copyright 2005 prentice hall1 bus 411 day 6. copyright 2005 prentice hall ch 4 -2 agenda finish...

Copyright 2005 Prentice Hall 1

Bus 411

Day 6

Copyright 2005 Prentice Hall Ch 4 -2

Agenda

Finish Discussion on External Assessment Begin Discussion on Internal Assessment

Strengths and weaknesses Assignment #2 due next class Assignment #3 will be assigned next class Templates section in WebCT

There are templates for every one of the analytical tools we will use in this class

Will become useful for Case Study portion


Competitive Forces

Collection & evaluation of data on competitors is essential for successful strategy formulation


Competitive Forces

Competition on virtually all industries can be described as intense.


Competitive Forces

•Strengths

•Weaknesses

•Capabilities

•Opportunities

•Threats

•Objectives

•Strategies

Identifying Rival Firms


Key Questions Concerning Competitors

Their objectives and strategies

Their weaknesses

Their responses to external variables

Their vulnerability to our alternative strategies

Their strengths


Key Questions Concerning Competitors (cont’d)

Entry and exit of firms in the industry

Our product/service positioning

Key factors for our current position in industry

Sales/profit rankings of competitors over time

Our vulnerability to strategic counterattack


Key Questions Concerning Competitors (cont’d)

The threat of substitute products/services

Nature of supplier & distributor relationships

Should we keep our strategies secret from employees and stakeholders?


Competitive Forces

•Moody’s Manuals

•Standard Corporation Descriptions

•Value Line Investment Surveys

•Dun’s Business Rankings

•Standard & Poor’s Industry Surveys

•Industry Week

•Forbes, Fortune, Business Week

Sources of Corporate Information


Competitive Forces

1. Market share matters

2. Understand what business you are in

3. Broke or not, fix it

4. Innovate or evaporate

7 Characteristics of most Competitive U.S. Firms:


Competitive Forces

5. Acquisition is essential to growth

6. People make a difference

7. No substitute for quality

7 Characteristics of most Competitive U.S. Firms:


The Five-Forces Model of Competition

Potential development of substitute products

Rivalry among competing firms

Bargaining power of suppliers

Potential entry of new competitors

Bargaining power of consumers


The Five-Forces Model

Most powerful of the five forces Focus on competitive advantage of

strategies

Rivalry Among Competing Firms



Barriers to entry are important Quality, pricing, and marketing can

overcome barriers

Potential Entry of New Competitors



Pressures increase when consumer’s switching costs decrease

Firm’s plans for increased capacity & market penetration

Potential Development of Substitute Products



Large number of suppliers & few substitutes affects intensity of competition

Backward integration can gain control or ownership of suppliers

Bargaining Power of Suppliers



Customers concentrated or buy in volume affects intensity of competition

Consumer power is higher where products are standard or undifferentiated

Bargaining Power of Consumers


The Global Challenge

Faced by U.S. Firms --

•Gain & maintain exports to other nations

•Defend domestic markets against imported goods



Simultaneously globally competitive & nationally responsive

Multinational Corporations (MNC’s)



Worldwide integration of:

Strategy formulation

Strategy implementation

Strategy evaluation

Globalization



Similar consumption patterns

Global buyers and sellers

E-commerce

Instant transmission of money & information

Globalization of Industries


Industry Analysis: The External Factor Evaluation (EFE) Matrix

CompetitivePoliticalCultural

Technological

EnvironmentalSocial

Governmental

DemographicEconomic

Summarize & Evaluate


5 Steps (Page 101-103)

1. List key external factors10-20 Opportunities then threats

Assign weights from 0.0 to 1.0 based on importanceSum of all weights across all factors = 1

Assign a rating from 1 to 4 for all factors where4 = the firm’s response is superior3 = the firm’s response is above avg2 = the firm’s response is average1 = the firm’s response is poor

1. Multiply the rating by the weight2. Sum the weighted scores


EFE – Gateway Computers (2003)

Key External Factors Weight RatingWtd

Score

Opportunities1. Global PC market expected to grow 20% in 2004

0.10 3 0.30

2. Cost of PC component parts expected to decrease 10% - 2004

0.10 3 0.30

3. Internet use growing rapidly 0.05 2 0.10

4. China entered WTO; lowered taxes for importing PC’s

0.10 1 0.10

5. The average income for PC worker has declined from $40K/yr to $30k/yr

0.05 3 0.15


EFE – Gateway Computers (2003) (cont’d)


Score

Opportunities (cont’d)6. Modernization of business firms and government agencies

0.05 2 0.10

7. U.S. (& world) economies recovering 0.05 3 0.15

8. 30% of Chinese population can afford a PC; only 10% of homes have a PC

0.05 1 0.05

Threats 0.10 1 0.10

1. Intense rivalry in industry 0.10 1 0.05




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 0.05

4. Palm & PDA becoming substitutes 0.05 3 0.15

5. Demand exceeds supply of experienced PC workers

0.05 4 0.20

6. Birth rate in U.S. declining annually 0.05 3 0.15




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

0.05 3 0.15

Total 1.00 2.40


Total weighted score of 4.0 Organization response is outstanding to threats

and weaknesses

Industry Analysis EFE

Total weighted score of 1.0 Firm’s strategies not capitalizing on opportunities

or avoiding threats


Industry Analysis EFE

Understanding the factors used in the EFE Matrix is more important than the actual weights and ratings assigned.

Important --


Industry Analysis: Competitive Profile Matrix (CPM)

Identifies firm’s major competitors and their strengths & weaknesses in relation to a sample firm’s strategic positions


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


Gateway Apple Dell

CSF’s Wt Rating Wt’d Score

Rating Wt’d Score

Rating Wt’d Score

Market share 0.15 3 0.45 2 0.30 4 0.60

Inventory sys 0.08 2 0.16 2 0.16 4 0.32

Fin position 0.10 2 0.20 3 0.30 3 0.30

Prod. Quality 0.08 3 0.24 4 0.32 3 0.24

Cons. Loyalty 0.02 3 0.06 3 0.06 4 0.08

Sales Distr 0.10 3 0.30 2 0.20 3 0.30

Global Exp. 0.15 3 0.45 2 0.30 4 0.60

Org. Structure 0.05 3 0.15 3 0.15 3 0.15


Gateway Apple Dell

CSF’s (cont’d) Wt Rating Wt’d Score

Rating Wt’d Score

Rating Wt’d Score

Prod. Capacity 0.04 3 0.12 3 0.12 3 0.12

E-commerce 0.10 3 0.30 3 0.30 3 0.30

Customer Serv 0.10 3 0.30 2 0.20 4 0.40

Price competitive

0.02 4 0.08 1 0.02 3 0.06

Mgt. experience 0.01 2 0.02 4 0.04 2 0.02

Total 1.00 2.83 2.47 3.49


Industry Analysis CPM

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.

Important --


Assignment two

Prepare a EFE and CPM for Krispy Kreme Doughnuts Bus 411 assignment two.doc

Due in one week Excel templates for both the EFE and CPM

are available in WebCT


Chapter 4 The Internal Assessment

Strategic Management: Concepts & Cases

10th EditionFred David

PowerPoint Slides by

Anthony F. Chelte

Western New England College


Chapter Outline

The Nature of an Internal Audit

The Resource-Based View (RBV)

Integrating Strategy & Culture


Chapter Outline (cont’d)

Management

Marketing

Opportunity Analysis



Finance/Accounting

Production/Operations

Research & Development



Management Information Systems

The Internal Factor Evaluation (IFE) Matrix


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

Internal Assessment

Weak leadership can wreck the soundest strategy; forceful execution of even a poor plan can often bring victory.Sun Tzu


The Nature of an Internal Audit

-- Strengths

-- Weaknesses

Functional Areas of Business


Internal strengths/weaknesses External opportunities/threats Clear statement of mission

Nature of an Internal Audit

Basis for Objectives & Strategies


Key Internal Forces

Functional Business Areas:

Vary by organization

Divisions have differing strengths & weaknesses


Key Internal Forces

Distinctive Competencies:

Firm’s strengths that cannot be easily matched or imitated by competitors


Key Internal Forces


Building competitive advantage involves taking advantage of distinctive competencies


Key Internal Forces


Strategies designed to improve on a firm’s weaknesses and turn to strengths


Internal Audit

•Information from:•Management

•Marketing

•Finance/accounting

•Production/operations

•Research & Development

•Management information Systems

Parallels process of external audit


Internal Audit

Involvement in performing an internal strategic-management audit provides vehicle for understanding the nature and effect of decisions in other functional business areas of the firm


Internal Audit

Coordination & understanding among managers from all functional areas

Key to Organizational Success


Internal Audit

Number and complexity increases relative to organization size

Functional Relationships


Internal Audit

Exemplifies complexity of relationships among functional areas of the business

Financial Ratio Analysis


Resource Based View (RBV)

Approach to Competitive Advantage

Internal resources are more important than external factors



3 All Encompassing Categories

1. Physical resources

Materials, plant and equipment

Tangibles

2. Human resources

Talent

3. Organizational resources

Structure, planning, intellectual property



Empirical Indicators

Rare

Hard to imitate

Not easily substitutable



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



Organizational Culture

Resistant to change

May represent

Strength

Weakness


CulturalProducts

Values

Legends Beliefs

Heroes Rites

Symbols RitualsMyths




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


Management

Functions of Management

1. Planning

2. Organizing

3. Motivating

4. Staffing

5. Controlling


Management

Planning

Stage When Most ImportantFunction

Strategy Formulation

Organizing Strategy Implementation

Motivating Strategy Implementation

Staffing

Controlling

Strategy Implementation

Strategy Evaluation


Management

Planning

Beginning of management process

Bridge between present & future

Improves likelihood of attaining desired results


Planning

Forecasting

Establishing objectives

Devising strategies

Developing policies

Setting goals

Management


Management

Organizing

Achieves coordinated effort

Defines task & authority relationships

Departmentalization

Delegation of authority


Organizing

Organizational designJob specializationJob descriptions

Job specificationsSpan of control

Unity of commandCoordinationJob design

Job analysis

Management


Management

Motivating

Influencing to accomplish specific objectives

Communication – major component


Motivating

LeadershipCommunication

Work groupsJob enrichmentJob satisfactionNeeds fulfillment

Organizational changeMorale

Management


Management

Staffing

Personnel management

Human resources management


Staffing

Wage & salary admin.Employee benefits

InterviewingHiring

DischargingTraining

Management developmentAffirmative Action

EEOLabor relations

Management


Management

Controlling

Establishing performance standards

Ensure actual operations conform to planned operations

Taking corrective actions


Controlling

QualityFinancial

SalesInventoryExpense

Analysis of varianceRewardsSanctions

Management


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?



•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?



•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?


Marketing

Customer Needs/Wants for Products/Services

1. Defining

2. Anticipating

3. Creating

4. Fulfilling


Marketing

Marketing Functions

1. Customer analysis

2. Selling products/services

3. Product & service planning

4. Pricing

5. Distribution

6. Marketing research

7. Opportunity analysis


Customer Analysis

Customer surveys

Consumer information

Market positioning strategies

Customer profiles

Market segmentation strategies

Marketing


AdvertisingSales

PromotionPublicity

Sales force managementCustomer relations

Dealer relations

Marketing

Selling Products/Services


Test marketingBrand positioning

Devising warranteesPackaging

Product features/optionsProduct style

Quality

Marketing

Planning Product/Service


Forward integrationDiscounts

Credit termsCondition of sale

MarkupsCosts

Unit pricing

Marketing

Pricing


WarehousingChannelsCoverage

Retail site locationsSales territoriesInventory levelsTransportation

Marketing

Distribution


Data collectionData input

Data analysisSupport business functions

Marketing

Marketing Research


Assessing costs

Assessing benefits

Assessing risks

Cost/benefit/risk analysis

Marketing



Marketing


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?


Marketing


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?


Marketing


10.Are the marketing planning & budgeting effective?

11.Do the firm’s marketing managers have adequate experience and training?


Finance/Accounting

Determining financial strengths & weaknesses key to strategy formation


Finance/Accounting

Finance/Accounting Functions

1. Investment decision (Capital budgeting)

2. Financing decision

3. Dividend decision


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 http://www.umfk.maine.edu/infoserv/library/indxdb

/alphalist.asp?Loc=fk


Firm’s ability to meet its short-term obligations

Ratios

Current ratioQuick (or acid test) ratio

Basic Financial Ratios

Liquidity Ratios


Extent of debt financing

Ratios

Debt-to-total assetsDebt-to-equity

Long-term debt-to-equityTimes-interest earned


Leverage Ratios


Effective use of firm’s resources

Ratios

Inventory-turnoverFixed assets turnoverTotal assets turnover

Accounts receivable turnoverAverage collection period


Activity Ratios


Effectiveness shown by returns on sales &

investment

Ratios

Gross profit marginOperating profit margin

Net profit marginReturn on total assets (ROA)


Profitability Ratios


Effectiveness shown by returns on sales &

investment

Ratios

Return on stockholders equity (ROE)

Earnings per sharePrice-earnings ratio


Profitability Ratios(cont’d)


Firm’s ability to maintain economic position

Ratios

SalesNet income

Earnings per shareDividends per share


Growth Ratios


Finance/Accounting Audit

•Where is the firm strong/weak 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 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?


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?



Production/Operations Functions

Process

Capacity

Inventory

Workforce

Quality


Facility designTechnology selection

Facility layoutProcess flow analysis

Facility locationLine balancingProcess control


Process


ForecastingFacilities planning

Aggregate planningScheduling

Capacity planningQueuing analysis


Capacity


Raw materialsWork in processFinished goods

Materials handling


Inventory


Job designWork measurement

Job enrichmentWork standards

Motivation techniques


Workforce


Quality controlSamplingTesting

Quality assuranceCost Control


Quality


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?


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?



Research & Development Functions

Development of new products before competitors

Improving product quality

Improving manufacturing processes to reduce costs


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


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?


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?



Purpose

Improve performance of an enterprise by improving the quality of managerial decisions.



Information Systems CIO/CTO Security User-friendly E-commerce


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?



•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?



•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?


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.


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.


IFE– Gateway Computers (2003)

Key Internal Factors Weight RatingWtd

Score

Strengths1. Several new senior executive with world-class skills and leadership experience

0.05 4 0.40

2. Continuous decline in operating costs and cost of goods sold

0.05 3 0.15

3. Well-known brand name 0.05 3 0.15

4. Consumer Reports (Sept 2002) recommended Gateway 500X as #1

0.10 4 0.40

5. As a direct seller, Gateway holds high brand recognition

0.05 3 0.15




Score

Strengths (cont’d)6. Gateway is diversifying into non-PC products

0.10 3 0.30

7. Good relationship with its suppliers. 0.05 4 0.20

8. Economies of scale, the 6th largest PC maker I the world

0.05 4 0.20

9. Gateway retails stores excellent 0.05 3 0.15




Score

Weaknesses1. High operating expense (22% of revenue vs. 10% for Dell)

0.05 3 0.15

2. Almost no budget for R&D vs. Dell’s 18% of revenue

0.10 1 0.05

3. Low return on assets ratio 0.025 1 0.10

4. No niche market 0.025 2 0.05




Score

Weaknesses (cont’d)5. Shortage of cash due to successive losses

0.10 2 0.20

6. Limited number Gateway stores 0.05 2 0.10

7. Weak performance in overseas market 0.10 2 0.20

TOTAL 1.00 2.85

copyright 2005 prentice hall1 bus 411 day 6. copyright 2005 prentice hall ch 4 -2 agenda finish...

Documents