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Chapter 4 The Internal Assessment
Strategic Management: Concepts and Cases. 9th edition Fred R. David PowerPoint Slides by Anthony F. Chelte Western New England College Fred R. David Prentice Hall
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Chapter Outline The Nature of an Internal Audit
Integrating Strategy and Culture Management Fred R. David Prentice Hall
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Chapter Outline Marketing Finance/Accounting Production/Operations
Fred R. David Prentice Hall
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Chapter Outline Research and Development
Management Information Systems The Internal Factor Evaluation Matrix (IFE) Fred R. David Prentice Hall
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The Internal Assessment
Great spirits have always encountered violent opposition from mediocre minds. -- Albert Einstein Fred R. David Prentice Hall
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Nature of an Internal Audit
All organizations – Strengths Weaknesses Fred R. David Prentice Hall
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Nature of an Internal Audit
Basis for objectives & strategies: Internal strengths/weaknesses External opportunities/threats Clear statement of mission Fred R. David Prentice Hall
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Key Internal Forces Functional business areas: Vary by organization
Divisions have differing strengths and weaknesses Fred R. David Prentice Hall
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Key Internal Forces Distinctive Competencies
A firm’s strengths that cannot be easily matched or imitated by competitors Building competitive advantage involves taking advantage of distinctive competencies Strategies designed in part to improve on a firm’s weaknesses and turn to strengths Fred R. David Prentice Hall
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Internal Audit Parallels process of external audit
Gather & assimilate information from: Management Marketing Finance/accounting Production/operations Research & development Management information systems Fred R. David Prentice Hall
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Internal Audit Involvement in performing an internal strategic-management audit provides vehicle for understanding nature and effect of decisions in other functional business areas of the firm. Fred R. David Prentice Hall
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Internal Audit Key to organizational success:
Coordination and understanding among managers from all functional areas Fred R. David Prentice Hall
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Internal Audit Functional relationships:
Number and complexity increases relative to organization size Fred R. David Prentice Hall
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Internal Audit Financial Ratio Analysis:
Exemplifies complexity of relationships among functional areas of the business Fred R. David Prentice Hall
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Integrating Strategy and Culture
Organizational Culture – Pattern of behavior developed by an organization as it learns to cope with its problem of external adaptation and internal integration…is considered valid and taught to new members Fred R. David Prentice Hall
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Integrating Strategy and Culture
Organizational Culture -- Resistant to change May represent a strength or weakness of the firm Fred R. David Prentice Hall
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Integrating Strategy and Culture
Cultural products Values beliefs rites rituals ceremonies myths stories legends sagas language symbols heroes Fred R. David Prentice Hall
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Integrating Strategy and Culture
Culture can inhibit strategic management: Miss changes in external environment because they are blinded by strongly held beliefs When a culture has been effective in the past, natural tendency to stick with it in future, even during times of major strategic change Fred R. David Prentice Hall
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Functions of Management
Five basic activities – Planning Organizing Motivating Staffing Controlling Fred R. David Prentice Hall
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Functions of Management
Stage When Most Important Function Planning Strategy Formulation Organizing Strategy Implementation Motivating Strategy Implementation Staffing Strategy Implementation Controlling Strategy Evaluation Fred R. David Prentice Hall
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Functions of Management
Planning Start of the process Bridge between present and future Increases likelihood of achieving desired results Fred R. David Prentice Hall
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Establishing objectives
Planning Forecasting Establishing objectives Devising strategies Developing policies Setting goals Planning Fred R. David Prentice Hall
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Functions of Management
Organizing Achieve coordinated effort Defining task and authority relationships Departmentalization Delegation of authority Fred R. David Prentice Hall
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Organizing Organizational design Job specialization Job descriptions
Job specifications Span of control Unity of command Coordination Job design Job analysis Organizational design Job specialization Job descriptions Job specifications Span of control Unity of command Coordination Job design Job analysis Organizational design Job specialization Job descriptions Job specifications Span of control Unity of command Coordination Job design Job analysis Organizing Organizing Organizing Fred R. David Prentice Hall
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Functions of Management
Motivating Influencing people to accomplish specific objectives Communication is a major component Fred R. David Prentice Hall
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Organizational change
Motivating Leadership Communication Work groups Job enrichment Job satisfaction Needs fulfillment Organizational change Morale Motivating Fred R. David Prentice Hall
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Functions of Management
Staffing Personnel management Human resources management Fred R. David Prentice Hall
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Management development Discipline procedures
Staffing Wage & salary admin Employee benefits Interviewing Hiring Firing Training Management development Safety Affirmative action EEO Labor relations Career development Discipline procedures Management Staffing Fred R. David Prentice Hall
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Functions of Management
Controlling Ensure actual operations conform to planned operations Fred R. David Prentice Hall
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Controlling Quality control Financial control Sales control
Management Quality control Financial control Sales control Inventory control Expense control Analysis of variances Rewards Sanctions Controlling Fred R. David Prentice Hall
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Management Audit Checklist
Does the firm use strategic-management concepts? Are company objectives and goals measurable and well communicated? Do managers at all hierarchical levels plan effectively? Do managers delegate authority well? Is the organization’s structure appropriate? Fred R. David Prentice Hall
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Management Audit Checklist
Are job descriptions and job specifications clear? Is employee morale high? Are employee turnover and absenteeism low? Are organizational reward and control mechanisms effective? Fred R. David Prentice Hall
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Marketing Process of defining, anticipating, creating, and fulfilling customers’ needs and wants for products and services Fred R. David Prentice Hall
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Marketing Customer analysis Selling products/services
Product and service planning Pricing Distribution Marketing research Opportunity analysis Fred R. David Prentice Hall
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Market segmentation strategies
Marketing Customer surveys Consumer information Market positioning strategies Customer profiles Market segmentation strategies Customer analysis Fred R. David Prentice Hall
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Sales force management Selling Products/services
Marketing Advertising Sales Promotion Publicity Sales force management Customer relations Dealer relations Selling Products/services Fred R. David Prentice Hall
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Product features/options Product/service planning
Marketing Test marketing Brand positioning Devising warrantees Packaging Product features/options Product style Quality Product/service planning Fred R. David Prentice Hall
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Marketing Forward integration Discounts Credit terms Condition of sale
Markups Costs Unit pricing Pricing Fred R. David Prentice Hall
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Marketing Distribution Warehousing Channels Coverage
Retail site locations Sales territories Inventory levels Transportation Distribution Fred R. David Prentice Hall
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Support all business functions
Marketing Data collection Data input Data analysis Support all business functions Marketing research Fred R. David Prentice Hall
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Cost/benefit/risk analysis
Marketing Assessing costs Assessing benefits Assessing risks Cost/benefit/risk analysis Opportunity Analysis Fred R. David Prentice Hall
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Marketing Audit Are markets segmented effectively?
Is the organization positioned well among competitors? Has the firm’s market share been increasing? Are present channels of distribution reliable and cost effective? Does the firm have an effective sales force? Fred R. David Prentice Hall
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Marketing Audit Does the firm conduct market research?
Are product quality and customer service good? Are the firm's products/services priced appropriately? Does the firm have an effective promotion, advertising, and publicity strategy? Fred R. David Prentice Hall
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Marketing Audit Are marketing planning and budgeting effective?
Do the firm’s marketing mangers have adequate experience and training Fred R. David Prentice Hall
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Finance/Accounting Determining financial strengths and weaknesses key to strategy formulation Investment decision (Capital budgeting) Financing decision Dividend decision Fred R. David Prentice Hall
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Finance/Accounting Functions of Finance/Accounting –
Investment decision (Capital budgeting) Financing decision Dividend decision Fred R. David Prentice Hall
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Basic Financial Ratios
Firm’s ability to meet its short-term obligations Ratios Current ratio Quick (or acid-test) ratio Liquidity ratios Fred R. David Prentice Hall
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Debt-to-total-assets Long-term debt-to-equity Times-interest earned
Basic Financial Ratios Extent of debt financing Ratios Debt-to-total-assets Debt-to-equity Long-term debt-to-equity Times-interest earned Leverage ratios Fred R. David Prentice Hall
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Accounts receivable turnover Average collection period
Basic Financial Ratios Effective use of firm’s resources Ratios Inventory-turnover Fixed assets turnover Total assets turnover Accounts receivable turnover Average collection period Activity ratios Fred R. David Prentice Hall
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Operating profit margin Return on total assets (ROA)
Basic Financial Ratios Effectiveness shown by returns on sales and investment Ratios Gross profit margin Operating profit margin Net profit margin Return on total assets (ROA) Profitability ratios Fred R. David Prentice Hall
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Return on stockholders’ equity (ROE)
Basic Financial Ratios Effectiveness shown by returns on sales and investment Ratios Return on stockholders’ equity (ROE) Earnings per share Price-earnings ratio Profitability ratios (continued) Fred R. David Prentice Hall
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Basic Financial Ratios
Firm’s ability to maintain economic position Ratios Sales Net income Earnings per share Dividends per share Growth ratios Fred R. David Prentice Hall
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Finance/Accounting Audit
Where is the firm strong and weak as indicated by financial ratio analysis? Can the firm raise needed short-term capital? Can the firm raise needed long-term capital through debt and/or equity? Does the firm have sufficient working capital? Are capital budgeting procedures effective? Fred R. David Prentice Hall
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Finance/Accounting Audit
Are dividend payout policies reasonable? Does the firm have good relations with its investors and stockholders? Are the firm’s financial managers experienced and well trained? Fred R. David Prentice Hall
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Production/Operations
Process Capacity Inventory Workforce Quality Fred R. David Prentice Hall
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Production/Operations
Design of facility Choice of technology Facility layout Process flow analysis Facility location Line balancing Process control Process Fred R. David Prentice Hall
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Production/Operations
Forecasting Facilities planning Aggregate planning Scheduling Capacity planning Queuing analysis Capacity Fred R. David Prentice Hall
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Production/Operations
Raw material Work in process Finished goods Materials handling Inventory Fred R. David Prentice Hall
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Production/Operations
Job design Work measurement Job enrichment Work standards Motivation techniques Workforce Fred R. David Prentice Hall
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Production/Operations
Quality control Sampling Testing Quality assurance Cost control Quality Fred R. David Prentice Hall
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Production/Operations Audit
Are suppliers of raw materials, parts, and subassemblies reliable and reasonable? Are facilities, equipment, machinery, and offices in good condition? Are inventory-control policies and procedures effective? Fred R. David Prentice Hall
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Production/Operations Audit
Are quality-control policies and procedures effective? Are facilities, resources, and markets strategically located? Does the firm have technological competencies? Fred R. David Prentice Hall
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Research and Development
Development of new products before competition Improving product quality Improving manufacturing processes to reduce costs Fred R. David Prentice Hall
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Research and Development
Financing as many projects as possible Use percentage-of-sales method Budgeting relative to competitors Deciding how many successful new products are needed R&D budgets Fred R. David Prentice Hall
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Research and Development Audit
Does the firm have R&D facilities? Are they adequate? If outside R&D firms are used, are they cost effective? Are the organization’s R&D personnel well qualified? Are R&D resources allocated effectively? Fred R. David Prentice Hall
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Research and Development Audit
Are management information and computer systems adequate? Is communication between R&D and other organizational units effective? Are present products technologically competitive? Fred R. David Prentice Hall
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Management Information Systems
Purpose – Improve performance of an enterprise by improving the quality of managerial decisions. Fred R. David Prentice Hall
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Management Information Systems
CIO/CTO Security User-friendly E-commerce Fred R. David Prentice Hall
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Management Information Systems Audit
Do all managers in the firm use the information system to make decisions? Is there a chief information officer or director of information systems position in the firm? Are data in the information system updated regularly? Fred R. David Prentice Hall
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Management Information Systems Audit
Do managers from all functional areas of the firm contribute input to the information system? Are there effective passwords for entry into the firm’s information system? Are strategists of the firm familiar with the information systems of rival firms? Fred R. David Prentice Hall
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Management Information Systems Audit
Is the information system user-friendly? Do all users of the information system understand the competitive advantages that information can provide firms? Are computer training workshops provided for users? Is the firm’s system being improved? Fred R. David Prentice Hall
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Internal Analysis (IFE)
Five-Step Process: List key internal factors (10-20) Strengths & weaknesses Assign weight to each (0 to 1.0) Sum of all weights = 1.0 Fred R. David Prentice Hall
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Internal Analysis (IFE)
Assign 1-4 rating to each factor Firm’s current strategies response to the factor Multiply each factor’s weight by its rating Produces a weighted score Fred R. David Prentice Hall
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Internal Analysis (IFE)
Sum the weighted scores for each Determines the total weighted score for the organization Highest possible weighted score for the organization is 4.0; the lowest, Average = 2.5 Fred R. David Prentice Hall
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Internal Analysis (IFE)
.15 3 .05 Financial ratios Reputation as family-friendly .20 4 Long-range planning Minimal comps provided Buffets at most facilities Strong management team .60 Owns 1 mile on Las Vegas strip Increasing free cash flows .40 .10 Room occupancy rates over 95% Largest casino company in world Weighted score Rating Weight Mandalay Bay Internal Strengths Fred R. David Prentice Hall
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Internal Analysis (IFE)
2.75 1.0 TOTAL (including Strengths) .10 1 Recent loss of joint ventures Laughlin properties 2 .05 Family reputation, not high rollers Little diversification Most properties located in Las Vegas Weighted score Rating Weight Mandalay Bay Internal Weaknesses Fred R. David Prentice Hall
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Internal Analysis (IFE)
Mandalay Bay (in the previous example), has a total weighted score of 2.75 indicating that the firm is above average in its overall internal strength Fred R. David Prentice Hall
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Key Terms Activity ratios Buying Capital budgeting Communication
Computer information systems Controlling Cost/benefit analysis Cultural products Customer analysis Fred R. David Prentice Hall
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Key Terms Distinctive competencies Distribution Dividend decision
Financial ratio analysis Financing decisions Functions of finance/accounting Functions of management Fred R. David Prentice Hall
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Key Terms Functions of marketing Functions of production/operations
Growth ratio Human resource management Internal audit Internal Factor Evaluation (IFE) Matrix Investment Decision Fred R. David Prentice Hall
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Key Terms Leverage ratios Liquidity ratios Marketing research
Motivating Opportunity analysis Organizational culture Organizing Personnel management Planning Pricing Fred R. David Prentice Hall
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Key Terms Product and service planning Production/operations functions
Profitability ratios Research and development Fred R. David Prentice Hall
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Key Terms Selling Social responsibility Staffing Synergy
Test marketing Fred R. David Prentice Hall
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