davidfullppt_ch4
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david ch 4TRANSCRIPT
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Chapter 4 The Internal Assessment
Strategic Management: Concepts & Cases10th EditionFred David PowerPoint Slides byAnthony F. ChelteWestern New England College
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Chapter OutlineThe Nature of an Internal AuditThe Resource-Based View (RBV)Integrating Strategy & Culture
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Chapter Outline (contd)ManagementMarketingOpportunity Analysis
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Chapter Outline (contd)Finance/AccountingProduction/OperationsResearch & Development
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Chapter Outline (contd)Management Information SystemsThe Internal Factor Evaluation (IFE) Matrix
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The biggest levers youve got to change a company are strategy, structure, and culture. If I could pick two, Id pick strategy and culture. Wayne Leonard, CEO, EntergyInternal Assessment Weak leadership can wreck the soundest strategy. Sun Zi
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-- Strengths
-- Weaknesses The Nature of an Internal AuditFunctional Areas of Business
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Internal strengths/weaknessesExternal opportunities/threatsClear statement of missionNature of an Internal AuditBasis for Objectives & Strategies
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Key Internal ForcesFunctional Business Areas:Vary by organizationDivisions have differing strengths & weaknesses
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Key Internal ForcesDistinctive Competencies:Firms strengths that cannot be easily matched or imitated by competitors
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Key Internal ForcesDistinctive Competencies:Building competitive advantage involves taking advantage of distinctive competencies
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Key Internal ForcesDistinctive Competencies:Strategies designed to improve on a firms weaknesses and turn to strengths
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Internal AuditInformation from:ManagementMarketingFinance/accountingProduction/operationsResearch & DevelopmentManagement information SystemsParallels process of external audit
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Internal AuditInvolvement in performing an internal strategic-management audit provides vehicle for understanding nature and effect of decisions in other functional business areas of the firm
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Internal AuditCoordination & understanding among managers from all functional areasKey to Organizational Success
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Internal AuditNumber and complexity increases relative to organization sizeFunctional Relationships
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Internal AuditExemplifies complexity of relationships among functional areas of the businessFinancial Ratio Analysis
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Resource Based View (RBV)Approach to Competitive AdvantageInternal resources are more important than external factors
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Resource Based View (RBV)3 All Encompassing CategoriesPhysical resourcesHuman resourcesOrganizational resources
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Resource Based View (RBV)Empirical IndicatorsRareHard to imitateNot easily substitutable
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Integrating Strategy & Culture Pattern of behavior developed by an organization as it learns to cope with its problem of external adaptation and internal integrationis considered valid and taught to new membersOrganizational Culture
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Integrating Strategy & CultureOrganizational CultureResistant to changeMay representStrengthWeakness
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CulturalProductsValuesLegendsBeliefsHeroesRitesSymbolsRitualsMythsIntegrating Strategy & Culture
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Integrating Strategy & CultureOrganizational Culture Can Inhibit Strategic ManagementMiss external changes due to strongly held beliefsNatural tendency to hold the course even during times of strategic change
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ManagementFunctions of ManagementPlanningOrganizingMotivatingStaffingControlling
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ManagementPlanningStage When Most ImportantFunctionStrategy FormulationOrganizingStrategy ImplementationMotivatingStrategy ImplementationStaffingControllingStrategy ImplementationStrategy Evaluation
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ManagementPlanningBeginning of management processBridge between present & futureImproves likelihood of attaining desired results
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PlanningForecasting
Establishing objectives
Devising strategies
Developing policies
Setting goalsManagement
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ManagementOrganizingAchieves coordinated effortDefines task & authority relationshipsDepartmentalizationDelegation of authority
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OrganizingOrganizational designJob specializationJob descriptionsJob specificationsSpan of controlUnity of commandCoordinationJob designJob analysisManagement
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ManagementMotivatingInfluencing to accomplish specific objectivesCommunication major component
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MotivatingLeadershipCommunicationWork groupsJob enrichmentJob satisfactionNeeds fulfillmentOrganizational changeMoraleManagement
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ManagementStaffingPersonnel managementHuman resources management
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StaffingWage & salary admin.Employee benefitsInterviewingHiringDischargingTrainingManagement developmentAffirmative ActionEEOLabor relationsManagement
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ManagementControllingEstablishing performance standardsEnsure actual operations conform to planned operationsTaking corrective actions
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ControllingQualityFinancialSalesInventoryExpenseAnalysis of varianceRewardsSanctionsManagement
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Management Audit ChecklistDoes the firm use strategic management concepts?Are objectives/goals measurable? Well communicated?Do managers at all levels plan effectively?
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Management Audit ChecklistDo managers delegate well?Is the organizations structure appropriate?Are job descriptions clear?Are job specifications clear?Is employee morale high?
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Management Audit ChecklistIs employee absenteeism low?Is employee turnover low?Are the reward mechanisms effective?Are the organizations control mechanisms effective?
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MarketingCustomer Needs/Wants for Products/ServicesDefiningAnticipatingCreatingFulfilling
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MarketingMarketing FunctionsCustomer analysisSelling products/servicesProduct & service planningPricingDistributionMarketing researchOpportunity analysis
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Customer AnalysisCustomer surveys Consumer information Market positioning strategies Customer profiles Market segmentation strategiesMarketing
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AdvertisingSalesPromotionPublicitySales force managementCustomer relationsDealer relationsMarketing
Selling Products/Services
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Test marketingBrand positioningDevising warranteesPackagingProduct features/optionsProduct styleQualityMarketing
Planning Product/Service
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Forward integrationDiscountsCredit termsCondition of saleMarkupsCostsUnit pricingMarketing
Pricing
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WarehousingChannelsCoverageRetail site locationsSales territoriesInventory levelsTransportationMarketing
Distribution
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Data collectionData inputData analysisSupport business functionsMarketing
Marketing Research
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Assessing costs
Assessing benefits
Assessing risks
Cost/benefit/risk analysisMarketing
Opportunity Analysis
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MarketingOpportunity AnalysisAre markets segmented effectively?Is the organization positioned well among competitors?Has the firms market share been increasing?Are the distribution channels reliable & cost effective?Is the sales force effective?
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MarketingOpportunity AnalysisDoes the firm conduct market research?Are product quality & customer service good?Are the firms products/services priced appropriately?Does the firm have effective promotion, advertising, & publicity strategies?
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MarketingOpportunity AnalysisAre the marketing planning & budgeting effective?Do the firms marketing managers have adequate experience and training?
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Finance/AccountingDetermining financial strengths & weaknesses key to strategy formation
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Finance/AccountingFinance/Accounting FunctionsInvestment decision (Capital budgeting)Financing decisionDividend decision
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Firms ability to meet its short-term obligations
Ratios
Current ratioQuick (or acid test) ratioBasic Financial Ratios
Liquidity Ratios
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Extent of debt financing
Ratios
Debt-to-total assetsDebt-to-equityLong-term debt-to-equityTimes-interest earnedBasic Financial Ratios
Leverage Ratios
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Effective use of firms resources
Ratios
Inventory-turnoverFixed assets turnoverTotal assets turnoverAccounts receivable turnoverAverage collection periodBasic Financial Ratios
Activity Ratios
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Effectiveness shown by returns on sales & investment
Ratios
Gross profit marginOperating profit marginNet profit marginReturn on total assets (ROA)Basic Financial Ratios
Profitability Ratios
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Effectiveness shown by returns on sales & investment
Ratios
Return on stockholders equity (ROE)Earnings per sharePrice-earnings ratioBasic Financial Ratios
Profitability Ratios (contd)
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Firms ability to maintain economic position
Ratios
SalesNet incomeEarnings per shareDividends per shareBasic Financial Ratios
Growth Ratios
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Finance/Accounting AuditWhere 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?
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Finance/Accounting AuditDoes the firm have sufficient working capital?Are capital budgeting procedures effective?Are dividend payout policies reasonable?Are the firms financial managers experienced & well trained?
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Production/OperationsProduction/Operations FunctionsProcessCapacityInventoryWorkforceQuality
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Facility designTechnology selectionFacility layoutProcess flow analysisFacility locationLine balancingProcess controlProduction/Operations
Process
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ForecastingFacilities planningAggregate planningSchedulingCapacity planningQueuing analysisProduction/Operations
Capacity
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Raw materialsWork in processFinished goodsMaterials handlingProduction/Operations
Inventory
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Job designWork measurementJob enrichmentWork standardsMotivation techniquesProduction/Operations
Workforce
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Quality controlSamplingTestingQuality assuranceCost ControlProduction/Operations
Quality
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Production/Operations AuditAre suppliers of materials, parts, etc. reliable and reasonable?Are facilities, equipment & machinery in good condition?Are inventory-control policies and procedures effective?
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Production/Operations AuditAre quality-control policies & procedures effective?Are facilities, resources, and markets strategically located?Does the firm have technological competencies?
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Research & DevelopmentResearch & Development FunctionsDevelopment of new products before competitorsImproving product qualityImproving manufacturing processes to reduce costs
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Financing as many projects as possible use percent-of-sales method Budgeting relative to competitors How many successful new products are neededResearch & Development
R&D Budgets
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Research & Development AuditAre 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?
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Research & Development AuditAre MIS and computer systems adequate?Is communication between R&D & other organizational units effective?Are present products technologically competitive?
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Management Information SystemsPurposeImprove performance of an enterprise by improving the quality of managerial decisions.
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Information SystemsCIO/CTOSecurityUser-friendlyE-commerce Management Information Systems
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Management Information Systems AuditDo 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?
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Management Information Systems AuditDo managers from all functional areas contribute input to the information system?Are there effective passwords for entry into the firms information system?Are strategists of the firm familiar with the information systems of rival firms?
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Management Information Systems AuditIs 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 firms system being improved?
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Key Terms & ConceptsFor Review (Chapter 4)Activity RatiosCost/Benefit AnalysisCapital BudgetingCultural ProductsCommunicationDistinctive CompetenciesControllingDistribution
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Key Terms & ConceptsFor Review (Chapter 4)Dividend DecisionFunctions of Finance/AccountingEmpirical IndicatorsFunctions of ManagementFinancial Ratio AnalysisFunctions of MarketingFinancing DecisionFunctions of Production/ Operations
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Key Terms & ConceptsFor Review (Chapter 4)Growth RatiosInvestment DecisionHuman Resource ManagementLeverage RatiosInternal AuditLiquidity RatiosInternal Factor Evaluation (IFE) MatrixManagement Information Systems
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Key Terms & ConceptsFor Review (Chapter 4)MotivatingPersonnel ManagementOpportunity AnalysisPlanningOrganizational CulturePricingOrganizingProduct & ServicePlanning
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Key Terms & ConceptsFor Review (Chapter 4)Production/Operations FunctionsSellingProfitability RatiosStaffingResearch & DevelopmentSynergyResource Based View (RBV)Test Marketing
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Key Terms & ConceptsFor Review (Chapter 4)Value Chain Analysis (VCA)
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