This chapter discusses how to perform an internal strategic management audit and analysis of a firm. It covers evaluating a firm's internal resources, capabilities, and functional areas. These include management, marketing, finance, production, research and development, and information systems. Tools like financial ratio analysis, value chain analysis, benchmarking and an internal factor evaluation matrix are presented to assess a firm's internal strengths and weaknesses. The objectives are to understand a firm's internal environment and identify areas for improvement to achieve competitive advantage.
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
Strategic Management Slides - Chapter 4 "the Internal Assessment"Rabia Rajput
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Strategic Management Concepts and Cases Global 15th Edition David Solutions M...fisysaran
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Strategic Management Concepts and Cases Global 15th Edition David Solutions Manual
Strategic Management Slides - Chapter 4 "the Internal Assessment"Rabia Rajput
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Strategic Management Concepts and Cases Global 15th Edition David Solutions Manual
Strategic Purpose
Business Level Strategy
Corporate Level and International Strategy
Strategy Direction and Methods of Developments
Organizing for Strategy Success
Enabling Strategy Success
Managing Strategic Change
Understanding Strategy Development
Key Learning Points
Set of decision and actions resulting in formulating and implementation of strategies designed to achieve the objectives of an organization.
Art & science of formulating, implementing, and evaluating, cross-functional decisions that enable an organization to achieve its objectives.
How to build and reconstruct an organization?
What is the strategy should be taken by an organization?
What is the capabilities and competencies of an organization?
Distinctive Competencies.
In the dynamic and competitive landscape of today's business world, organizations are seeking innovative approaches to drive strategic alignment, measure performance, and achieve sustainable growth. The Balanced Scorecard Framework, often referred to as a "catalyst" for success, has emerged as a powerful tool for implementing Enterprise Performance Management (EPM) strategies. In this article, we will explore how the Balanced Scorecard Framework acts as a catalyst within the context of EPM, facilitating improved decision-making and organizational excellence.
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E-BM The Internet and World Wide Web: E-BM InfrastructureKaleemSarwar2
The Internet and
World Wide Web:
E-BM Infrastructure, The Internet: Key Technology Concepts, Packet Switching, TCP/IP, Internet (IP) Addresses, Domain Names, DNS, and URLs, Client/Server Computing, Cloud Computing, Other Internet Protocols and Utility Programs, The Internet Today,
E-BM, Business Models and Concepts, 8 Key Elements of a Business Model, Categorizing E-commerce Business Models, B2C Business Models: Portal (Gateway), B2C Models: E- tailor,
After reading this chapter, you will be able to:
Define e-commerce and describe how it differs from e-business.
Identify and describe the unique features of e-commerce technology and discuss their business significance.
Describe the major types of e-commerce.
Discuss the origins and growth of e-commerce
Understand the vision and forces operating during the first five years of e-commerce, and assess its successes, surprises and failures.
Identify several factors that will define the next five years of e-commerce.
Describe the major themes underlying the study of e-commerce.
Identify the major academic disciplines contributing to e-commerce research.
Introduction
Types of Research
Research approaches
Key points of Research
Planning a Research Project
Research Question and its Generation
Hypothesis Generation
Sampling methods
Questionnaire development and design
Preparing a Research Proposal
Validity & Reliability of Research
Writing a Research Reports
Executive Summary, 1.Introduction, 2.Structure of Stock Exchange, 3.History and Developments, 4.Requirements for Listed Companies, 5.Reporting Requirements, 6.Buying and Selling Share Procedures, 7.Size of Stock Market, 8.Current Changes, 9.Comparison with ISE, 10.Conclusion, Reference
ABOUT TOKYO STOCK EXCHANGE:, History Of TSE, Domestic Market Capitalization (Sep,2005) (USD billions), Number of listed companies (Sep,2005)
, Total Value of Share Trading (2005) (in millions of USD), Total Value of Share Trading (2005) (in millions of JPN YEN)
, The state of personal financial asset holdings (2004)
, Major Activities, Regulatory Bodies, Daily Trade Statistics In Domestic Values, CURRENT CHANGES:,
Capital Asset Pricing Model, CAPM Assumptions, Borrowing and Lending Possibilities, Risk-Free Lending, Borrowing Possibilities, The New Efficient Set, Portfolio Choice, Market Portfolio, Characteristics of the Market Portfolio, Capital Market Line, The Separation Theorem, Security Market Line, CAPM’s Expected Return-Beta Relationship, How Accurate Are Beta Estimates?,
risk and return. Defining Return, Return Example, Defining Risk,Determining Expected Return , How to Determine the Expected Return and Standard Deviation, Determining Standard Deviation (Risk Measure), Portfolio Risk and Expected Return Example, Determining Portfolio Expected Return, Determining Portfolio Standard Deviation, Summary of the Portfolio Return and Risk Calculation, Total Risk = Systematic Risk + Unsystematic Risk,
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This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
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Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
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The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. Chapter Objectives
1. Describe how to perform an internal strategic-
management audit.
2. Discuss the Resource-Based View (RBV) in
strategic management.
3. Discuss key interrelationships among the functional
areas of business.
4. Identify the basic functions or activities that make
up management, marketing, finance/accounting
production/operations, research and development,
and management information systems.
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3. Chapter Objectives
5. Explain how to determine and prioritize a firm’s
internal strengths and weaknesses.
6. Explain the importance of financial ratio analysis.
7. Discuss the nature and role of management
information systems in strategic management.
8. Develop an Internal Factor Evaluation (IFE)
Matrix.
9. Explain cost/benefit analysis value chain
analysis, and benchmarking as strategic-
management tools.
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5. Key Internal Forces
Distinctive competencies
A firm’s strengths that cannot be easily
matched or imitated by competitors
Building competitive advantages involves
taking advantage of distinctive
competencies.
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6. The Process of Performing an
Internal Audit
The internal audit
Requires gathering and assimilating
information about the firm’s management,
marketing, finance/accounting,
production/operations, research and
development (R&D), and management
information systems operations
Provides more opportunity for participants to
understand how their jobs, departments, and
divisions fit into the whole organization
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7. The Resource-Based View (RBV)
The Resource-Based View (RBV)
approach
contends that internal resources are more
important for a firm than external factors in
achieving and sustaining competitive
advantage
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8. The Resource-Based View (RBV)
Proponents of the RBV contend that
organizational performance will primarily
be determined by internal resources that
can be grouped into three all-
encompassing categories: physical
resources, human resources, and
organizational resources
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9. The Resource-Based View (RBV)
For a resource to be valuable, it must be
either (1) rare, (2) hard to imitate, or (3)
not easily substitutable
These three characteristics of resources
enable a firm to implement strategies that
improve its efficiency and effectiveness
and lead to a sustainable competitive
advantage
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11. Integrating Strategy and Culture
Organizational culture significantly affects
business decisions and thus must be
evaluated during an internal strategic-
management audit.
If strategies can capitalize on cultural
strengths, such as a strong work ethic or
highly ethical beliefs, then management
often can swiftly and easily implement
changes.
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12. Management
The functions of management consist of
five basic activities: planning, organizing,
motivating, staffing, and controlling.
These activities are important to assess in
strategic planning because an organization
should continually capitalize on its
management strengths and improve on its
management weaknesses.
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14. Management Audit Checklist
of Questions
1. Does the firm use strategic-management
concepts?
2. Are company objectives and goals
measurable and well communicated?
3. Do managers at all hierarchical levels plan
effectively?
4. Do managers delegate authority well?
5. Is the organization’s structure appropriate?
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15. Management Audit Checklist
of Questions (cont.)
6. Are job descriptions and job
specifications clear?
7. Is employee morale high?
8. Are employee turnover and absenteeism
low?
9. Are organizational reward and control
mechanisms effective?
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16. Marketing
Marketing
the process of defining, anticipating, creating,
and fulfilling customers’ needs and wants for
products and services
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20. Product and Service Planning
Product and service planning
includes activities such as test marketing;
product and brand positioning; devising
warranties; packaging; determining product
options, features, style, and quality; deleting
old products; and providing for customer
service
important when a company is pursuing
product development or diversification
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21. Pricing
Five major stakeholders affect pricing
decisions: consumers, governments,
suppliers, distributors, and competitors
Sometimes an organization will pursue a
forward integration strategy primarily to
gain better control over prices charged to
consumers
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22. Distribution
Distribution
includes warehousing, distribution channels,
distribution coverage, retail site locations,
sales territories, inventory levels and
location, transportation carriers, wholesaling,
and retailing
especially important when a firm is striving to
implement a market development or forward
integration strategy
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23. Marketing Research
Marketing research
the systematic gathering, recording, and
analyzing of data about problems relating to
the marketing of goods and services
can uncover critical strengths and
weaknesses
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24. Cost/Benefit Analysis
Three steps are required to perform a
cost/benefit analysis:
1.compute the total costs associated with a
decision,
2.estimate the total benefits from the
decision,
3.compare the total costs with the total
benefits.
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25. Marketing Audit Checklist
of Questions
1. Are markets segmented effectively?
2. Is the organization positioned well among
competitors?
3. Has the firm’s market share been increasing?
4. Are present channels of distribution reliable and
cost effective?
5. Does the firm have an effective sales
organization?
6. Does the firm conduct market research?
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26. Marketing Audit Checklist
of Questions
7. Are product quality and customer service good?
8. Are the firm’s products and services priced
appropriately?
9. Does the firm have an effective promotion,
advertising, and publicity strategy?
10. Are marketing, planning, and budgeting effective?
11. Do the firm’s marketing managers have adequate
experience and training?
12. Is the firm’s Internet presence excellent as
compared to rivals?
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27. Finance/Accounting Functions
The functions of finance/accounting
comprise three decisions:
1.the investment decision
2.the financing decision
3.the dividend decision
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28. Finance/Accounting Functions
Investment decision
the allocation and reallocation of capital and
resources to projects, products, assets, and
divisions of an organization
Financing decision
determines the best capital structure for the
firm and includes examining various methods
by which the firm can raise capital
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29. Finance/Accounting Functions
Dividend decisions
concern issues such as the percentage of
earnings paid to stockholders, the stability of
dividends paid over time, and the repurchase
or issuance of stock
determine the amount of funds that are
retained in a firm compared to the amount
paid out to stockholders
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30. A Summary of Key
Financial Ratios
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31. A Summary of Key
Financial Ratios
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32. A Summary of Key
Financial Ratios
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33. A Summary of Key
Financial Ratios
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34. Finance/Accounting Functions
1. How has each ratio changed over time?
2. How does each ratio compare to industry
norms?
3. How does each ratio compare with key
competitors?
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35. Finance/Accounting Audit
Checklist
1. Where is the firm financially strong and weak
as indicated by financial ratio analyses?
2. Can the firm raise needed short-term capital?
3. Can the firm raise needed long-term capital
through debt and/or equity?
4. Does the firm have sufficient working capital?
5. Are capital budgeting procedures effective?
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36. Finance/Accounting Audit
Checklist
7. Are dividend payout policies
reasonable?
8. Does the firm have good relations with
its investors and stockholders?
9. Are the firm’s financial managers
experienced and well trained?
10.Is the firm’s debt situation excellent?
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37. Production/Operations
4-37
Production/operations function
consists of all those activities that transforms
inputs into goods and services
Production/operations management
deals with inputs, transformations, and
outputs that vary across industries and
markets.
BY:MADDY.KALEEM
38. The Basic Functions (Decisions)
Within Production/Operations
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40. Production/Operations
Audit Checklist
1. Are supplies of raw materials, parts, and
subassemblies reliable and reasonable?
2. Are facilities, equipment, machinery, and offices in
good condition?
3. Are inventory-control policies and procedures
effective?
4. Are quality-control policies and procedures effective?
5. Are facilities, resources, and markets strategically
located?
6. Does the firm have technological competencies?
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41. Research and Development Audit
1. Does the firm have R&D facilities? Are they adequate?
2. If outside R&D firms are used, are they cost-effective?
3. Are the organization’s R&D personnel well qualified?
4. Are R&D resources allocated effectively?
5. Are management information and computer systems
adequate?
6. Is communication between R&D and other
organizational units effective?
7. Are present products technologically competitive?
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42. Management Information
Systems
A management information system’s purpose is
to improve the performance of an enterprise by
improving the quality of managerial decisions
An effective information system thus collects,
codes, stores, synthesizes, and presents
information in such a manner that it answers
important operating and strategic questions
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43. Management Information
Systems Audit
1. Do all managers in the firm use the information
system to make decisions?
2. Is there a chief information officer or director of
information systems position in the firm?
3. Are data in the information system updated
regularly?
4. Do managers from all functional areas of the
firm contribute input to the information system?
5. Are there effective passwords for entry into the
firm’s information system?
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44. Management Information
Systems Audit
6. Are strategists of the firm familiar with the
information systems of rival firms?
7. Is the information system user-friendly?
8. Do all users of the information system understand
the competitive advantages that information can
provide firms?
9. Are computer training workshops provided for
users of the information system?
10.Is the firm’s information system continually being
improved in content- and user-friendliness?
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45. Value Chain Analysis (VCA)
Value chain analysis (VCA)
refers to the process whereby a firm
determines the costs associated with
organizational activities from purchasing raw
materials to manufacturing product(s) to
marketing those products
aims to identify where low-cost advantages or
disadvantages exist anywhere along the value
chain from raw material to customer service
activities
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46. Benchmarking
Benchmarking
an analytical tool used to determine whether
a firm’s value chain activities are competitive
compared to rivals and thus conducive to
winning in the marketplace
entails measuring costs of value chain
activities across an industry to determine
“best practices”
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48. The Internal Factor Evaluation
(IFE) Matrix
1. List key internal factors as identified in the internal-audit
process
2. Assign a weight that ranges from 0.0 (not important) to
1.0 (all-important) to each factor
3. Assign a 1-to-4 rating to each factor to indicate whether
that factor represents a strength or weakness
4. Multiply each factor’s weight by its rating to determine a
weighted score for each variable
5. Sum the weighted scores for each variable to
determine the total weighted score for the organization
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49. A Sample Internal Factor Evaluation
Matrix for a Retail Computer Store
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Physical resources include all plant and equipment, location, technology, raw materials, machines; human resources include all employees, training,
experience, intelligence, knowledge, skills, abilities; and organizational resources include firm structure, planning processes, information systems, patents, trademarks, copyrights, databases, and so on.