Professional Documents
Culture Documents
Strategic Management:
Concepts & Cases
10th Edition
Fred David
PowerPoint Slides by
Anthony F. Chelte
Western New England College
Ch 4 -1
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Chapter Outline
Ch 4 -2
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Chapter Outline (cont’d)
Management
Marketing
Opportunity Analysis
Ch 4 -3
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Chapter Outline (cont’d)
Finance/Accounting
Production/Operations
Ch 4 -4
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Chapter Outline (cont’d)
Ch 4 -5
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Internal Assessment
Ch 4 -6
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The Nature of an Internal
Audit
-- Strengths
-- Weaknesses
Ch 4 -7
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Nature of an Internal Audit
Internal strengths/weaknesses
External opportunities/threats
Clear statement of mission
Ch 4 -8
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Key Internal Forces
Vary by organization
Divisions have differing strengths &
weaknesses
Ch 4 -9
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Key Internal Forces
Distinctive Competencies:
Ch 4 -10
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Key Internal Forces
Distinctive Competencies:
Ch 4 -11
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Key Internal Forces
Distinctive Competencies:
Ch 4 -12
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Internal Audit
•Information from:
•Management
•Marketing
•Finance/accounting
•Production/operations
•Research & Development
•Management information Systems
Ch 4 -13
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Internal Audit
Ch 4 -14
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Internal Audit
Ch 4 -15
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Internal Audit
Functional Relationships
Ch 4 -16
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Internal Audit
Ch 4 -17
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Resource Based View (RBV)
Ch 4 -18
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Resource Based View (RBV)
1. Physical resources
2. Human resources
3. Organizational resources
Ch 4 -19
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Resource Based View (RBV)
Empirical Indicators
Rare
Hard to imitate
Not easily substitutable
Ch 4 -20
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Integrating Strategy & Culture
Organizational Culture
Ch 4 -21
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Integrating Strategy & Culture
Organizational Culture
Resistant to change
May represent
Strength
Weakness
Ch 4 -22
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Integrating Strategy & Culture
Values
Legends Beliefs
Heroes
Cultural Rites
Products
Symbols Rituals
Myths
Ch 4 -23
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Integrating Strategy & Culture
Ch 4 -24
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Management
Functions of Management
1. Planning
2. Organizing
3. Motivating
4. Staffing
5. Controlling
Ch 4 -25
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Management
Stage When Most
Function Important
Planning Strategy Formulation
Ch 4 -26
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Management
Planning
Ch 4 -27
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Management
Forecasting
Establishing objectives
Developing policies
Setting goals
Ch 4 -28
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Management
Organizing
Ch 4 -29
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Management
Organizational design
Job specialization
Job descriptions
Job specifications
Organizing Span of control
Unity of command
Coordination
Job design
Job analysis
Ch 4 -30
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Management
Motivating
Ch 4 -31
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Management
Leadership
Communication
Work groups
Job enrichment
Motivating
Job satisfaction
Needs fulfillment
Organizational change
Morale
Ch 4 -32
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Management
Staffing
Personnel management
Human resources management
Ch 4 -33
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Management
Ch 4 -34
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Management
Controlling
Ch 4 -35
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Management
Quality
Financial
Sales
Inventory
Controlling
Expense
Analysis of variance
Rewards
Sanctions
Ch 4 -36
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Management Audit Checklist
Ch 4 -37
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Management Audit Checklist
Ch 4 -38
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Management Audit Checklist
Ch 4 -39
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Marketing
1. Defining
2. Anticipating
3. Creating
4. Fulfilling
Ch 4 -40
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Marketing
Marketing Functions
1. Customer analysis
2. Selling products/services
3. Product & service planning
4. Pricing
5. Distribution
6. Marketing research
7. Opportunity analysis
Ch 4 -41
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Marketing
Customer surveys
Consumer information
Market positioning
Customer
strategies
Analysis
Customer profiles
Market segmentation
strategies
Ch 4 -42
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Marketing
Advertising
Sales
Promotion
Selling
Products/Services Publicity
Sales force management
Customer relations
Dealer relations
Ch 4 -43
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Marketing
Test marketing
Brand positioning
Devising warrantees
Planning
Product/Service Packaging
Product features/options
Product style
Quality
Ch 4 -44
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Marketing
Forward integration
Discounts
Credit terms
Pricing
Condition of sale
Markups
Costs
Unit pricing
Ch 4 -45
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Marketing
Warehousing
Channels
Coverage
Distribution Retail site locations
Sales territories
Inventory levels
Transportation
Ch 4 -46
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Marketing
Data collection
Marketing Research Data input
Data analysis
Support business functions
Ch 4 -47
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Marketing
Assessing costs
Assessing benefits
Opportunity
Analysis
Assessing risks
Cost/benefit/risk analysis
Ch 4 -48
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Marketing
Opportunity Analysis
Ch 4 -49
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Marketing
Opportunity Analysis
Ch 4 -50
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Marketing
Opportunity Analysis
Ch 4 -51
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Finance/Accounting
Ch 4 -52
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Finance/Accounting
Finance/Accounting Functions
Ch 4 -53
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Basic Financial Ratios
Liquidity Ratios
Ratios
Current ratio
Quick (or acid test) ratio
Ch 4 -54
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Basic Financial Ratios
Ratios
Leverage Ratios
Debt-to-total assets
Debt-to-equity
Long-term debt-to-equity
Times-interest earned
Ch 4 -55
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Basic Financial Ratios
Inventory-turnover
Fixed assets turnover
Total assets turnover
Accounts receivable turnover
Average collection period
Ch 4 -56
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Basic Financial Ratios
Effectiveness shown by
returns on sales &
investment
Profitability Ratios
Ratios
Ch 4 -57
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Basic Financial Ratios
Effectiveness shown by
returns on sales &
investment
Profitability Ratios
(cont’d) Ratios
Ch 4 -58
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Basic Financial Ratios
Sales
Net income
Earnings per share
Dividends per share
Ch 4 -59
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Finance/Accounting Audit
Ch 4 -60
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Finance/Accounting Audit
Ch 4 -61
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Production/Operations
Production/Operations Functions
Process
Capacity
Inventory
Workforce
Quality
Ch 4 -62
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Production/Operations
Facility design
Technology selection
Facility layout
Process Process flow analysis
Facility location
Line balancing
Process control
Ch 4 -63
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Production/Operations
Forecasting
Facilities planning
Capacity Aggregate planning
Scheduling
Capacity planning
Queuing analysis
Ch 4 -64
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Production/Operations
Raw materials
Inventory Work in process
Finished goods
Materials handling
Ch 4 -65
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Production/Operations
Job design
Work measurement
Workforce Job enrichment
Work standards
Motivation techniques
Ch 4 -66
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Production/Operations
Quality control
Sampling
Quality Testing
Quality assurance
Cost Control
Ch 4 -67
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Production/Operations Audit
Ch 4 -68
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Production/Operations Audit
Ch 4 -69
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Research & Development
Ch 4 -70
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Research & Development
Financing as many
projects as possible
use percent-of-sales
method
R&D Budgets
Budgeting relative to
competitors
Ch 4 -71
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Research & Development Audit
Ch 4 -72
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Research & Development Audit
Ch 4 -73
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Management Information
Systems
Purpose
Ch 4 -74
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Management Information
Systems
Information Systems
CIO/CTO
Security
User-friendly
E-commerce
Ch 4 -75
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Management Information
Systems Audit
Ch 4 -76
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Management Information
Systems Audit
Ch 4 -77
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Management Information
Systems Audit
Ch 4 -78
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IFE– Gateway Computers (2003)
Wtd
Key Internal Factors Weight Rating
Score
Strengths
1. Several new senior executive with world-
0.05 4 0.40
class skills and leadership experience
2. Continuous decline in operating costs
0.05 3 0.15
and cost of goods sold
3. Well-known brand name 0.05 3 0.15
4. Consumer Reports (Sept 2002)
0.10 4 0.40
recommended Gateway 500X as #1
5. As a direct seller, Gateway holds high
0.05 3 0.15
brand recognition
Ch 4 -79
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IFE– Gateway Computers (2003)
Wtd
Key Internal Factors Weight Rating
Score
Strengths (cont’d)
6. Gateway is diversifying into non-PC
0.10 3 0.30
products
7. Good relationship with its suppliers. 0.05 4 0.20
8. Economies of scale, the 6th largest PC
0.05 4 0.20
maker I the world
9. Gateway retails stores excellent 0.05 3 0.15
Ch 4 -80
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IFE– Gateway Computers (2003)
Wtd
Key Internal Factors Weight Rating
Score
Weaknesses
1. High operating expense (22% of revenue
0.05 3 0.15
vs. 10% for Dell)
2. Almost no budget for R&D vs. Dell’s 18%
0.10 1 0.05
of revenue
3. Low return on assets ratio 0.025 1 0.10
Ch 4 -81
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IFE– Gateway Computers (2003)
Wtd
Key Internal Factors Weight Rating
Score
Weaknesses (cont’d)
5. Shortage of cash due to successive
0.10 2 0.20
losses
6. Limited number Gateway stores 0.05 2 0.10
Ch 4 -82
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For Review (Chapter 4)
Controlling Distribution
Ch 4 -83
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For Review (Chapter 4)
Functions of
Dividend Decision
Finance/Accounting
Functions of Production/
Financing Decision
Operations
Ch 4 -84
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For Review (Chapter 4)
Human Resource
Leverage Ratios
Management
Ch 4 -85
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For Review (Chapter 4)
Ch 4 -86
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For Review (Chapter 4)
Production/Operations
Selling
Functions
Ch 4 -87
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For Review (Chapter 4)
Ch 4 -88
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