Stuff

September 29, 2011

Attendance

• 0 absence = +3 EOS• 1 absence = +1 EOS• 2-3 absences = 0 EOS (3 people)• 4-5 absences = -5 EOS• 6 or more absences = -10 EOS

Participation

• 10 or more = 95• 8-9 = 85• 7 = 80• 5-6 = 75• 3-4 = 70 (3 mistakes!)• 1 = 65• 0 = 55

Essays

• A = 95• A- = 90• B+ = 88• B = 85• B- = 80• C+ = 78• C = 75• C- = 70• D+ = 68• D = 65• D- = 60• F = 55

Strongly Disagree Disagree Not Sure Agree

Strongly Agree

Our team would have better without this member

This team member “carried his/her share of the load” on the project

The quality of this team member’s work was always good

This team member made our team stronger

This team member was easy to get along with

This person just didn’t put out the kind of effort our team needed

Strongly Disagree Disagree Not Sure Agree

Strongly Agree

Our team would have better without this member 0 1 2 3 4This team member “carried his/her share of the load” on the project 4 3 2 1 0The quality of this team member’s work was always good 0 1 2 3 4This team member made our team stronger 0 1 2 3 4This team member was easy to get along with 0 1 2 3 4This person just didn’t put out the kind of effort our team needed 4 3 2 1 0

Name of person being evaluated_____________________________

Strongly Disagree Disagree Not Sure Agree

Strongly Agree

Our team would have better without this member 0 1 2 3 4This team member “carried his/her share of the load” on the project 4 3 2 1 0The quality of this team member’s work was always good 0 1 2 3 4This team member made our team stronger 0 1 2 3 4This team member was easy to get along with 0 1 2 3 4This person just didn’t put out the kind of effort our team needed 4 3 2 1 0

(3 + 2 + 2 + 3 + 4 + 3) / 6 = 2.8(3 + 3 + 3 + 3 + 3 + 3) / 6 = 3.0

(3 + 1 + 2 + 1 + 3 + 1) / 5 = 1.8(2.8 + 3.0 + 1.8)/3 = 2.5

Peer AppraisalsAvg. Appraisal Quality Point Equivalent Numerical score

4.0 A 100

3.3 - 3.9 A- 95

3.3 – 3.6 B+ 88

3.0 – 3.2 B 85

2.7 – 2.9 B- 80

2.3 – 2.6 C+ 78

2.0 – 2.2 C 75

1.9 – 1.7 C- 70

1.3 – 1.6 D+ 68

1.0 - 1.2 D 65

0.7 – 0.9 D- 60

0.6 and below F 55

Questions?

Jane Swift…..Is she…or isn’t she???

• Summary of situation• Show of hands

Fair Labor Standards Act (1938)

• Salary basis test– Hourly pay– Salary

– Salary √

Fair Labor Standards Act (1938)

• Salary level test– Standard test

• $455 per week ($23,660)– Highly compensated

• Total annual compensation of at least $100,000• Perform office or non-manual work• Customarily and regularly perform any one or

more of the exempt duties identified in the standard tests for the executive, administrative or professional exemptions

Fair Labor Standards Act (1938)

• Duties test– Controversial– Types of exempt employees

Fair Labor Standards Act (1938)

• Executive– Managing the enterprise, dept., subdivision– => 2 full-time employees– “particular weight”

Fair Labor Standards Act (1938)

• Administrative– Office/non-manual work– Discretion and independent judgment when

it counts

Core Competencies

• Article on course website• Identify Netflix strategy (2nd paper)• Have to i.d. them for final project• Tie them tightly directly one-to-one like-

ugly-on-a-duck to specific criterion

Core Competency

• Particular strengths you have that others don’t

• Criteria• It provides consumer benefits• It is not easy for competitors to imitate• I t can be leveraged widely to many

products and markets• Technical/subject matter/relationships/

culture

Identify Core Competencies

• Identify strategic intent– Corresponds to the option your team was

assigned• 4 key questions to i.d. core

competencies that support this strategy (which in this case, was your team’s option)

Questions

• How long could we dominate our business if we didn’t control this competency?

• What future opportunities would we lose without it?

• Does it provide access to multiple markets?

• Do customer benefits revolve it?

Core Competency

• Particular strengths you have that others don’t

• Criteria• It provides consumer benefits• It is not easy for competitors to imitate• I t can be leveraged widely to many

products and markets• Technical/subject matter/relationships/

culture

Industry Analysis

• Mean = 76• A = 6

– Shad Benn– Haley Cox– Rhonda Daughdrill– Emily Lindner– Max Moseley– Troy Reahard

Industry Analysis

• A/B = 49%• C = 32%• D = 10%• F = 10%

Industry Analysis

• No impact on grade (this time)– Introduction

• Purpose• Overview of what follows

– Conclusion• Brief

– Number pages– Order of discussion

• My error

Industry competitors

Rivalry amongexisting firms

BuyersSuppliers

Substituteproducts

Potentialentrants

Threat ofnew entrants

Bargaining powerof suppliers

Bargaining powerof buyers

Threat ofsubstitutes

PORTER’s 5 FORCES MODEL

Intensity of competitor rivalry

• Very high strategic stakes*• Large number of firms• Diversity of rivals*• Slow market growth• High fixed cost• Short shelf-life*• Low switching costs*

Intensity of competitor rivalry

• Types of questions–How many competitors are there?–How much market share does each

competitor hold and how strong are competitor brands

–How easy is it to win new customers?

Supplier power

• Supplier concentration*• Differentiation of inputs (*?)• Cost relative to total purchases• Switching costs*

Supplier power

• Types of questions–How many suppliers are there and what

mkt share do the largest suppliers hold?–How distinctive are each supplier’s

products?–How easy is it for the customer to switch

to another supplier?

Barriers to entry

• Access to inputs*• Economies of scale• Government policy• Brand identity• Switching costs*• Access to distribution• Expected retaliation• Proprietary products

Barriers to entry

• What are the barriers to entry? – Knowledge, technology, distribution

network, brand?• How much would it cost a new entrant to

enter the mkt and how quickly would this investment pay back?

Buyer power

• Buyer volume• Buyer information• Brand identity• Product differentiation*• Buyer concentration vs. industry• Price sensitivity

Buyer power

• Types of questions:– How many customers are there and how

many customers does a typical player have?– How much mkt share do the largest

customers account for?– What alternatives do customers have?

Threat of substitutes

• Switching costs*• Buyer inclination to substitute• Price-performance trade-off of

substitutes

Threat of substitutes

• What are substitute products and how effective are they?

• How easy is it for customers to switch products?

• NOTE – EMPHASIS IS ON PRODUCTS/SERVICES NOT COMPETITORS