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Copyright 2005 Prentice Hall 1
Bus 411
Day 14
Copyright 2007 Prentice Hall Ch 7-2
Agenda
Assignment 4 Corrected 2 A’s, 4 B’s, 2 C’s & 2 D’s
Assignment 5 Due Mid-term exam
March 13-16 Take home (non-group work) 20-25 Short essays Intense-- ~10 hours
Discussion on Implementing Strategies: Management & Operations, Marketing, Finance/Accounting, R&D, & MIS Issues
Copyright 2007 Prentice Hall Ch 7-3
Assignment 2
PURPOSE: In performing business policy case analysis, you can find information about the respective company’s
strategies. Comparing what is planned versus what you would have recommended is an important part of case analysis. Do not recommend what the firm actually plans, unless in-depth analysis of the situation reveals those strategies to be best among all feasible alternatives. This exercise gives you experience conducting library and Internet research to determine what Google should do in 2007.
INSTRUCTIONS: Look up Google and Yahoo! on the Internet. Find some recent articles about firms in this industry.
Scan Moody’s, Dun & Bradstreet, and Standard & Poor’s publications for information. Check http://finance.yahoo.com and www.strategyclub.com.
Summarize your findings in a three-page report titled “Strategies for Google in 2007.” Grading rubric
Quality of research (20 points) 3-5 quality sources (not web sites)
Quality of writing (20 points) Spelling, grammar, appropriate vocabulary and tone Directed wring not creative writing
In-Depth Analysis of existing and Planned Google Strategies (30 Points What worked, what didn’t, what will and what won’t
Recommendations for NEW Google strategies (30 points) Should have been tied to strategies discussed in the chapter
Copyright 2007 Prentice Hall Ch 7-4
teams Team 1
J. Harbison N. Lozier M. Martin
Team 2 C. Brusig C. Pennine T. Nhundu J. Jalbert
Team 3 K. Beaulieu M. Doucette D. Lemon
Copyright 2007 Prentice Hall Ch 7-5
Timeline March 9
Finish Chapter 7 & begin Chapter 8 Assignment 5 due
March 13 Finish Chapter 8 Chapter 9 Mid-term assigned
March 16 How to present a case study Mid-term due
March 20 Tony Case study One Apple Computer
March 23 Team 1 Case Study Two Dell Computer
March 26-30 Spring Break April 3
Team 2 Case Study Three PepsiCo April 6
Team 3 Case Study Four Molson Coors Brewing Company April 10
Team 1 Case Study Five Hershey Foods Corporation
Copyright 2007 Prentice Hall Ch 7-6
Steps in Preparing Case Studies Identify Existing Mission, Vision,
Objectives, Strategies Develop New Vision and Mission
Most are poor Identify external opportunities and
threats CPM EFE
Identify internal strengths and weaknesses IFE Financial ratios
Analyze SWOT Matrix SPACE BCG IE matrix Grand Strategy Matrix QSPM
Give advantage and disadvantages of alternative strategies
Recommend Strategies and long range
objectives Show cost
Specify how strategies are to be implemented and what results to expect
Recommend specific annual objectives (goal) and polices
Recommend procedures for evaluation
Be Original – Take chances Remember business rewards risk taking
Copyright 2007 Prentice Hall Ch 7-7
Management Issues (cont’d)
ManagementIssues
Supportive CultureSupportive Culture
Production/OperationsProduction/Operations
Human ResourcesHuman Resources
Resistance to ChangeResistance to Change
Natural EnvironmentNatural Environment
Copyright 2007 Prentice Hall Ch 7-8
Management Issues
Resistance to Change
-- Single greatest threat to successful strategy implementation
Copyright 2007 Prentice Hall Ch 7-9
Management Issues
Resistance to Change
-- Raises anxiety; fear concerning
Economic loss
Inconvenience
Uncertainty
Break in status-quo
Copyright 2007 Prentice Hall Ch 7-10
Management Issues
Change StrategiesForce Change Strategy
Just do it
Educative Change StrategyThis is why we are changing
Rational or Self-Interest Change Strategy
This is why change is good for you
Copyright 2007 Prentice Hall Ch 7-11
Management Issues (cont’d)
ManagementIssues
Supportive CultureSupportive Culture
Production/OperationsProduction/Operations
Human ResourcesHuman Resources
Resistance to ChangeResistance to Change
Natural EnvironmentNatural Environment
Copyright 2007 Prentice Hall Ch 7-12
Management Issues
Natural Environment
-- Wide appreciation for firms that “mend” rather than “harm” the environment
Copyright 2007 Prentice Hall Ch 7-13
Management Issues
Natural Environment – Environmental Strategies
Develop/acquire “green” businesses
Divesting environmental-damaging business
Low-cost producer through waste minimization & energy conservation
Copyright 2007 Prentice Hall Ch 7-14
Management Issues (cont’d)
ManagementIssues
Supportive CultureSupportive Culture
Production/OperationsProduction/Operations
Human ResourcesHuman Resources
Resistance to ChangeResistance to Change
Natural EnvironmentNatural Environment
Copyright 2007 Prentice Hall Ch 7-15
Management Issues
Strategy-Supportive Culture
-- Preserve, emphasize, & build upon aspects of existing culture that support new strategies
Copyright 2007 Prentice Hall Ch 7-16
• Formal statements of philosophy, charters, etc. used for recruitment and selection, socialization
• Designing of physical spaces, facades, buildings• Deliberate role modeling, teaching and coaching• Explicit reward and status system, promotion criteria• Stories, legends, myths about key people and events
Management Issues
Elements linking culture to strategy:
Copyright 2007 Prentice Hall Ch 7-17
• What leaders pay attention to, measure and control• Leader reactions to critical incidents and crises• How the organization is designed and structured• Organizational systems and procedures• Criteria used for recruitment, selection, promotion,
retirement
Management Issues
Elements linking culture to strategy:
Copyright 2007 Prentice Hall Ch 7-18
Management Issues (cont’d)
ManagementIssues
Supportive CultureSupportive Culture
Production/OperationsProduction/Operations
Human ResourcesHuman Resources
Resistance to ChangeResistance to Change
Natural EnvironmentNatural Environment
Copyright 2007 Prentice Hall Ch 7-19
Management Issues
Production/Operations Concerns
-- Production processes typically constitute more than 70% of firm’s total assets
Copyright 2007 Prentice Hall Ch 7-20
Management Issues
Production/Operations Decisions
Plant size
Inventory/Inventory control
Quality control
Cost control
Technological innovation
Copyright 2007 Prentice Hall Ch 7-21
Management Issues (cont’d)
ManagementIssues
Supportive CultureSupportive Culture
Production/OperationsProduction/Operations
Human ResourcesHuman Resources
Resistance to ChangeResistance to Change
Natural EnvironmentNatural Environment
Copyright 2007 Prentice Hall Ch 7-22
Management Issues
Human Resource Concerns
-- HR manager position has strategic responsibility & has changed dramatically as companies continue to reorganize, outsource, etc.
Copyright 2007 Prentice Hall Ch 7-23
Management Issues
Human Resource Strategic Responsibilities
Assessing staffing needs/costs
Developing performance incentives
ESOP’shttp://groups.msn.com/DynKorea/dyncorphistory.msnw http://www.corpwatch.org/article.php?list=type&type=18
Child-care policies
Work-life balance issues
Copyright 2007 Prentice Hall Ch 7-24
Diversity Issues
CEO Company Age
Meg Whitman eBay 49
Andrea Jung Avon Products 47
Anne Mulcahy Xerox 52
Marjorie Magner Citigroup 56
Betsy Holden Kraft Foods 49
Ann Moore AOL Time Warner 57
Women CEO’s in U.S. 2005 (examples)
http://money.cnn.com/magazines/fortune/fortune500/womenceos/
Copyright 2007 Prentice Hall Ch 7-25
Benefits of a Diverse Workforce
Improves corporate culture Improves employee morale Leads to a higher retention of employees Leads to easier recruitment of employees Decreases complaints and litigation Increases creativity Decreases interpersonal conflict
Copyright 2007 Prentice Hall Ch 7-26
Benefits of a Diverse Workforce
Enables the organization to move into emerging markets
Improves client relations Increases productivity Improves the bottom line Maximizes brand identity Reduces training costs CostsBenefExSumEN.pdf
Copyright 2007 Prentice Hall Ch 7-27
Chapter 8Implementing Strategies: Marketing, Finance/Accounting, R&D, & MIS Issues
Strategic Management:
Concepts & Cases
11th Edition
Fred David
Copyright 2007 Prentice Hall Ch 7-28
The greatest strategy is doomed if it’s implemented badly. --
Bernard Reimann
Implementing Strategies
Copyright 2007 Prentice Hall Ch 7-29
-- Strategy implementation means change
The Nature of Strategy Implementation
Copyright 2007 Prentice Hall Ch 7-30
-- Less than 10% of strategies formulated are successfully implemented!
The Nature of Strategy Implementation
Copyright 2007 Prentice Hall Ch 7-31
Failing to segment markets appropriately Paying too much for a new acquisition Falling behind competition in R&D Not recognizing benefit of computers in
managing information
The Nature of Strategy Implementation
Low Success Rate – Strategy Implementation
Copyright 2007 Prentice Hall Ch 7-32
Market goods & services well Raise needed working capital Produce technologically sound goods Sound information systems
The Nature of Strategy Implementation
Successful Strategy Implementation
Copyright 2007 Prentice Hall Ch 7-33
Marketing Issues
-- Marketing variables affect success/failure of strategy implementation
Copyright 2007 Prentice Hall Ch 7-34
Exclusive dealerships – multiple channels of distribution
Heavy, light, or no TV advertising Price leader or price follower Advertise online or not Offer complete or limited warranty
Marketing Issues
Marketing decisions requiring policies
Copyright 2007 Prentice Hall Ch 7-35
1. Market segmentation
2. Product positioning
Marketing Issues
Centrally important to Implementation
Copyright 2007 Prentice Hall Ch 7-36
Subdividing of a market into distinct subsets of customers according to needs and buying habits
Marketing Issues
Market Segmentation
Copyright 2007 Prentice Hall Ch 7-37
Key to matching supply & demand Market development, product-development,
market penetration & diversification strategies Allows operating with limited resources Enables small firms to compete successfully
Marketing Issues
Market Segmentation
Copyright 2007 Prentice Hall Ch 7-38
Directly affect marketing mix variables: Product Place Promotion Price
Marketing Issues
Market Segmentation
Copyright 2007 Prentice Hall Ch 7-39
Marketing Mix – Component Factors
Service level
Warranty
Transportation carriers
Product line
Inventory levels/locations
Packaging
PublicitySales territoriesBrand name
Payment termsSales promotionOutlet locationStyle
Discounts & allowances
Personal sellingDistribution coverage
Features
LevelAdvertisingDistribution channels
Quality
PricePromotionPlaceProduct
Copyright 2007 Prentice Hall Ch 7-40
Marketing Issues
Market SegmentBasis PsychographicPsychographic
BehavioralBehavioral
GeographicGeographic
DemographicDemographic
Copyright 2007 Prentice Hall Ch 7-41
Region County size City or SMSA size Density Climate
Marketing Issues
Geographic
Copyright 2007 Prentice Hall Ch 7-42
Marketing Issues
Market SegmentBasis PsychographicPsychographic
BehavioralBehavioral
GeographicGeographic
DemographicDemographic
Copyright 2007 Prentice Hall Ch 7-43
Age Family Size Family Life Cycle Income/Occupation Education Religion Race/Nationality
Marketing Issues
Demographic
Copyright 2007 Prentice Hall Ch 7-44
Marketing Issues
Market SegmentBasis PsychographicPsychographic
BehavioralBehavioral
GeographicGeographic
DemographicDemographic
Copyright 2007 Prentice Hall Ch 7-45
Social Class Lifestyle Personality
Marketing Issues
Psychographic
Copyright 2007 Prentice Hall Ch 7-46
Marketing Issues
Market SegmentBasis PsychographicPsychographic
BehavioralBehavioral
GeographicGeographic
DemographicDemographic
Copyright 2007 Prentice Hall Ch 7-47
Use occasion Benefits sought User status Usage rate Loyalty status Readiness stage Attitude toward product
Marketing Issues
Behavioral
Copyright 2007 Prentice Hall Ch 7-48
Marketing Issues
-- Schematic representations that reflect how products/services compare to competitors’ on dimensions most important to success in the industry
Product Positioning
Copyright 2007 Prentice Hall Ch 7-49
Marketing Issues
ProductPositioning
Customer WantsCustomer Wants
Customer NeedsCustomer Needs
Copyright 2007 Prentice Hall Ch 7-50
Product Positioning Steps
ProductPositioning
Steps
2. Diagram Map
1. Select Key Criteria
3. Plot competitors’products
4. Look for niches
5. Develop Marketing Plan
Copyright 2007 Prentice Hall Ch 7-51
Product Positioning Map
LowConvenience
HighCustomerLoyalty
LowCustomerLoyalty
HighConvenience
Firm 1•
•Firm 2
• Firm 3
Rental Car Market
LowCustomerLoyalty
HighConvenience
Firm 1•
•Firm 2
• Firm 3
Rental Car Market
Copyright 2007 Prentice Hall Ch 7-52
Look for vacant niche Avoid sub optimization Don’t serve 2 segments w/ same strategy Don’t position in the middle of the map
Marketing Issues
Product Positioning as Strategy Implementation Tool
Copyright 2007 Prentice Hall Ch 7-53
Finance/Accounting Issues
-- Central to strategy implementation
Copyright 2007 Prentice Hall Ch 7-54
Acquiring needed capital Developing projected financial statements Preparing financial budgets Evaluating worth of a business
Finance/Accounting Issues
Essential for implementation
Copyright 2007 Prentice Hall Ch 7-55
Raise capital – short-term debt, long-term debt, preferred, or common stock
Lease or buy fixed assets Expense or depreciate
Determine appropriate dividend payout ratio
Finance/Accounting Issues
Decisions based on Finance/Accounting
Copyright 2007 Prentice Hall Ch 7-56
LIFO, FIFO, or market-value accounting approach Extend time of AR
Factor AR? Establish % discount on accounts for terms Determine the amount of cash kept on hand
Cash flow analysis has become more important in recent past due to rising Prime rate
Finance/Accounting Issues
Decisions based on Finance/Accounting
Copyright 2007 Prentice Hall Ch 7-57
Debt
Equity
Finance/Accounting Issues
Capital acquisition to implement strategies
Copyright 2007 Prentice Hall Ch 7-58
EPS/EBIT analysis Earnings per share/Earnings before interest and
taxes
Finance/Accounting Issues
Debt vs. Equity Decisions
Copyright 2007 Prentice Hall Ch 7-59
Copyright 2007 Prentice Hall Ch 7-60
Copyright 2007 Prentice Hall Ch 7-61
Allow an organization to examine the expected results of various actions and approaches
Finance/Accounting Issues
Projected Financial Statements
Copyright 2007 Prentice Hall Ch 7-62
1. Prepare income statement before balance sheet (forecast sales)
2. Use percentage of sales method to project CoGS & expenses
3. Calculate projected net income
Finance/Accounting Issues
Steps in Preparing Projected Financial Statements
Copyright 2007 Prentice Hall Ch 7-63
4. Subtract dividends to be paid from Net Income and add remaining to Retained Earnings
5. Project balance sheet times beginning with retained earnings
6. List comments (remarks) on projected statements
Finance/Accounting Issues
Steps in Preparing Projected Financial Statements (cont’d)
Copyright 2007 Prentice Hall Ch 7-64
Projected Income Statement for Litten Company (in millions)
Prior Year 2005Projected Year
2006 Remarks
Projected Income Statement
Sales 100 150.00 50% increase
Cost of Goods Sold 70 105.00 70% of sales
Gross Margin 30 45.00
Selling Expense 10 15.00 10% of sales
Administrative Expense 5 7.50 5% of sales
EBIT 15 22.50
Interest 3 3.00
EBT 12 19.50
Taxes 6 9.75 50% rate
Net Income 6 9.75
Dividends 2 5.00
Retained Earnings 4 4.75
Copyright 2007 Prentice Hall Ch 7-65
-- Details how funds will be obtained and spent for a specified period of time.
Finance/Accounting Issues
Financial Budget
Copyright 2007 Prentice Hall Ch 7-66
Cash budgets Operating budgets Sales budgets Profit budgets Factory Budgets Expense Budgets
Finance/Accounting Issues
Types of Budgets
Copyright 2007 Prentice Hall Ch 7-67
Divisional budgets Variable budgets Flexible budgets Fixed budgets
Finance/Accounting Issues
Types of Budgets
Copyright 2007 Prentice Hall Ch 7-68
Central to strategy implementation – integrative, intensive, & diversification strategies often implemented through acquisitions of other firms
Finance/Accounting Issues
Evaluating Worth of a Business
Copyright 2007 Prentice Hall Ch 7-69
1. What a firm owns1. Total assets – liabilities (discount overvalued assets)
2. Stockholders equity
2. What a firm earns1. 5 X times annual earnings (tax consequences)
3. What a firm will bring in the market1. Outstanding shares
Finance/Accounting Issues
Evaluating Worth of a Business:
3 Basic Approaches
Copyright 2007 Prentice Hall Ch 7-70
Worth of a Business Analysis (see 8-8)
Southwest AirlinesStockholders’ Equity: $ 5,524Net Income: 313Stock Price: 15.70EPS: .45Shares Outstanding 784
Company Worth AnalysisStockholders Equity $ 5,524Net Income x 5 1,565Share Price/EPS x NI 10,920# Shares x Share Price 12,309
Copyright 2007 Prentice Hall Ch 7-71
Research & Development Issues
-- New products and improvement of existing products that allow for effective strategy implementation
Copyright 2007 Prentice Hall Ch 7-72
Level of support constrained by resource availability
Technological improvements shorten product life cycles
Research & Development Issues
Constraints
Copyright 2007 Prentice Hall Ch 7-73
1. 1st firm to market new technological products2. Innovative imitator of successful products3. Low-cost producer of similar but less
expensive products
Research & Development Issues
3 Major R&D approaches to implementing strategies
Copyright 2007 Prentice Hall Ch 7-74
Management Information Systems (MIS) Issues
-- Information is the basis for understanding the firm. One of the most important factors differentiating successful from unsuccessful firms
Copyright 2007 Prentice Hall Ch 7-75
Information collection, retrieval, & storage Keeping managers informed Coordination of activities among divisions Allow firm to reduce costs
MIS Issues
Functions of MIS