The document outlines the key components of the strategic management process including environmental scanning, strategy formulation, implementation, and evaluation. Environmental scanning involves analyzing external threats and opportunities as well as internal strengths and weaknesses. Strategy formulation determines the organization's mission, objectives, and strategies. Implementation covers budgets, assignments, and tactical plans. Evaluation and control assesses performance and provides feedback to enable adjustment if needed.
O documento discute a origem e evolução da criptografia, conceitos básicos como DES, RSA e chaves assimétricas e simétricas. Também apresenta exemplos de implementação de criptografia e casos de uso como Rijndael e redes celulares.
DNA methylation patterns were analyzed in gonad and gill tissues of the Pacific Oyster (Crassostrea gigas) using bisulfite sequencing and MBD-Seq. Bisulfite sequencing of gonad tissue showed highly methylated CpG sites with over 94.7% methylation on average, while gill tissue had much lower and more variable methylation levels averaging only 16.8%. Differential methylation analysis identified many CpG sites with over 25% difference in methylation between the two tissues. The methylKit package was able to characterize and compare the DNA methylation profiles between gonad and gill tissues in C. gigas.
The presentation discusses the company's new product line and its potential for growth. It will provide an overview of the target markets for the products, marketing strategies for launch, and projections for revenue and profit over the next 3 years if goals are achieved. In conclusion, the new line could be very successful if the right approach is taken.
The document discusses various frameworks for evaluating a corporation's portfolio of businesses, including the Boston Consulting Group matrix, General Electric business screen, and McKinsey Generic Strategy Matrix. It provides details on assessing the attractiveness of industries and the competitive position of businesses within those industries. Key considerations include market growth rates, profitability, barriers to entry, and relative market share. The frameworks are intended to guide strategic resource allocation and identify businesses that may require repositioning.
This proposal recommends that Caring Incorporated develop an enhanced telehealth station. It analyzes the growing telehealth market, especially demand for home self-monitoring. The proposed product targets multiple customer groups and offers advanced features. Financial projections over 6 years estimate a positive NPV, 32% IRR, and 4 year payback period, indicating profitability. Sensitivity analysis shows the project remains profitable under different cost scenarios. Management is recommended to approve the project.
This document provides an overview and comparison of three portfolio analysis models: the BCG Growth-Share Matrix, GE's 9-Cell Matrix, and Hofer's Life-Cycle Matrix. It summarizes the key dimensions and classifications of each model, and notes their strengths and weaknesses. Specifically, it notes that the GE 9-Cell Matrix provides a more comprehensive analysis but without clear strategic guidance, while Hofer's model aims to identify developing winners across industry life cycle stages. The document also provides an unweighted example analysis of industry and business factors for a hypothetical business unit.
The document discusses topics related to risk management for sports facilities. It covers slip and fall accidents, definitions of risk management, developing risk management plans, facility security, and crisis management. The key points are that risk management aims to minimize inherent and negligent risks, a primary goal is reducing injuries and losses, and crisis management plans should be prepared in advance to allow organizations to respond effectively if a crisis occurs.
The document outlines a business continuity plan developed by Benedick Labaco for OMSI. It details the purpose of the business continuity plan as protecting company assets during unexpected circumstances, assessing risks for orderly response, and reducing destruction costs. It then provides definitions of key terms and outlines risks like building loss and earthquakes. For each risk, it describes probability, impact, likely scenarios, affected functions, recommended actions, responsibilities, mitigation strategies, constraints, and resource needs.
O documento discute a origem e evolução da criptografia, conceitos básicos como DES, RSA e chaves assimétricas e simétricas. Também apresenta exemplos de implementação de criptografia e casos de uso como Rijndael e redes celulares.
DNA methylation patterns were analyzed in gonad and gill tissues of the Pacific Oyster (Crassostrea gigas) using bisulfite sequencing and MBD-Seq. Bisulfite sequencing of gonad tissue showed highly methylated CpG sites with over 94.7% methylation on average, while gill tissue had much lower and more variable methylation levels averaging only 16.8%. Differential methylation analysis identified many CpG sites with over 25% difference in methylation between the two tissues. The methylKit package was able to characterize and compare the DNA methylation profiles between gonad and gill tissues in C. gigas.
The presentation discusses the company's new product line and its potential for growth. It will provide an overview of the target markets for the products, marketing strategies for launch, and projections for revenue and profit over the next 3 years if goals are achieved. In conclusion, the new line could be very successful if the right approach is taken.
The document discusses various frameworks for evaluating a corporation's portfolio of businesses, including the Boston Consulting Group matrix, General Electric business screen, and McKinsey Generic Strategy Matrix. It provides details on assessing the attractiveness of industries and the competitive position of businesses within those industries. Key considerations include market growth rates, profitability, barriers to entry, and relative market share. The frameworks are intended to guide strategic resource allocation and identify businesses that may require repositioning.
This proposal recommends that Caring Incorporated develop an enhanced telehealth station. It analyzes the growing telehealth market, especially demand for home self-monitoring. The proposed product targets multiple customer groups and offers advanced features. Financial projections over 6 years estimate a positive NPV, 32% IRR, and 4 year payback period, indicating profitability. Sensitivity analysis shows the project remains profitable under different cost scenarios. Management is recommended to approve the project.
This document provides an overview and comparison of three portfolio analysis models: the BCG Growth-Share Matrix, GE's 9-Cell Matrix, and Hofer's Life-Cycle Matrix. It summarizes the key dimensions and classifications of each model, and notes their strengths and weaknesses. Specifically, it notes that the GE 9-Cell Matrix provides a more comprehensive analysis but without clear strategic guidance, while Hofer's model aims to identify developing winners across industry life cycle stages. The document also provides an unweighted example analysis of industry and business factors for a hypothetical business unit.
The document discusses topics related to risk management for sports facilities. It covers slip and fall accidents, definitions of risk management, developing risk management plans, facility security, and crisis management. The key points are that risk management aims to minimize inherent and negligent risks, a primary goal is reducing injuries and losses, and crisis management plans should be prepared in advance to allow organizations to respond effectively if a crisis occurs.
The document outlines a business continuity plan developed by Benedick Labaco for OMSI. It details the purpose of the business continuity plan as protecting company assets during unexpected circumstances, assessing risks for orderly response, and reducing destruction costs. It then provides definitions of key terms and outlines risks like building loss and earthquakes. For each risk, it describes probability, impact, likely scenarios, affected functions, recommended actions, responsibilities, mitigation strategies, constraints, and resource needs.
Building efficiency, growing economies - manufacturing solutionsVisionID
The document discusses how manufacturers are important drivers of economic growth and innovation but face challenges in connecting people, equipment, and materials across production, fulfillment, and service operations. It presents statistics highlighting the benefits manufacturers can realize by improving efficiency and connectivity, such as increased productivity, reduced downtime and costs, and enhanced customer service. The document then describes how the provider's technology solutions are designed to address these challenges by connecting operators, assets, and data across plants, warehouses, distribution centers, and field service to enable intelligent production, flawless fulfillment, and dynamic customer service.
This document summarizes a study on postharvest losses of cassava, mango, and tomato in the Caribbean. It finds that the highest losses occur at critical loss points during harvest, storage, and retail. For cassava, losses are due to physical damage, physiological disorders, and pathogens. Strategies to reduce losses include improved harvesting, storage, and processing into value-added products. Overall, the study aims to identify where losses occur and determine solutions to reduce losses across the supply chains.
FAO study on postharvest losses of cassava, mango and tomato in Trinidad and ...FAO
This document summarizes a study on postharvest losses of cassava, mango, and tomato in the Caribbean. It finds that the highest losses occur at critical loss points during harvest, storage, and retail. Major causes of losses include physical damage during harvesting and transport, as well as physiological, pathological, and entomological issues. The study recommends strategies to reduce losses such as improved harvesting techniques, packaging, storage conditions, and development of value-added products.
The document discusses different types of departmentation in organizations, including by function, products, customers, geographical territory, and process. Departmentation involves dividing an organization into sub-units or departments to simplify tasks, fix responsibility, and facilitate better performance, training, and control. The various types of departmentation each have their own merits like focusing effort or allowing specialization, though they also have potential drawbacks like reduced coordination or centralized authority.
Economies and Diseconomies of Scale (A2 Micro)tutor2u
The document discusses economies and diseconomies of scale. It describes various types of internal economies of scale that firms can achieve through increased production, such as technical, purchasing, managerial, and financial economies. It also discusses external economies of scale that occur outside the firm from industry growth, such as agglomeration economies. Economies of scope are achieved through producing a range of related products. While economies of scale can lower average costs, diseconomies may occur if firms grow too large due to problems with control, cooperation, and waste.
The document discusses Small and Medium Enterprises (SMEs) in India. It defines SMEs and provides investment thresholds for classifying enterprises as micro, small, or medium. SMEs make up a large portion of the Indian economy, contributing significantly to GDP, exports, and employment. The government supports SMEs through various schemes to aid financing, infrastructure development, skill development, and more in order to promote their growth and address challenges. SMEs play a vital role in the Indian economy.
The document discusses Small and Medium Enterprises (SMEs) in India. It defines SMEs and provides investment thresholds for micro, small, and medium enterprises in the manufacturing and services sectors. It outlines the importance of SMEs for employment, exports, and regional development in India. It also discusses various schemes and support provided by the Government of India to promote SME growth, including credit guarantees, infrastructure development, skill development, and cluster development programs.
The document discusses Small and Medium Enterprises (SMEs) in India. It defines SMEs and provides investment thresholds for micro, small, and medium enterprises in the manufacturing and services sectors. It outlines the importance of SMEs for employment, exports, and regional development in India. It also discusses various schemes and support provided by the Government of India to promote SME growth, including credit guarantee schemes, infrastructure development programs, and skill development initiatives.
This document discusses environmental scanning and analyzing a company's external environment. It describes various sources of information for environmental scanning both internal and external to the company. It also discusses different components of the macro environment like technological, social, economic, political etc and their characteristics. Further, it explains concepts like competitive environment scanning, SWOT analysis, opportunity-threat profile, opportunity matrix, threat matrix and impact matrix which are tools to analyze external environment. The document also provides an example of carrying out environmental threat and opportunity profile for a bicycle company.
This document discusses the three types of business environments: micro/internal, market, and macro/external. It defines each environment and explains their importance. The micro environment focuses on internal strengths and weaknesses. The market environment involves suppliers, customers, and market forces. And the macro environment comprises political, economic, technological, and legal factors outside a business's control that present opportunities and threats. Regular scanning, monitoring, forecasting and assessing help businesses understand changing trends in their environments.
This document discusses establishing a profitable and successful macadamia industry. It outlines advantages like being an easier crop to farm if certain principles are followed. A two-fold strategy is proposed involving a commercial agricultural unit and small-scale farmer development. Key challenges include scale, steady production increases, technical expertise requirements, and literacy/numeracy skills. An integrated incubation and technology packaging methodology is recommended to empower farmers and reduce challenges through a system that provides recommendations.
Macadamia nut production create the new middle classCraige Williams
This document discusses establishing a profitable and successful macadamia industry. It outlines advantages like intercropping opportunities and potential for production increases in countries like Australia, South Africa, and Hawaii. A two-fold strategy is proposed involving a commercial agricultural unit and small-scale farmer development. Key challenges include scale, production increases, technical expertise needs, and competing with subsidized international farmers. An integrated incubation and technology packaging methodology is recommended to empower farmers and reduce education and expertise barriers through a cloud-based system.
The document discusses the competitive environment facing organizations and the importance of environmental scanning. It notes that markets are threatened by short product/design cycles, new technologies, unexpected competitors, and tactical changes by incumbents. This leads to higher uncertainty, dynamism, and hostility. Environmental scanning allows organizations to identify threats posed by trends that could undermine their position, as well as opportunities in attractive areas where they have advantages. The document also discusses analyzing an organization's internal strengths and weaknesses, as well as external opportunities and threats in the political, economic, social, technological, legal, and other factors in the macro and micro environment.
The document discusses statistical process control and data collection. It covers topics such as measuring performance, collecting and representing data, process control, process capability analysis, and calculating process capability indices. Control charts for variables and attributes are also mentioned. The key points are that statistical process control uses statistical methods to analyze processes and identify abnormal variations, and process capability analysis determines the inherent variability of a process.
The document discusses statistical process control and data collection. It covers measuring performance, collecting and representing data, process control using statistical methods, sources of variation, and calculating process capability indices. Process capability analysis determines if a process is capable of meeting specifications and identifies when processes are in or out of control. Maintaining statistical control is important for process stability and minimizing non-conforming output.
Impact of Changing World Politics in Managing RiskPECB
The webinar discussed how the Trump administration will manage risks during their governance and how it will have impact in the US as well as throughout the world. The likely changes that will occur during his administration and how these changes will affect the management of risk internationally are also mentioned.
Main points covered:
• Unique Risk Characteristics of Trump Administration
• International Aspect of Managing Risk
• Essential Steps to Managing Risk
• Current Approaches to Risk Management
• Involving Your Personnel Instead of Outsiders
• Foreseeing and Identifying Risk Prior to Impact
• Ranking Risk for Countermeasure Effectiveness
• Attaining Managed Risk!
Presenter:
Dr. Vernon Grose is the Chairman of Omega Systems Group and the author of the best-seller– “MANAGING RISK: Systematic Loss Prevention for Executives”, along with three other books, and over 60 professional papers. He has been an executive in 3 major US corporations and was appointed by President Ronald Reagan as a Member of the National Transportation Safety Board. His expertise has been solicited for over 500 TV interviews internationally involving aviation crashes and disasters. Appointed to the NASA Advisory Board for Apollo spacecraft missions, he has had the opportunity to meet 10 of the 12 men who walked on the Moon. Dr. Grose has taught graduate-level university courses in the US, Canada, Germany, Spain, and Mexico related to managing risk.
Link of the recorded session published on YouTube: https://youtu.be/6naMwZqpQL0
Homeland security analysis focuses on modeling the functional characteristics of critical infrastructure value chains, especially during extreme events. Value chain modeling captures industry behaviors at the systems level between individual firms and national sectors. This approach allows analysis of resilience, consequences, and policy impacts, requiring collaboration with private industry to validate models and develop mutually beneficial policies.
Etop analysis(ENVIRONMENT THREAT AND OPPORTUNITY PROFILE (ETOP)Ajeenkya D Y Patil
Definition of environment
Overview of environment scanning
Techniques of environment scanning
Environment means the surroundings, external objects, influences or circumstances under which someone or some thing exits.
Environmental scanning is a process of gathering, analyzing, and dispensing information for tactical or strategic purposes.
It is a process of dividing the environment into different sectors and then analyzing the impact of each sector on the organization.
The document provides an overview of the business environment and factors that influence business decisions. It discusses the internal and external environment. The internal environment includes factors like management structure, resources, and company culture. The external environment includes the micro environment of suppliers, customers, and competitors. It also includes the macro environment such as economic, political, social, and technological factors. A SWOT analysis is used to evaluate the strengths, weaknesses, opportunities, and threats. Porter's five forces model is also discussed as a framework for analyzing industry competition.
The document discusses analyzing a business's environment. It describes scanning the microenvironment, macroenvironment, and internal environment. The microenvironment includes suppliers, customers, and other local stakeholders. The macroenvironment includes political, economic, sociocultural, and technological forces outside a business's control. The internal environment includes internal factors like employees, resources, and structure. Environmental analysis informs strategic planning by identifying opportunities and threats from trends.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
Building efficiency, growing economies - manufacturing solutionsVisionID
The document discusses how manufacturers are important drivers of economic growth and innovation but face challenges in connecting people, equipment, and materials across production, fulfillment, and service operations. It presents statistics highlighting the benefits manufacturers can realize by improving efficiency and connectivity, such as increased productivity, reduced downtime and costs, and enhanced customer service. The document then describes how the provider's technology solutions are designed to address these challenges by connecting operators, assets, and data across plants, warehouses, distribution centers, and field service to enable intelligent production, flawless fulfillment, and dynamic customer service.
This document summarizes a study on postharvest losses of cassava, mango, and tomato in the Caribbean. It finds that the highest losses occur at critical loss points during harvest, storage, and retail. For cassava, losses are due to physical damage, physiological disorders, and pathogens. Strategies to reduce losses include improved harvesting, storage, and processing into value-added products. Overall, the study aims to identify where losses occur and determine solutions to reduce losses across the supply chains.
FAO study on postharvest losses of cassava, mango and tomato in Trinidad and ...FAO
This document summarizes a study on postharvest losses of cassava, mango, and tomato in the Caribbean. It finds that the highest losses occur at critical loss points during harvest, storage, and retail. Major causes of losses include physical damage during harvesting and transport, as well as physiological, pathological, and entomological issues. The study recommends strategies to reduce losses such as improved harvesting techniques, packaging, storage conditions, and development of value-added products.
The document discusses different types of departmentation in organizations, including by function, products, customers, geographical territory, and process. Departmentation involves dividing an organization into sub-units or departments to simplify tasks, fix responsibility, and facilitate better performance, training, and control. The various types of departmentation each have their own merits like focusing effort or allowing specialization, though they also have potential drawbacks like reduced coordination or centralized authority.
Economies and Diseconomies of Scale (A2 Micro)tutor2u
The document discusses economies and diseconomies of scale. It describes various types of internal economies of scale that firms can achieve through increased production, such as technical, purchasing, managerial, and financial economies. It also discusses external economies of scale that occur outside the firm from industry growth, such as agglomeration economies. Economies of scope are achieved through producing a range of related products. While economies of scale can lower average costs, diseconomies may occur if firms grow too large due to problems with control, cooperation, and waste.
The document discusses Small and Medium Enterprises (SMEs) in India. It defines SMEs and provides investment thresholds for classifying enterprises as micro, small, or medium. SMEs make up a large portion of the Indian economy, contributing significantly to GDP, exports, and employment. The government supports SMEs through various schemes to aid financing, infrastructure development, skill development, and more in order to promote their growth and address challenges. SMEs play a vital role in the Indian economy.
The document discusses Small and Medium Enterprises (SMEs) in India. It defines SMEs and provides investment thresholds for micro, small, and medium enterprises in the manufacturing and services sectors. It outlines the importance of SMEs for employment, exports, and regional development in India. It also discusses various schemes and support provided by the Government of India to promote SME growth, including credit guarantees, infrastructure development, skill development, and cluster development programs.
The document discusses Small and Medium Enterprises (SMEs) in India. It defines SMEs and provides investment thresholds for micro, small, and medium enterprises in the manufacturing and services sectors. It outlines the importance of SMEs for employment, exports, and regional development in India. It also discusses various schemes and support provided by the Government of India to promote SME growth, including credit guarantee schemes, infrastructure development programs, and skill development initiatives.
This document discusses environmental scanning and analyzing a company's external environment. It describes various sources of information for environmental scanning both internal and external to the company. It also discusses different components of the macro environment like technological, social, economic, political etc and their characteristics. Further, it explains concepts like competitive environment scanning, SWOT analysis, opportunity-threat profile, opportunity matrix, threat matrix and impact matrix which are tools to analyze external environment. The document also provides an example of carrying out environmental threat and opportunity profile for a bicycle company.
This document discusses the three types of business environments: micro/internal, market, and macro/external. It defines each environment and explains their importance. The micro environment focuses on internal strengths and weaknesses. The market environment involves suppliers, customers, and market forces. And the macro environment comprises political, economic, technological, and legal factors outside a business's control that present opportunities and threats. Regular scanning, monitoring, forecasting and assessing help businesses understand changing trends in their environments.
This document discusses establishing a profitable and successful macadamia industry. It outlines advantages like being an easier crop to farm if certain principles are followed. A two-fold strategy is proposed involving a commercial agricultural unit and small-scale farmer development. Key challenges include scale, steady production increases, technical expertise requirements, and literacy/numeracy skills. An integrated incubation and technology packaging methodology is recommended to empower farmers and reduce challenges through a system that provides recommendations.
Macadamia nut production create the new middle classCraige Williams
This document discusses establishing a profitable and successful macadamia industry. It outlines advantages like intercropping opportunities and potential for production increases in countries like Australia, South Africa, and Hawaii. A two-fold strategy is proposed involving a commercial agricultural unit and small-scale farmer development. Key challenges include scale, production increases, technical expertise needs, and competing with subsidized international farmers. An integrated incubation and technology packaging methodology is recommended to empower farmers and reduce education and expertise barriers through a cloud-based system.
The document discusses the competitive environment facing organizations and the importance of environmental scanning. It notes that markets are threatened by short product/design cycles, new technologies, unexpected competitors, and tactical changes by incumbents. This leads to higher uncertainty, dynamism, and hostility. Environmental scanning allows organizations to identify threats posed by trends that could undermine their position, as well as opportunities in attractive areas where they have advantages. The document also discusses analyzing an organization's internal strengths and weaknesses, as well as external opportunities and threats in the political, economic, social, technological, legal, and other factors in the macro and micro environment.
The document discusses statistical process control and data collection. It covers topics such as measuring performance, collecting and representing data, process control, process capability analysis, and calculating process capability indices. Control charts for variables and attributes are also mentioned. The key points are that statistical process control uses statistical methods to analyze processes and identify abnormal variations, and process capability analysis determines the inherent variability of a process.
The document discusses statistical process control and data collection. It covers measuring performance, collecting and representing data, process control using statistical methods, sources of variation, and calculating process capability indices. Process capability analysis determines if a process is capable of meeting specifications and identifies when processes are in or out of control. Maintaining statistical control is important for process stability and minimizing non-conforming output.
Impact of Changing World Politics in Managing RiskPECB
The webinar discussed how the Trump administration will manage risks during their governance and how it will have impact in the US as well as throughout the world. The likely changes that will occur during his administration and how these changes will affect the management of risk internationally are also mentioned.
Main points covered:
• Unique Risk Characteristics of Trump Administration
• International Aspect of Managing Risk
• Essential Steps to Managing Risk
• Current Approaches to Risk Management
• Involving Your Personnel Instead of Outsiders
• Foreseeing and Identifying Risk Prior to Impact
• Ranking Risk for Countermeasure Effectiveness
• Attaining Managed Risk!
Presenter:
Dr. Vernon Grose is the Chairman of Omega Systems Group and the author of the best-seller– “MANAGING RISK: Systematic Loss Prevention for Executives”, along with three other books, and over 60 professional papers. He has been an executive in 3 major US corporations and was appointed by President Ronald Reagan as a Member of the National Transportation Safety Board. His expertise has been solicited for over 500 TV interviews internationally involving aviation crashes and disasters. Appointed to the NASA Advisory Board for Apollo spacecraft missions, he has had the opportunity to meet 10 of the 12 men who walked on the Moon. Dr. Grose has taught graduate-level university courses in the US, Canada, Germany, Spain, and Mexico related to managing risk.
Link of the recorded session published on YouTube: https://youtu.be/6naMwZqpQL0
Homeland security analysis focuses on modeling the functional characteristics of critical infrastructure value chains, especially during extreme events. Value chain modeling captures industry behaviors at the systems level between individual firms and national sectors. This approach allows analysis of resilience, consequences, and policy impacts, requiring collaboration with private industry to validate models and develop mutually beneficial policies.
Etop analysis(ENVIRONMENT THREAT AND OPPORTUNITY PROFILE (ETOP)Ajeenkya D Y Patil
Definition of environment
Overview of environment scanning
Techniques of environment scanning
Environment means the surroundings, external objects, influences or circumstances under which someone or some thing exits.
Environmental scanning is a process of gathering, analyzing, and dispensing information for tactical or strategic purposes.
It is a process of dividing the environment into different sectors and then analyzing the impact of each sector on the organization.
The document provides an overview of the business environment and factors that influence business decisions. It discusses the internal and external environment. The internal environment includes factors like management structure, resources, and company culture. The external environment includes the micro environment of suppliers, customers, and competitors. It also includes the macro environment such as economic, political, social, and technological factors. A SWOT analysis is used to evaluate the strengths, weaknesses, opportunities, and threats. Porter's five forces model is also discussed as a framework for analyzing industry competition.
The document discusses analyzing a business's environment. It describes scanning the microenvironment, macroenvironment, and internal environment. The microenvironment includes suppliers, customers, and other local stakeholders. The macroenvironment includes political, economic, sociocultural, and technological forces outside a business's control. The internal environment includes internal factors like employees, resources, and structure. Environmental analysis informs strategic planning by identifying opportunities and threats from trends.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
Our presentation delves into Dogecoin's potential future, exploring whether it's destined to skyrocket to the moon or face a downward spiral. In addition, it highlights invaluable insights. Don't miss out on this opportunity to enhance your crypto understanding!
https://36crypto.com/the-future-of-dogecoin-how-high-can-this-cryptocurrency-reach/
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
5 Tips for Creating Standard Financial ReportsEasyReports
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2. THE MACRO ENVIRONMENT
(PEST)
POLITICAL
SUPPORTS GOVERNMENT STABILITY
CONTROLS ANTI-TRUST, EPA, TAX LAWS
PENDING LEGISLATION ATTITUDES TOWARD FOREIGN FIRMS
ECONOMIC
INFLATION INTEREST RATES
UNEMPLOYMENT ENERGY AVAILABILITY & COST
DISPOSABLE INCOME PRODUCTIVITY, GROWTH, GDP
SOCIO-CULTURAL
GEOGRAPHIC SHIFTS CONSUMER ACTIVISM
CUSTOMS & VALUES LIFESTYLE CHANGES
DEMOGRAPHICS BIRTHRATES & LIFE EXPECTANCIES
TECHNOLOGICAL
BASIC RESEARCH R & D SPENDING (Gvmt & Industry)
NEW PRODUCTS/SERVICES PATENT PROTECTION
PROCESS IMPROVEMENTS COMPUTER HACKING
3. EIGHT SOCIO-CULTURAL TRENDS IN
NORTH AMERICA
ENVIRONMENTAL AWARENESS
Conservation, Recycling, Landfills
GROWING HEALTH CONSCIOUSNESS
Personal Fitness, Nutrition, Genetically Altered Foods, AIDS & Bird Flu
BABY BOOMERS NEAR RETIREMENT (77 Million)
Companionship, Pets, Retirement Communities, Vacations, Senior Services
IMPACT OF “GENERATION Y” BOOMLET (70 Million)
Born between 1978 and 1994, Crowded Schools, Youth Markets
DECLINING MASS MARKET
Customized, Targeted - no generic products, Cars to Magazines
CHANGING PACE AND LOCATION OF LIFE
Instant Communication (e-mail, computers, etc), Telecommuting Possibilities
CHANGING HOUSEHOLDS
Singles, Partners, Couples with no Children (DINKS)
INCREASING DIVERSITY OF WORKFORCE AND MARKETS
Growth of Hispanic and Asian Groups, Immigrants (legal and illegal)
4. RECENT BREAKTHROUGH DEVELOPMENTS IN
TECHNOLOGY
PORTABLE INFORMATION DEVICES AND NETWORKING
Connectivity, Phones, TVs, Stereos, and Computers becoming obsolete
FUEL CELLS AND ALTERNATIVE ENERGY SOURCES
Wind, Geothermal, Hydroelectric, Solar, Biomass – 30% by 2010
PRECISION FARMING
Corporate Farming, Computerized Crop Management
VIRTUAL PERSONAL ASSISTANTS
Smart computers that monitor e-mail, voice mail, can write letters, etc.
GENETICALLY ALTERED ORGANISMS
Plants and animals that are resistant to disease, grow faster, yield more
SMART MOBILE ROBOTS
Perform sophisticated factory work, do housework, assist the disabled
5. THE INTERNATIONAL DIMENSION TO THE MACRO
(SOCIETIAL) ENVIRONMENT
POLITICAL
POLITICAL IDEOLOGY REGULATION OF FOREIGN OWNERSHIP
GOVERNMENT STABILITY STRENGTH OF OPPOSITION GROUPS
PROTECTIONIST SENTIMENT TERRORIST ACTIVITY
LEGAL SYSTEM FOREIGN POLICIES
ECONOMIC
ECONOMIC DEVELOPMENT PER CAPITA INCOME & WAGE LEVELS
UNEMPLOYMENT LEVELS GDP TRENDS
CURRENCY CONVERTIBILITY OUTSOURCING CAPABILITY
SOCIO-CULTURAL
LANGUAGES SPOKEN LIFE EXPECTANCIES
CUSTOMS & VALUES RELIGIOUS BELIEFS
LITERACY LEVEL ATTITUDES TOWARD FOREIGNERS
TECHNOLOGICAL
INTERNET AVAILABILITY REGULATION ON TECHNOL TRANSFER
SKILL LEVEL OF WORKFORCE PATENT & TRADEMARK PROTECTION
TRANSPORTATION NETWORK NATURAL RESOURCE AVAILABILITY
6. THE TASK ENVIRONMENT
(INDUSTRY)
ENTITIES THAT DIRECTLY “TOUCH” THE ORGANIZATION
CUSTOMERS
SUPPLIERS
CREDITORS
GOVERNMENT AGENCIES
FEDERAL
STATE
LOCAL
UNIONS
STOCKHOLDERS
COMMUNITIES
SPECIAL INTEREST GROUPS
7. EXAMINE EACH ENVIRONMENTAL SEGMENT FOR:
COMPLEXITY
HOW MANY ENTITIES DOES THE FIRM DEAL WITH?
DYNAMISM
HOW FREQUENTLY DO THESE ENTITIES CHANGE?
IMPORTANCE (Significance)
WHAT IS THE IMPACT OF THIS SEGMENT ON THE ORGANIZATION?
PREDICTABILITY
CAN THE FIRM FORSEE PENDING SHIFTS AND CHANGES?
CONTROL
CAN THE FIRM MANIPULATE OR CONTROL THIS SEGMENT?
STRATEGICALLY…
1 - HOW CAN THE FIRM MONITOR EACH IMPORTANT SEGMENT?
2 - HOW DO WE CONTROL OR INFLUENCE EACH IMPORTANT SEGMENT?
3 - HOW SHOULD THE FIRM STRUCTURE ITSELF TO ACCOMPLISH THIS?
8. ENVIRONMENTAL UNCERTAINTY
DUNCAN (72)
COMPLEXITY
SIMPLE COMPLEX
STATIC ---------------------------------------------
LOW MODERATELY
UNCERTAINTY LOW
UNCERTAINTY
DYNAMISM ---------------------------------------------
(CHANGE)
MODERATELY HIGH
HIGH UNCERTAINTY
UNCERTAINTY
DYNAMIC ---------------------------------------------
COMPLEXITY = # of Entities the Firm must deal with?
DYNAMISM = How Frequently do these entities (or their demands) change?
9. ENVIRONMENTAL UNCERTAINTY
SCHWAB (80)
THREE ISSUES TO ADDRESS:
IMPORTANCE (Significance)
What is the impact of this environmental segment on the firm?
PREDICTABILITY
Can the firm anticipate pending shifts and changes in this segment?
CONTROL (Influence)
Can the firm manipulate or control this environmental segment?
PREDICTABILITY
HIGH LOW
HIGH ---------------------------------------------
LOW MODERATELY
UNCERTAINTY LOW
UNCERTAINTY
CONTROL ---------------------------------------------
(INFLUENCE) MODERATELY HIGH
HIGH UNCERTAINTY
UNCERTAINTY
LOW ---------------------------------------------
The firm only concerns itself with Important segments of it’s task environment.
The most difficult environments are those which are Unpredictable and Uncontrollable
10. IDENTIFYING EXTERNAL STRATEGIC FACTORS
CAMPBELL 84
AN ISSUES PRIORITY MATRIX
IMPACT ON THE FIRM
MAJOR MODERATE MINIMAL
100% ---------------------------------------------
HIGH HIGH MEDIUM
PRIORITY PRIORITY PRIORITY
PROBABILITY ---------------------------------------------
OF 50% HIGH MEDIUM LOW
OCCURRENCE PRIORITY PRIORITY PRIORITY
---------------------------------------------
MEDIUM LOW LOW
PRIORITY PRIORITY PRIORITY
VIRTUALLY 0% ---------------------------------------------
EVALUATE THE EMERGENT TRENDS IN THE MACRO & TASK ENVIRONMENTS
WHAT IS THE PROBABILITY OF EACH ENVIRONMENTAL TREND?
WHAT IS THE LIKELY IMPACT OF EACH TREND ON THE CORPORATION?
HIGH PRIORITY TRENDS = OPPORTUNITIES & THREATS FACED BY THE FIRM
11. SEVEN QUESTIONS TO ANSWER WHEN CONDUCTING AN
INDUSTRY & COMPETITIVE ANALYSIS
1--WHAT ARE THE INDUSTRY’S DOMINANT ECONOMIC TRAITS?
2--WHAT ARE THE COMPETITIVE FORCES IN THE INDUSTRY AND
HOW STRONG ARE THEY?
3--WHAT ARE THE DRIVING FORCES FOR CHANGE IN THE INDUSTRY?
4--WHICH RIVAL COMPANIES ARE IN THE STRONGEST & WEAKEST
COMPETITIVE POSITIONS?
5--WHO SHOULD BE MONITORED AND WHAT STRATEGIC MOVES ARE
THEY MOST LIKELY TO TAKE?
6--WHAT ARE THE KEY SUCCESS FACTORS IN THIS INDUSTRY?
7--HOW ATTRACTIVE IS THIS INDUSTRY IN TERMS OF ITS PROSPECTS
FOR ABOVE-AVERAGE PROFITABILITY?
12. IDENTIFYING THE INDUSTRY’S DOMINANT ECONOMIC
TRAITS
MARKET SIZE & FRAGMENTATION
NUMBER OF COMPETITORS AND THEIR RELATIVE SIZES
SCOPE OF RIVALRY –Local, Regional, National, Global
MARKET GROWTH RATE & STAGE OF DEVELOPMENT
EASE OF ENTRY AND EXIT
CAPITAL REQUIREMENTS
NUMBER OF CUSTOMERS & THEIR AVERAGE DEMAND
PREVALENCE OF VERTICAL INTEGRATION
PRODUCT/SERVICE CHARACTERISTICS –Differentiated or Generic?
SCALE ECONOMIES & EXPERIENCE CURVE EFFECTS
RATE OF CHANGE & INNOVATION IN PRODUCTS & PROCESSES
INDUSTRY PROFITABILITY
INDUSTRY CAPACITY SURPLUSES & SHORTAGES
13. POTENTIAL DRIVING FORCES IN THE ENVIRONMENT
MAJOR INNOVATIONS IN…
EMERGING TECHNOLOGIES
PRODUCT DESIGN
PRODUCTION PROCESSES
SERVICE DESIGN AND DELIVERY
MARKETING AND ADVERTISING
SIGNIFICANT CHANGES IN…
THE INDUSTRY’S GROWTH RATE
WHO BUYS THE PRODUCT AND HOW THEY USE IT
DEMAND FOR MORE (OR LESS) DIFFERENTIATED PRODUCTS
PRODUCTION/DELIVERY COSTS AND EFFICIENCIES
THE NUMBER OF MAJOR COMPETITORS
THE GLOBALIZATION OF THE INDUSTRY
REGULATORY POLICIES AND GOVERNMENTAL CONTROLS
SOCIETAL CONCERNS, ATTITUDES, AND LIFESTYLES
UNCERTAINTY AND BUSINESS RISK
14. COMPETITIVE FORCES
PORTER 80
INTENSITY OF COMPETITION…HOW DIFFICULT IS IT TO SUCCEED
IN THIS BUSINESS?
COMPETITIVE RIVALRY
Competition among existing firms
BARRIERS TO ENTRY
Ease of entry into and exit from the industry
SUBSTITUTE GOODS & SERVICES
Price, quality, and switching costs
POWER OF CUSTOMERS
Number, size, and relative clout
POWER OF SUPPLIERS
Number, size, and relative clout
POWER OF OTHER STAKEHOLDERS (Freeman)
Government,Unions,Communities, Special Interest Groups, etc
15. RIVALRY IS INCREASED WHEN…
THE MARKET IS GROWING VERY SLOWLY
PRODUCTS OR SERVICES ARE WEAKLY DIFFERENTIATED
THE NUMBER OF COMPETITORS INCREASE
COMPETITORS ARE EQUAL IN SIZE
IT COSTS A LOT TO LEAVE THE BUSINESS
THERE ARE BIG ADVANTAGES TO FIRST MOVERS
FIXED COSTS ARE HIGH AND VARIABLE COSTS ARE LOW
FIRMS DEAL WITH PERISHABLE PRODUCTS
“MAVERICKS” ARE COMPETING
16. BARRIERS TO ENTRY
SIGNIFICANT ECONOMIES OF SCALE EXIST
LEARNING AND EXPERIENCE CURVE EFFECTS
STRONG BRAND PREFERENCES AND CUSTOMER LOYALTY
SIGNIFICANT CAPITAL REQUIREMENTS
OTHERS HOLD PATENTS, THE MOST FAVORABLE LOCATIONS,
OR HAVE ACCESS TO CHEAP RAW MATERIALS OR CAPITAL
ACCESS TO DISTRIBUTION CHANNELS, DEALERS, AND RETAIL
OUTLETS
GOVERNMENTAL REGULATORY AGENCIES AND POLICIES
TARIFFS AND INTERNATIONAL TRADE RESTRICTIONS
17. SUBSTITUTE GOODS & SERVICES
POTENTIAL SUBSTITUTES
1. PRICE AND AVAILABILITY OF SUBSTITUTES PUTS A CEILING ON
PRICES AND PROFITS
2. UNLESS PRODUCTS ARE DIFFERENTIATED FROM SUBSTITUTES,
LOW GROWTH AND PROFITS WILL RESULT
3. HOW EASILY CAN BUYERS "SWITCH OVER" TO A SUBSTITUTE?
THE MOST INTENSE COMPETITIVE PRESSURES ARE FELT WHEN:
--THE PRICE OF SUBSTITUTES IS LOW
--SUBSTITUTES ARE HIGH IN QUALITY AND PERFORMANCE
--SWITCHING COSTS ARE LOW
18. CUSTOMER POWER IS HIGH WHEN…
THERE ARE JUST A FEW CUSTOMERS
THEY PURCHASE IN VERY LARGE AMOUNTS OR LOTS
THERE ARE MANY SELLERS OR SUPPLIERS
ALL OF THE SELLERS ARE RELATIVELY SMALL
PRODUCTS OR SERVICES ARE STANDARDIZED
THE PURCHASED ITEM OR SERVICE IS NOT AN IMPORTANT
INPUT TO THE CUSTOMER
THE PURCHASED ITEM OR SERVICE DOES NOT SAVE THE
CUSTOMER MONEY
CUSTOMERS PURCHASE FROM SEVERAL SUPPLIERS RATHER
THAN ONE
CUSTOMERS COULD INTEGRATE BACKWARD
SUPPLIERS ARE UNLIKELY TO INTEGRATE FORWARD
19. POWER OF SUPPLIERS IS HIGH WHEN…
SUPPLIES ARE CRUCIAL TO THE BUYER
THERE ARE JUST A FEW LARGE SUPPLIERS, AND THEY DON’T
COMPETE AGGRESSIVELY
IT IS DIFFICULT OR COSTLY TO SWITCH SUPPLIERS
WHEN BUYERS AREN’T SEEN BY SUPPLIERS AS IMPORTANT
CUSTOMERS
WHEN THERE ARE NO READY SUBSTITUTES
WHEN SUPPLIERS COULD INTEGRATE FORWARD
WHEN BUYERS ARE UNLIKELY TO INTEGRATE BACKWARD
20. MAPPING COMPETITIVE POSITIONS OF RIVAL FIRMS
POSSIBLE DIMENSIONS
PRICE/QUALITY
[High, Medium, Low]
GEOGRAPHIC COVERAGE
[Local, Regional, National, Global]
PRODUCT LINE BREADTH
[Wide, Narrow]
DEGREE OF SERVICE
[No-frills, Limited, Full Service]
DEGREE OF VERTICAL INTEGRATION
[None, Partial, Full]
DISTRIBUTION CHANNELS
[One, Some, All]
USE TWO DIMENSIONS THAT AREN’T HIGHLY CORRELATED
DEVELOP AT LEAST TWO DIFFERENT MAPS (WITH DIFFERENT DIMENSIONS)
STRONGEST COMPETITION IS LIKELY WHEN FIRMS ARE CLOSE TOGETHER
21. STRATEGIC COMPETITOR “TYPES”
MILES & SNOW 78
COMPETING FIRMS IN A COMMON INDUSTRY ARE LIKELY TO TAKE ON ONE
OF FOUR BASIC STRATEGIC ORIENTATIONS…
DEFENDERS -- PROVIDES A LIMITED PRODUCT LINE
FOCUSES ON EFFICIENCY (COST) OF CURRENT OPERATIONS
NOT LIKELY TO INNOVATE
PROSPECTORS -- OFFERS A BROAD PRODUCT LINE
FOCUSES ON PRODUCT INNOVATION & MARKET OPPORTUNITIES
SOMEWHAT INEFFICIENT
ANALYZERS -- OPERATES IN TWO MARKETS (one stable, one variable)
EMPHASIZES EFFICIENCY IN STABLE AREAS
EMPHASIZES INNOVATION IN VARIABLE AREAS
REACTORS LACKS A CONSISTENT STRATEGY/CULTURE
RESPONSES TO THE ENVIRONMENT ARE OFTEN INEFFECTIVE
TENDS TO MAKE PIECEMEAL STRATEGIC CHANGES
22. TYPES OF KEY SUCCESS FACTORS
TECHNOLOGY MARKETING
Research Expertise Well-trained, Effective Sales Force
Product Innovation Quick, Dependable Customer Service
Process Innovation Customer Guarantees and Warranties
Attractive Styling and Packaging
MANUFACTURING Breadth of Product Line
Low-Cost Production Efficiency
High Utilization of Fixed Assets
High Quality of Manufacture OTHER
Low-Cost Facilities Superior Talent, Highly-Skilled Staff
High Labor Productivity Quality Control Know-How
Flexible Manufacturing Facilities Design Expertise
Convenient Locations
DISTRIBUTION Superior Information Systems
Strong Network of Distributors Quick Response to Market Shifts
Ample Shelf Space Favorable Image/Reputation with Buyers
Company-owned Retail Outlets Pleasant, Courteous Employees
Low Distribution Costs Access to Financial Capital
Fast Delivery
24. UNDERSTANDING YOUR COMPETITORS
KENDRICK & BLACKMORE 2001
COMPETITIVE INTELLIGENCE QUESTIONS
Why do your competitors exist?
Do they exist to make profits or just to support another unit?
Where do they add customer value?
Do they offer higher quality, lower price, better service, or excellent credit terms?
Which customers are your competitors most interested in?
Do they seek your best customers, the ones you don’t want, or do they go for everyone?
What is their cost base and liquidity?
How much cash and working capital do they have?
Are their suppliers better than yours?
Are they less exposed with their suppliers than your firm?
What do they intend to do in the future?
Do they have a your market segments targeted? Are they committed to growth?
How will their activity affect your strategies?
Should you adjust your plans and operations?
Do either of you have a competitive advantage in the marketplace?
How much better than your competitor do you have to be to attract customers?
Will new competitors emerge over the next few years?
Who is a potential new entrant?
If you were a customer, would you choose your product over those offered by others?
What irritates your current customers?
25. DRAWING CONCLUSIONS ABOUT OVERALL
INDUSTRY ATTRACTIVENESS
FACTORS WHICH MAKE THE INDUSTRY ATTRACTIVE?
FACTORS WHICH MAKE THE INDUSTRY UNATTRACTIVE?
SPECIAL ISSUES AND PROBLEMS WHICH ARE UNIQUE TO THIS
INDUSTRY?
IMPACT, PROBABILITY, SEVERITY
THE PROFIT OUTLOOK
ABOVE OR BELOW AVERAGE?
DEGREE OF RISK & UNCERTAINTY IN THE INDUSTRY’S
FUTURE
26. ENVIRONMENTAL SCENARIOS
WHAT ARE YOUR ASSUMPTIONS ABOUT THE ENVIRONMENT?
WHAT ARE THE POSSIBLE “STATES OF NATURE” IN THE FUTURE?
WHAT ARE THE MOST IMPORTANT ENVIRONMENTAL
OPPORTUNITIES AND THREATS IN YOUR INDUSTRY?
WHAT IS THE PROBABILITY THAT EACH OF THESE TRENDS
WILL OCCUR IN THE NEXT 5 –7 YEARS? (Assign a probability)
DEVELOP A PARAGRAPH WHICH INTEGRATES THESE
TRENDS INTO A “MOST LIKELY” SCENARIO.
WRITE AT LEAST TWO MORE PARAGRAPHS WHICH
DESCRIBE OTHER POSSIBLE, PROBABLE, OR FAIRLY
LIKELY FUTURE ENVIRONMENTS (Optimistic, Pessimistic, Etc).
27. USING ENVIRONMENTAL SCENARIOS
WHAT ARE OUR SCENARIOS?
ENVIRONMENTAL EVENTS WE CAN’T CONTROL
IT IS REASONABLE TO ASSUME THAT EACH EVENT COULD OCCUR
WHAT STRATEGIC ALTERNATIVES DO WE HAVE?
WE HAVE SEVERAL OPTIONS WE CAN PURSUE
THE ORGANIZATION CAN MAKE A CHOICE
WHAT OUTCOMES OR RESULTS ARE POSSIBLE?
WHAT RESULTS ARE LIKELY WHEN A SPECIFIC ENVIRONMENTAL
SCENARIO COMBINES WITH A CHOSEN ALTERNATIVE?
HOW CERTAIN ARE WE OF EACH OUTCOME?
VIRTUALLY CERTAIN? …WHAT IS THE PROBABILITY?
28. A PAYOFF TABLE ILLUSTRATION
UNDER TOTAL UNCERTAINTY
EXPECTED PROFITS $ / ACRE
STATES OF NATURE / ENVIRONMENTAL SCENARIOS
ALTERNATIVE CROPS NORMAL WET DRY VIOLENT
--------------------------------
CORN $ 900 450 -800 250
--------------------------------
POTATOES 800 -300 400 500
--------------------------------
HAY/GRASS 300 500 0 100
--------------------------------
1. MAXI-MAX (Optimist) *Corn 900, Potato 800, Hay 500
2. MAXI-MIN (Pessimist) Corn -800, Potato -300, *Hay 0
3. MINI-MAX (Regret) Regrets..Corn 1200, Potato 800, *Hay 600
4. AVERAGE (Rational) Ex Value…Corn 200, *Potato 350, Hay 225
29. BUILDING A REGRET MATRIX
EXPECTED PROFITS $ / ACRE
STATES OF NATURE / ENVIRONMENTAL SCENARIOS
ORIGINAL MATRIX
ALTERNATIVE CROPS NORMAL WET DRY VIOLENT
--------------------------------
CORN $ 900 450 -800 250
POTATOES 800 -300 400 500
HAY/GRASS 300 500 0 100
--------------------------------
REGRET MATRIX
CORN 0 50 1200 250
POTATOES 100 800 0 0
HAY/GRASS 600 0 400 400
------------------------------------
MINIMIZE THE MAXIMUM REGRETS
Corn = 1200, Potatoes = 800, Hay = 600**
30. A PAYOFF TABLE ILLUSTRATION
UNDER RISK (ASSIGNED PROBABILITY)
EXPECTED PROFITS $ / ACRE
PROBABILITIES COME FROM “GOOD” GUESSES. CALCULATE THE EXPECTED VALUES
INDIAN JOE’S ESTIMATES = Normal 30%, Wet 25%, Dry 20%, Violent 25%
STATES OF NATURE / ENVIRONMENTAL SCENARIOS
ALTERNATIVE CROPS NORMAL WET DRY VIOLENT EXPECTED
WEIGHTS .30 .25 .20 .25 VALUES
=======================
CORN $ 900 450 -800 250 $ 285
--------------------------------
POTATOES 800 -300 400 500 370**
--------------------------------
HAY/GRASS 300 500 0 100 240
= = = = = = = = = = = = = = = = = = = = = = = == =
You should PLANT POTATOES EVERY YEAR. In any one year you’ll either make 800,
lose 300, make 400, or make 500 …but over the years, you’ll average $370 of profits.
31. A PAYOFF TABLE ILLUSTRATION
UNDER RISK (FACTUAL PROBABILITY)
EXPECTED PROFITS $ / ACRE
PROBABILITY INFORMATION COMES FROM RELIABLE (FACTUAL) SOURCES
WEATHER BUREAU HISTORY = Normal 35%, Wet 30%, Dry 15%, Violent 20%
STATES OF NATURE / ENVIRONMENTAL SCENARIOS
ALTERNATIVE CROPS NORMAL WET DRY VIOLENT EXPECTED
WEIGHTS .35 .30 .15 .20 VALUES
=======================
CORN $ 900 450 -800 250 $ 380**
--------------------------------
POTATOES 800 -300 400 500 350
--------------------------------
HAY/GRASS 300 500 0 100 275
=======================
You should PLANT CORN EVERY YEAR. In any one year you’ll either make 900,
make 450, lose 800 or make 250 …but over the years, you’ll average $380 of
profits.
32. A PAYOFF TABLE ILLUSTRATION
UNDER RISK (WHAT IS THE VALUE OF PERFECT INFORMATION?)
WE KNOW ONLY GOD CONTROLS THE WEATHER, BUT IF WE HAD PERFECT
PREDICTION EACH YEAR, WE’D KNOW EXACTLY WHAT THE WEATHER
WOULD BE AND WHAT WE SHOULD PLANT. WE’D HAVE NORMAL
CONDITIONS 35% OF THE TIME, AND DURING THOSE TIMES, WE’D PLANT
CORN. 30% OF THE TIME IT WOULD BE WET AND WE’D PLANT HAY, ETC.
STATES OF NATURE / ENVIRONMENTAL SCENARIOS
ALTERNATIVE CROPS NORMAL WET DRY VIOLENT EXPECTED
WEIGHTS .35 .30 .15 .20 VALUES
=======================
CORN $ 900 450 -800 250 $ 380**
POTATOES 800 -300 400 500 350
HAY/GRASS 300 500 0 100 275
=======================
Expected Profits given Perfect Information (EPPI) = $625.
Expected Value of Perfect Information (EVPI) = EPPI – EV = $625 –380 = $
245
Therefore, you can increase your profits by up to $245 if you have a perfect
weather forecast each spring.