lecture 2 ( january 18, 2003)
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Lecture 2 ( January 18, 2003). Strategic Thinking Case Analysis Fast-food industry: McDonald’s. Strategic Thinking. Technology is rapidly changing what we do in society, in business and at work - PowerPoint PPT PresentationTRANSCRIPT
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Lecture 2( January 18, 2003)
Strategic Thinking
Case AnalysisFast-food industry: McDonald’s
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Strategic Thinking• Technology is rapidly changing what we
do in society, in business and at work• Continual improvements and advances in
IT are encouraging even more changes to business and society
• Example of change affecting us most :
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Example of Change
old economy
work diligently be loyal
secure life time employment
new economy
specific skillssolve specific problemscomplete special projects
move on toother assignments
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Technology & Industrial Trends
• Identifying certain trends• Understanding their roles in the
industry• Implementing them to assist you in
your endeavors to position yourself for career growth and expansion
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Trends• Standardization• Leverage• Mass customization• Franchise• Methodology• Modularization• Liquid assets• Client/servers• Knowledge, information or expertise driven
workers
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StandardizationStandardization
The Conscious Effort to Make all Jobs Similar, Routinized, and Interchangeable
- enforces rules set - saves in economies - preserves continuity - prevents irregularity
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LeverageLeverage
Move all tasks to the lowest possible individual in terms of level and cost
- role & budgetary requirements force tasks to - role & budgetary requirements force tasks to be accomplished at an appropriate lower be accomplished at an appropriate lower
levellevel - billing structure ensures tasks are - billing structure ensures tasks are
accomplished accomplished
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Mass CustomizationMass Customization
focus all products and services on the specific customer
- not only specific market segments - tailored to specific individuals - no contradictions to standardization - examples: discount coupons special promotion mailers
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Franchise
The Organization has become a small central office with many autonomous, but identically structured units
- strict guidelines in cost & output for each
location - reporting to HQ in structured format - reduces middle management layers, for example no regional offices to evaluate & interpret
information received
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MethodologyMethodology
Methodology tells the user the steps to take in the process
- simple step-by-step cookbook like approach - available across the whole organization - easy to learn & train, minimum skills required - example: systems development
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ModularizationModularization
Rather than be constructed at the most granular level, projects are completed using sections of code
- easier and faster to put modules together than to work with individual lines of code every time
- example, Microsoft Office Suite, the ability to fit together Word, Excel, Access, PowerPoint and
FrontPage
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Liquid vs Fixed Assets
Focus on Liquid Assets, Reducing Fixed Assets
- reduce cost by reducing reliance on fixed assets
- provide direct link of cost to expenditure - examples, outsourcing of human resources,
technology departments, lease rather than purchase of fixed assets
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Client/Server
Enables data to be stored at organizational, group, and individual levels.
- decentralization of the technology tools - stored and accessed efficiently at local level
while being maintained across the organization
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Knowledge, Information, or Knowledge, Information, or Expertise-DrivenExpertise-Driven
Rather than work in a hierarchy, workers develop a particular expertise and are constantly reassembled to provide their expertise to a project
- constant reassembly keeps workers fresh and focused
- sharpness of expertise keeps the job rather than longevity in the organization
- example, projects requiring a cross-section of knowledge-driven skills
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Data vs Information
• Importance of input• Knowledge and exposure• Life long learning• Technology advances and changes
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DATA
• raw numbers• bare text• sound• video• images• factual elements/opinions/comments
describing some object or event• application value -- little
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INFORMATION
• processed, organized and integrated data to provide more inside
• precise, timely and specific• supplied voluntarily or on demand• of strategic value to decision makers
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Data Processing vs
Information Systems
• DP - Data Processing• IS - Information Systems Information Services
• TOO MUCH DATA• TOO LITTLE INFORMATION
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Analyzing and Building Systems• evaluate existing operations• explore new alternatives• simple projects
– problems that can be solved by yourself, as users– calling IS professionals is a waste of time and money
• complex projects– need analysis and design by IS professionals– need communication between yourself and IS
professionals to develop systems that meet your needs
– solving yourself can lead to costly mistakes
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Management and Decisions• traditional roles of management
– organizing– planning– control
• job activities– attending meetings– talking over the phone– reading/preparing reports– discussing projects with colleagues– explaining procedures
• decisions and decision process
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Decision process• Collecting data• Identifying problems• Making choices• Persuading others to accept a decision• Implementing the solution
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Methodology and Franchises• Decisions need input• Anticipation of data/information needed• Design of information systems to solve future problems• Reduction of management tasks to smaller problems• Smaller problems can be addressed with a standard
methodology• Daily operating decisions reduced to a set of rules and
procedures• Reduction of middle-level managers• Franchises -- financial performance of individual units
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Fast-food Industrycase analysis
• Franchising• Fast-food industry• McDonald’s
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franchising• Franchising is a system in which a producer or
marketer of a service, the franchisor, sells others, the franchisees, the right to duplicate a concept and use the trade name
• Franchisor: provides sales and other support within a specific territory for an agreed period of time
• Franchisees: order supplies from designated sources, receive training at corporate sponsored institutes
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franchising types• Simple franchising
– exclusiveness• Product-trade name franchising
– selling products to distributors who resell them
• Package (prototype) franchising– products, services, inventory system, sales
and marketing methods, record-keeping procedures etc.
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advantages of franchising• easy start to a business• minimum or no knowledge required• less risk to success• proven business• quick and higher market penetration• economy of scale• survival rate much higher than other
start-up business
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Fast-food industry
• financial analysis • stock/investment outlook• competition and growth• technological impact• recommendations
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financial analysis• In the US, franchise restaurants
– $800 billion industry– 8 million employer– one-third of food services spending
• Revenues and profits– start-up fees can range from $10,000 to $600,000– profit levels of 10% to 20% for the past decade
• More health-conscious– pizza and chicken enjoy faster growth than burger
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stock/investment outlook• National trend toward two-income
household contributes to more dining out• Larger franchises have positioned
themselves to take advantage of the trend• Smaller franchises are being acquired by
the giants due to the mergers and acquisitions frenzy
• Long term prospects are favourable
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competition and growth• Domestic market has matured• Competition is tight
– fast-food industry itself– non fast-food industry such as grocery stores cooked
foods, deli counters, eat-in dining areas• Search for new area of growth
– niche marketing– mergers and consolidations– dual-branding– non-traditional operations– international development– value offerings
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technological impact• Technological investments stimulate growth• Information systems tracking inventories and sales• Use of internet in the study of demographic and
market research reports in search of key locations• Use web pages to advertise to prospective owners• Training and support systems• Global exchange of information• Monitoring of the required uniformity of the
franchisee• Research and development to keep ahead of
competition
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recommendations• Sales will lag in domestic market but can
grow internationally• To increase or even keep the market share
will be increasingly difficult• Focus on non-traditional markets and niche
markets, dual branding• Service improvements like timeliness and
delivery speed• Watch out for more merger and acquisitions
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McDonald’s• Read case p.6-18 from textbook• Give the case questions some thought• Discuss them among yourselves• Are you aware of the first possible loss
announcement since McDonald’s went public in 1965?
• Bring up during the tutorials• Enjoy your weekend
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Reading Materials & Resources
• chapter 1 of textbook
• http://www.mcdonalds.com
• http://www.dietclub.com.au/createameal/?menu=1
• http://www.spring.gov.sg