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Bus475.Nov09.4
1. The agenda includes a Walmart case study, an exercise on using Porter's 5 forces framework, a discussion of short-term objectives, and executive compensation. 2. Porter's 5 forces framework will be used to analyze industry forces for the University of Phoenix case study. Groups will analyze the forces and select a spokesperson. 3. Characteristics of good short-term objectives include being specific, achievable, and measurable. Deficient objectives lack measurability while good objectives tie objectives to measurable outcomes.
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Bus475.Nov09.4
- 1.
- 3.
- 4. Agenda Walmart case study/ video
- 5. Agenda Walmart case study/ video Exercise: using the 5 forces
- 6. Agenda Walmart case study/ video Exercise: using the 5 forces Short term objectives
- 7. Agenda Walmart case study/ video Exercise: using the 5 forces Short term objectives Executive compensation
- 8. Agenda Walmart case study/ video Exercise: using the 5 forces Short term objectives Executive compensation Test prep - part I
- 9. Agenda Walmart case study/ video Exercise: using the 5 forces Short term objectives Executive compensation Test prep - part I Organizational structure
- 10. Agenda Walmart case study/ video Exercise: using the 5 forces Short term objectives Executive compensation Test prep - part I Organizational structure Presentation hints
- 11. Questions before webegin?
- 12.
- 13. 1 Introduction to StrategicManagement
- 14. 2 Internal and ExternalEnvironment
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- 20. What are entrybarriers?
- 21. 5 Forces framework capital requirements patents & trademarks branding distribution long term contracts switching costs
- 22. example: Univer sityof Phoenix Take 10 minutes Analyze 5 forces Select spokesman
- 24. Social Economic Technology Ecological Political
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- 29. RE GU LATORYFORCES
- 30. RE GU LATORYFORCES
- 31. RE GU LATORYFORCES
- 32. Social Economic Technology Ecological Political
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- 36.
- 37. ProïŹtability Productivity Competitive position
- 38. ProïŹtability Productivity Competitive position Employee development
- 39. ProïŹtability Productivity Competitive position Employee development Employee relations
- 40. ProïŹtability Productivity Competitive position Employee development Employee relations Technological leadership
- 41. ProïŹtability Productivity Competitive position Employee development Employee relations Technological leadership Public responsibility
- 42. Qualities of Long-TermObjectives Acceptable Achievable ProïŹtability Productivity Competitive position Employee development Flexible Understandable Employee relations Technological leadership Public responsibility Measurable Suitable Motivating
- 43.
- 44. The Balanced Scorecard Tangiblegoals linked to long term objectives
- 45. The Balanced Scorecard Tangiblegoals linked to long term objectives
- 46.
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- 48.
- 49. Source of CompetitiveAdvantage Cost Differentiation Broad Cost Leadership Differentiation Scope Narrow Differentiation Cost Focus Focus
- 50. Source of CompetitiveAdvantage Cost Differentiation Broad Cost Leadership Differentiation Scope Narrow Differentiation Cost Focus Focus
- 51. Source of CompetitiveAdvantage Cost Differentiation Broad Cost Leadership Differentiation Scope Narrow Differentiation Cost Focus Focus
- 52. Source of CompetitiveAdvantage Cost Differentiation Broad Cost Leadership Differentiation Scope Narrow Differentiation Cost Focus Focus FOOD
- 53. Source of CompetitiveAdvantage Cost Differentiation Broad Cost Leadership Differentiation Scope Narrow Differentiation Cost Focus Focus FOOD
- 54. So how dowe decide? Differentiation Cost Advantage Overall ROI Advantage High High 35% Low High 26% High Low 22% Low Low 9.5%
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- 58. Another view: valuedisciplines Operational Customer intimacy Product leadership excellence
- 59. Another view: valuedisciplines Operational Customer intimacy Product leadership excellence
- 60. Another view: valuedisciplines Operational Customer intimacy Product leadership excellence
- 61. Another view: valuedisciplines Operational Customer intimacy Product leadership excellence
- 62. Source of CompetitiveAdvantage Cost Differentiation Operational intimacy Broad Cost Customer Leadership Product leadership Differentiation excellence Scope Narrow Differentiation Cost Focus Focus
- 63. âOur mission isto develop the most innovative products at the lowest cost through operational excellence and intimate knowledge of our customersâ
- 64. âOur mission isto develop the most innovative products at the lowest cost through operational excellence and intimate knowledge of our customersâ You canât do it all
- 65.
- 66. A B Concentrated growth Liquidation Market development Bankruptcy Product development Joint ventures Innovation Strategic alliances Horizontal integration Consortia Vertical integration C Concentric diversiïŹcation Conglomerate diversiïŹcation Turnaround Divestiture
- 67. Core competencies, mergers& the synergy myth
- 70. Why do companiesmerge?
- 71. Control Costs Increase Revenue
- 72.
- 73.
- 74. Costs savings work,revenue synergy doesnât
- 75.
- 77.
- 78.
- 79. Business school 101: Ifyou donât know the answer, guess
- 80. Business school 101: Ifyou donât know the answer, guess
- 81.
- 82. Questions âą How could rubbermaid have reacted faster? âą Could they survive in the U.S.? âą Which stakeholders love Walmart, which hate it?
- 83.
- 85. âYou canât managewhat you donât measureâ
- 86. Characteristics of goodshort term objectives
- 87. Characteristics of goodshort term objectives SpeciïŹc
- 88. Characteristics of goodshort term objectives SpeciïŹc Achievable
- 89. Characteristics of goodshort term objectives SpeciïŹc Achievable Measurable
- 90. SpeciïŹc Achievable Measurable
- 91. âIncrease proïŹts 500%in Q3â SpeciïŹc Achievable Measurable
- 92. âIncrease proïŹts 500%in Q3â âCreate a safer working environmentâ SpeciïŹc Achievable Measurable
- 93. âIncrease proïŹts 500%in Q3â âCreate a safer working environmentâ âIncrease customer satisfactionâ SpeciïŹc Achievable Measurable
- 95. DeïŹcient Objectives Good Objectives
- 96. DeïŹcient Objectives Good Objectives To reduce turnover (absenteeism, number of rejects, etc.) among sales managers by 10 percent by January 1, 2004 To improve morale Assumption: Morale is related to measurable outcomes (i.e., high and low morale are associated with different results)
- 97. DeïŹcient Objectives Good Objectives To reduce turnover (absenteeism, number of rejects, etc.) among sales managers by 10 percent by January 1, 2004 To improve morale Assumption: Morale is related to measurable outcomes (i.e., high and low morale are associated with different results) To reduce the time lapse between order date and Improve support of sales delivery by 8 percent (2 days) by June 1, 2004
- 98. DeïŹcient Objectives Good Objectives To reduce turnover (absenteeism, number of rejects, etc.) among sales managers by 10 percent by January 1, 2004 To improve morale Assumption: Morale is related to measurable outcomes (i.e., high and low morale are associated with different results) To reduce the time lapse between order date and Improve support of sales delivery by 8 percent (2 days) by June 1, 2004 To conduct a public opinion poll using random samples in the ïŹve largest U.S. metropolitan markets to determine average scores on 10 dimensions of Improve the ïŹrmâs image corporate responsibility by May 15, 2004. To increase our score on those dimensions by an average of 7.5 percent by May 1, 2005
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- 100. Walmart, Part II- Globalization
- 101. Questions âą What drove Walmartâs globalization? âą âWalmart and China are a joint ventureâ âą good, bad or indifferent?
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- 107. 59 Conclusions of Research on Organizational Structure ïŒ A single-product firm or single dominant business firm should employ a functional structure ïŒ A firm in several lines of business that are somehow related should employ a multidivisional structure ïŒ A firm in several unrelated lines of business should be organized into strategic business units ïŒ Early achievement of a strategy-structure fit can be a competitive advantage McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc., All Rights Reserved.
- 108. 60 Restructuring to Support Strategically Critical Activities âą Concept â Some activities within a businessâs value chain are more critical to the success of the strategy than others âą Considerations in restructuring âą Strategically critical activities must be the central building blocks for designing the organization structure âą Organizational structure must be designed to help coordinate and integrate support activities to âą Maximize their support of strategy-critical primary activities âą Minimize their costs and time spent on internal coordination McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc., All Rights Reserved.
- 109. 61 Reengineering Strategic Business Processes (BPR) âą Concept â Involves placing the decision making authority that is most relevant to the customer closer to the customer, in order to make the firm more responsive to the needs of the customer. âą Potential outcomes of BPR âą Reduces fragmentation by crossing traditional department lines âą Reduces overhead by compressing formerly separate tasks that are strategically intertwined in the process of focusing on the customer McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc., All Rights Reserved.
- 110. 62 Steps Involved in BPR ⹠Develop a flow chart of the total business process ⹠Try to simplify the process first, eliminating unnecessary tasks and streamlining remaining tasks ⹠Determine which parts of the process can be automated ⹠Benchmark strategy-critical activities ⹠Consider outsourcing non-critical activities ⹠Design a structure for performing remaining activities and reorganize personnel accordingly McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc., All Rights Reserved.
- 111. 63 Downsizing, Self-Management, and Outsourcing âą Downsizing â Eliminating employees, particularly middle managers, in a company âą Self-management â Delegating work to lower, operating levels of an organization âą Outsourcing â Obtaining work previously done by employees inside a company from sources outside the company McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc., All Rights Reserved.
- 112. 64 Virtual Organization A temporary network of independent companies â suppliers, customers, subcontractors, even competitors â linked primarily by information technology to share skills, access to markets, and costs McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc., All Rights Reserved.
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- 115. Discuss scorecard ideaswith learning team (5 threads, 5 responses, 5 summaries) Develop balanced scorecard and 300-word discussion of what you learned Start work on week 5 strategic plan presentation
- 116. Week 4 Individual Assignment:Balanced Scorecard 10 Discuss scorecard ideas with learning team (5 threads, 5 responses, 5 summaries) Develop balanced scorecard and 300-word discussion of what you learned Start work on week 5 strategic plan presentation
- 117. Week 4 Individual Assignment:Balanced Scorecard 10 Learning Team Assignment: Strategic Direction Evaluation 2 Discuss scorecard ideas with learning team (5 threads, 5 responses, 5 summaries) Develop balanced scorecard and 300-word discussion of what you learned Start work on week 5 strategic plan presentation
- 118.
- 119. Implementation strategies Exam prep
- 120.
- 121. âą TheïŹnal examwill have three questions for each course objective âą No 2 tests / questions the same âą3 hours, open book/PC, one sitting âą Call tech support if you lose internet access (877-832-4867)
- 122. âą You have time to search for answers âą build your info sources index with the practice test âą Answer easy questions ïŹrst âą you can skip questions with forward/back âą guess & write down questions to return to
- 123. âą Come up with the answer in your head before looking at the possible answers, this way the choices given on the test won't throw you off or trick you. âą Eliminate answers you know aren't right. âą Read all the choices before choosing your answer. âą Always take an educated guess and select an answer. âą Don't Do keep on changing your answer, usually your ïŹrst choice is the right one. âą In "All of the above" and "None of the above" choices, if you are certain one of the statements is true don't choose "None of the above" or one of the statements are false don't choose "All of the above". âą In a question with an "All of the above" choice, if you see that at least two correct statements, then "All of the above" is probably the answer. âą A positive choice is more likely to be true than a negative one. âą Usually the correct answer is the choice with the most information.
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- 125. Schedule short breaks evena scheduled 30-second break each half hour can help
- 126. Use search wisely http://desktop.google.com/ search through pdf âs of texts
- 127.