Bus 411 Day 4 Copyright 2005 Prentice Hall1

Ch 1 -2 Agenda Question? Assignment 1 due  We will be working a collective SWOT for McDonald’s during this class to be used for the next two assignments Assignment 2 posted  Due Feb 9  EFE and CPM for McDonald's Assignment 3 will be assigned soon and due right after Winter break Finish Discussion on Mission and Vision Statements Begin Discussion on The External Assessment

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 2 -3 Chapter 2 The Business Vision & Mission Strategic Management: Concepts & Cases 13 th Edition Fred David

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Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 2 -5 Mission Components Customers Markets Employees Public Image Self-Concept Philosophy Survival, Growth, Profits Products or Services Technology

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Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 2 -7 Dell’s mission is to be the most successful computer company in the world at delivering the best customer experience in markets we serve. In doing so, Dell will meet consumer expectations of highest quality; leading technology; competitive pricing; individual and company accountability; best-in-class service and support; flexible customization capability; superior corporate citizenship; financial stability. Mission Statement Examples

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 2 -8 Proctor & Gamble will provide branded products and services of superior quality and value that improve the lives of the world’s consumers. As a result, consumers will reward us with industry leadership in sales, profit, and value creation, allowing our people, our shareholders, and the communities in which we live and work to prosper. Mission Statement Examples

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 2 -9 At L’Oreal, we believe that lasting business success is built upon ethical standards which guide growth and on a genuine sense of responsibility to our employees, our consumers, our environment and to the communities in which we operate. Mission Statement Examples

UMFK Mission Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The University of Maine at Fort Kent emphasizes environmental stewardship, Franco-American culture, and rural sustainability through a liberal and professional education featuring experiential learning which fosters student success as responsible citizens, dedicated professionals, and conscientious leaders. Building upon its historical roots and distinguishing characteristics, the University of Maine at Fort Kent: Was founded as the Madawaska Training School in 1878 to prepare bilingual teachers to serve the French-speaking people of Northern Aroostook County Is a small public institution offering quality baccalaureate and associate degree programs with a legacy of quality teaching Is where education meets the great outdoor environment - situated in historic Fort Kent and nestled in the Saint John River Valley, at the northern extent of the Appalachian Mountains and forests of New England, providing abundant resources for learning and research opportunities, and joys of outdoor sports Serves the educational needs of the St. John Valley, Aroostook County, State of Maine and responds to global trends Prepares well-educated, independent thinkers to live in a diverse and global society Talented and dedicated faculty and staff promote discovery and exploration of knowledge, life-long learning, and global citizenship through effective teaching, service, and scholarship Offers a curriculum that emphasizes special challenges of rural communities in America Fosters an appreciation and stewardship of Northern Maine's pristine natural environment through the Environmental Studies, Forestry, and Biology degree programs Preserves, cultivates, and celebrates the Franco-American/Acadian culture in the St. John Valley and houses one of two Acadian Archives/Archives acadiennes in the nation Is the only institution in the United States located at the center of French culture of northern Maine, northern New Brunswick, and Québec, offering opportunities for students of all ethnic and racial heritages to study and live in a bilingual community Is a strong social, cultural, and economic driving force in the region and promotes rural sustainable development

UMPI Mission Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The University of Maine at Presque Isle, a publicly supported, baccalaureate institution located in northern Maine, provides broad educational opportunities for a diverse student body, with particular reference to the people of its region and state.The University emphasizes professional programs and a balanced curriculum that promotes a strong foundation in the arts and sciences. Undergraduate study includes a variety of majors leading to baccalaureate degrees in teacher education, career and professional fields, health and human services, arts and sciences, and the natural environment. Other opportunities include associate degrees, articulated transfer arrangements with campuses of the University of Maine System, non-degree certificates, and continuing education for practicing professionals. The University affirms, as central to its mission, commitment to the following ideals: close student, faculty, and staff interaction in support of intellectual growth and personal development diversities of culture, age, and nationality among both students & staff public service which promotes the well-being of the State's citizenry a global consciousness

McDonald's SWOT StrengthsWeaknesses Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 2 -12

McDonald's SWOT OpportunitiesThreats Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 2 -13

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Chapter 3 The External Assessment Strategic Management: Concepts & Cases 13 th Edition Fred David

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -15

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch “ It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” – Charles Darwin External Assessment “ Nothing focuses the mind better than the constant sight of a competitor who wants to wipe you off the map.” – Wayne Calloway, Former CEO, PepsiCo

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch External Strategic Management Audit – Environmental Scanning – Industry Analysis

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Identify & evaluate factors beyond the control of a single firm  Increased foreign competition  Population shifts  Aging society  Fear of traveling  Stock market volatility External Strategic Management Audit

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Purpose of an External Audit  Develop a finite list of opportunities that could benefit a firm threats that should be avoided External Strategic Management Audit

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -20

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Gather competitive intelligence Assimilate information Evaluate Resulting in a list of the most important key external factors External Audit

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Performing External Audit External Factors Measurable Long-term Orientation Applicable to Competing Firms Hierarchical

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Industrial Organization (I/O) View Industry factors are more important than internal factors Performance determined by industry forces

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Economies of Scale Industry Properties Barriers to Market Entry Product Differentiation The Economy I/O Perspective Firm Performance Level of Competitiveness

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Economic Forces GDP  Trends in the dollar’s value  Unemployment rates

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Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Social, Cultural, Demographic, and Natural Environmental Forces Major Impact – Products Services Markets Customers

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Social, Cultural, Demographic, and Natural Environmental Forces US Facts  Aging population  Less White (except Maine)  Widening gap between rich & poor  2025 = 18.5% population > 65 years  2075 = no ethnic or racial majority

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Social, Cultural, Demographic, and Natural Environmental Forces Facts  World population = 7 billion  World population = 8 billion by 2028  World population = 9 billion by 2054  U.S. population > 310 million

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Trends  More American households with people living alone  Aging Americans – affects all organizations Social, Cultural, Demographic, and Natural Environmental Forces

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Political, Governmental, and Legal Forces Key opportunities & threats Antitrust legislation Tax rates Lobbying activities Patent laws Government Regulation

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Political, Governmental, and Legal Forces Protectionist policies  Tariffs Governments taking equity stakes in companies  Auto & Financial bailout in US

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Technological Forces Major Impact – Internet

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Technological Forces Significance of IT Chief Information Officer (CIO) Chief Technology Officer (CTO)

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Technological Forces Essential for nearly every strategic decision

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Competitive Forces Collection & evaluation of data on competitors is essential for successful strategy formulation

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Competitive Forces Strengths Weaknesses Capabilities Opportunities Threats Objectives Strategies Identify Rival Firms’

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Competitive Forces Competition in virtually all industries can be described as intense

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Key Questions Concerning Competitors Their strengths Their weaknesses Their objectives and strategies Their responses to external variables Their vulnerability to our alternative strategies Our vulnerability to strategic counterattack

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Key Questions Concerning Competitors Our product/service positioning Entry and exit of firms in the industry Key factors for our current position in industry Sales/profit ranking of competitors over time Nature of supplier and distributor relationships The threat of substitute products/services

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Competitive Forces 7 characteristics of most competitive firms  Market share matters  Understanding what business you are in  Broke or not, fix it  Innovate or evaporate  Acquisition is essential to growth  People make a difference  No substitute for quality

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Competitive Intelligence A systematic and ethical process for gathering and analyzing information about the competition’s activities and general business trends to further a business’s own goals

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Sources of Competitive Intelligence Internet Employees Managers Suppliers Distributors Customers Creditors Consultants Trade journals Want ads Newspaper articles Government filings Competitors

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Objectives of Competitive Intelligence Provide a general understanding of industry and competitors Identify areas where competitors are vulnerable and assess impact of actions on competitors Identify potential moves that a competitor might make

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Market Commonality The number and significance of markets that a firm competes in with rivals

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Resource Similarity Extent to which the type and amount of a firm’s internal resources are comparable to a rival

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The Five-Forces Model of Competition

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Steps to Determine if an Acceptable Profit Can Be Earned 1. Identify key aspects or elements of each competitive force 2. Evaluate how strong and important each element is for the firm 3. Decide whether the collective strength of the elements is worth the firm entering or staying in the industry

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The Five-Forces Model Rivalry among competing firms  Most powerful of the five forces  Focus on competitive advantage of strategies over other firms

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Conditions that Cause High Rivalry Among Competing Firms High number of competing firms Similar size of firms competing Similar capability of firms competing Falling demand for the industry’s products Falling product/service prices in the industry

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Conditions that Cause High Rivalry Among Competing Firms Consumers can switch brands easily Barriers to leaving the market are high Barriers to entering the market are low Fixed costs are high among firms competing The product is perishable

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Conditions that Cause High Rivalry Among Competing Firms Rivals have excess capacity Consumer demand is falling Rivals have excess inventory Rivals sell similar products/services Mergers are common in the industry

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The Five-Forces Model Potential Entry of New Competitors  Barriers to entry are important  Quality, pricing, and marketing can overcome barriers

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The Five-Forces Model Potential development of substitute products  Pressure increases when: Prices of substitutes decrease Consumers’ switching costs decrease

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The Five-Forces Model Bargaining Power of Suppliers is increased when there are:  Large numbers of suppliers  Few substitutes  Costs of switching raw materials is high Backward integration is gaining control or ownership of suppliers

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The Five-Forces Model Bargaining power of consumers  Customers being concentrated or buying in volume affects intensity of competition  Consumer power is higher where products are standard or undifferentiated

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Conditions Where Consumers Gain Bargaining Power If buyers can inexpensively switch If buyers are particularly important If sellers are struggling in the face of falling consumer demand If buyers are informed about sellers’ products, prices, and costs If buyers have discretion in whether and when they purchase the product

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Sources of External Information: Unpublished Sources Customer surveys Market research Speeches at professional or shareholder meetings Television programs Interviews and conversations with stakeholders

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Sources of External Information: Published Sources Periodicals Journals Reports Government documents Abstracts Books Directories Newspapers Manuals

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Sources of External Information: Web Sites UMFK Databases

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Forecasting Tools and Techniques Forecasts are educated assumptions about future trends and events  Quantitative techniques – most appropriate when historical data is available and there is a constant relationship  Qualitative techniques

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Assumptions Estimates of future events based upon the best available information in the present

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Industry Analysis: The External Factor Evaluation (EFE) Matrix Economic Social Cultural Demographic Environmental Political Governmental Technological Competitive Legal

Copyright 2005 Prentice Hall Ch Steps (Page 80 & 81) 1.List key external factors (balanced 5&5  10&10) Opportunities then threats Assign weights from 0.0 to 1.0 based on importance Sum of all weights across all factors = 1 Assign a rating from 1 to 4 for all factors where 4 = the firm’s response is superior 3 = the firm’s response is above avg 2 = the firm’s response is average 1 = the firm’s response is poor 1.Multiply the rating by the weight 2.Sum the weighted scores

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -65

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -66

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Total weighted score of 4.0 Organization response is outstanding to threats and weaknesses Industry Analysis EFE Total weighted score of 1.0 Firm’s strategies not capitalizing on opportunities or avoiding threats Average is 2.5

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Industry Analysis: Competitive Profile Matrix (CPM) Identifies firm’s major competitors and their strengths & weaknesses in relation to a sample firm’s strategic positions Critical success factors include internal and external issues

Copyright 2005 Prentice Hall Ch Steps to a CPM Identify Critical Success Factors (CSF)  Broad issues  Internal and external (5 of each is a good mix) Assign a weight to each CSF  Must add up to 1 Assign a rating for your firm and each of your competitors  4 = major strength  3 = minor strength  2 = minor weakness  1 = major weakness Multiply weight by rating Sum the weighted ratings and compare

Copyright 2005 Prentice Hall Ch GatewayAppleDell CSF’s WtRatingWt’d Score RatingWt’d Score RatingWt’d Score Market share Inventory sys Fin position Prod. Quality Cons. Loyalty Sales Distr Global Exp Org. Structure

Copyright 2005 Prentice Hall Ch GatewayAppleDell CSF’s (cont’d) WtRatingWt’d Score RatingWt’d Score RatingWt’d Score Prod. Capacity E-commerce Customer Serv Price competitive Mgt. experience Total

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Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Industry Analysis CPM Just because one firm receives a 3.2 rating and another receives a 2.8 rating, it does not follow that the first firm is 20 percent better than the second. Important –

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.