IFE Matrix. This strategy-formulation tool summarizes and evaluates the major strengths and weaknesses in the functional areas of a business, and it also provides a basis for identifying and evaluating relationships among these areas. Intuitive judgments are required in developing an IFE Matrix, so the appearance of a scientific approach should not be interpreted to mean this is an all-powerful technique.

66. Copyright 2005 Prentice Hall Ch 3 -66 5 Steps to an IFE 1.List key internal factors as identified in the internal-audit process. Use a total from ten to twenty internal factors including both strengths and weaknesses. 2.Assign a weight ranging from 0 (not important) to 1.0 (very important). The weight indicates the relative importance of the factor to being successful in the firm’s industry. The sum of all the weights must equal 1.0. 3.Assign a 1-4 rating to each factor to indicate whether that factor represents a major weakness (1), minor weakness (2), minor strength (3), or major strength (4). 4.Multiply each factor’s weight by its rating to determine a weighted score for each variable. 5.Sum the weighted scores for each variable to determine the total weighted score for the organization. Total weighted scores of below 2.5 indicate an internally weak organization.

67. Copyright 2005 Prentice Hall Ch 3 -67 IFE– Gateway Computers (2003) Key Internal Factors WeightRating Wtd Score Strengths 1. Several new senior executive with world- class skills and leadership experience 0.0540.40 2. Continuous decline in operating costs and cost of goods sold 0.0530.15 3. Well-known brand name0.0530.15 4. Consumer Reports (Sept 2002) recommended Gateway 500X as #1 0.1040.40 5. As a direct seller, Gateway holds high brand recognition 0.0530.15

68. Copyright 2005 Prentice Hall Ch 3 -68 IFE– Gateway Computers (2003) Key Internal Factors WeightRating Wtd Score Strengths (cont’d) 6. Gateway is diversifying into non-PC products 0.1030.30 7. Good relationship with its suppliers.0.0540.20 8. Economies of scale, the 6 th largest PC maker I the world 0.0540.20 9. Gateway retails stores excellent0.0530.15

69. Copyright 2005 Prentice Hall Ch 3 -69 IFE– Gateway Computers (2003) Key Internal Factors WeightRating Wtd Score Weaknesses 1. High operating expense (22% of revenue vs. 10% for Dell) 0.0520.10 2. Almost no budget for R&D vs. Dell’s 18% of revenue 0.1010.05 3. Low return on assets ratio0.02510.10 4. No niche market0.02520.05

70. Copyright 2005 Prentice Hall Ch 3 -70 IFE– Gateway Computers (2003) Key Internal Factors WeightRating Wtd Score Weaknesses (cont’d) 5. Shortage of cash due to successive losses 0.1020.20 6. Limited number Gateway stores0.0520.10 7. Weak performance in overseas market0.1020.20 TOTAL1.002.80

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72. Copyright 2005 Prentice Hall Ch 3 -72

73. Copyright 2005 Prentice Hall Ch 3 -73 Key Terms & Concepts For Review (Chapter 4) Activity RatiosCost/Benefit Analysis Capital BudgetingCultural Products CommunicationDistinctive Competencies ControllingDistribution

74. Copyright 2005 Prentice Hall Ch 3 -74 Key Terms & Concepts For Review (Chapter 4) Dividend Decision Functions of Finance/Accounting Empirical IndicatorsFunctions of Management Financial Ratio AnalysisFunctions of Marketing Financing Decision Functions of Production/ Operations

75. Copyright 2005 Prentice Hall Ch 3 -75 Key Terms & Concepts For Review (Chapter 4) Growth RatiosInvestment Decision Human Resource Management Leverage Ratios Internal AuditLiquidity Ratios Internal Factor Evaluation (IFE) Matrix Management Information Systems

76. Copyright 2005 Prentice Hall Ch 3 -76 Key Terms & Concepts For Review (Chapter 4) MotivatingPersonnel Management Opportunity AnalysisPlanning Organizational CulturePricing Organizing Product & Service Planning

77. Copyright 2005 Prentice Hall Ch 3 -77 Key Terms & Concepts For Review (Chapter 4) Production/Operations Functions Selling Profitability RatiosStaffing Research & DevelopmentSynergy Resource Based View (RBV) Test Marketing

78. Copyright 2005 Prentice Hall Ch 3 -78 Key Terms & Concepts For Review (Chapter 4) Value Chain Analysis (VCA)