1. Ch 4 -1 The Internal Assessment Process for Strategic Decision Making Decision Analysis Dr. Ayham Jaaron

2. Ch 4 -2 Nature of Internal audit Functional Business Areas:  Functional business areas vary by organization (such as universities, hospitals, manufacturers….etc)  Each division has differing strengths & weaknesses  Strengths that can not be imitated or matched by competitors are called: “distinctive competencies”.  3M: has the distinctive competence of R&D.

3. Ch 4 -3 Resource Based View (RBV) In order for a resource to be valuable, it must be either:  Rare  Hard to imitate  Not easily substitutable These are often called Empirical Indicators”, they lead firms to build strategies that improve efficiency and competitive advantage.

4. Ch 4 -4 1) Management The Functions of Management consist of: 1. Planning 2. Organizing 3. Motivating 4. Staffing 5. Controlling

5. Ch 4 -5 Planning Specific Tasks Include: Forecasting Establishing objectives Developing policies Setting goals Management

6. Ch 4 -6 Organizing Specific Areas Include: Organizational design Job specialization Job descriptions Span of control Unity of command Coordination Job design Management

7. Ch 4 -7 Motivating Specific Areas Include: Leadership Communication Work groups Job enrichment Job satisfaction Needs fulfillment Organizational change Morale Management

8. Ch 4 -8 Staffing Tasks Included Wage & salary admin. Employee benefits Interviewing Hiring Discharging Training Management development Labor relations Management

9. Ch 4 -9 Controlling Key Areas of Concern Quality Financial Sales Inventory Expense Rewards Sanctions Management

10. Ch 4 -10 Management Audit Checklist Do managers delegate well? Is the organization’s structure appropriate? Are job descriptions clear? Are job specifications clear? Is employee morale high? Do managers delegate well? Is the organization’s structure appropriate? Are job descriptions clear? Are job specifications clear? Is employee morale high?

11. Ch 4 -11 Management Audit Checklist Is employee absenteeism low? Is employee turnover low? Are the reward mechanisms effective? Are the organization’s control mechanisms effective? Is employee absenteeism low? Is employee turnover low? Are the reward mechanisms effective? Are the organization’s control mechanisms effective?

12. Ch 4 -12 5) Marketing It is described as the process of: 1. Defining 2. Anticipating 3. Creating 4. Fulfilling Customer Needs/Wants for Products/Services

13. Ch 4 -13 Marketing There are seven basic functions of Marketing: 1. Customer analysis 2. Selling products/services 3. Product & service planning 4. Pricing 5. Distribution 6. Marketing research 7. Opportunity analysis

14. Ch 4 -14 Customer Analysis Activities Include: Customer surveys Consumer information Market positioning strategies (identity) Customer profiles Market segmentation strategies Marketing

15. Ch 4 -15 Activities Include: Advertising Sales Promotion Publicity Sales force management Customer relations Dealer relations Marketing Selling Products/Services

16. Ch 4 -16 These Include: Test alternative marketing plans Brand positioning Devising warrantees Packaging Product features/options Product style Quality Marketing Planning Product/Service

17. Ch 4 -17 Include: Discounts Credit terms Condition of sale Costs Unit pricing Marketing Pricing

18. Ch 4 -18 Warehousing Distribution Channels Coverage Retail site locations Sales territories Inventory levels Transportation Marketing Distribution

19. Ch 4 -19 These Activities Include: Data collection Data input Data analysis Support business functions Marketing Marketing Research

20. Ch 4 -20 Include: It is assessing costs associated with marketing decisions. Assessing/compute benefits Assessing risks If total benefits exceed total cost of a marketing decision, an opportunity become more attractive Marketing Opportunity Analysis

21. Ch 4 -21 Marketing Opportunity Analysis 1. Are markets segmented effectively? 2. Is the organization positioned well among competitors? 3. Has the firm’s market share been increasing? 4. Are the distribution channels reliable & cost effective? 5. Is the sales force effective?

22. Ch 4 -22 Marketing Opportunity Analysis 6. Does the firm conduct market research? 7. Are product quality & customer service good? 8. Are the firm’s products/services priced appropriately? 9. Does the firm have effective promotion, advertising, & publicity strategies?

23. Ch 4 -23 Marketing Opportunity Analysis 10. Are the marketing planning & budgeting effective? 11. Do the firm’s marketing managers have adequate experience and training?

24. Ch 4 -24 Finance/Accounting  Determining financial strengths & weaknesses key to strategy formation

25. Ch 4 -25 Effectiveness shown by returns on sales & investment Ratios Gross profit margin Operating profit margin Net profit margin Return on total assets (ROA) Basic Financial Ratios Profitability Ratios

26. Ch 4 -26 Firm’s ability to maintain economic position Ratios Sales Net income Earnings per share Dividends per share Basic Financial Ratios Growth Ratios

27. Ch 4 -27 Finance/Accounting Audit Where is the firm strong/weak as indicated by financial ratio analysis? Can the firm raise short-term capital as needed? Can the firm raise long-term capital as needed through debt and/or equity? Where is the firm strong/weak as indicated by financial ratio analysis? Can the firm raise short-term capital as needed? Can the firm raise long-term capital as needed through debt and/or equity?

28. Ch 4 -28 Finance/Accounting Audit Does the firm have sufficient working capital? Are capital budgeting procedures effective? Are dividend payout policies reasonable? Are the firm’s financial managers experienced & well trained? Does the firm have sufficient working capital? Are capital budgeting procedures effective? Are dividend payout policies reasonable? Are the firm’s financial managers experienced & well trained?

29. Ch 4 -29 Production/Operations Production/Operations Functions  Process  Capacity  Inventory  Workforce  Quality

30. Ch 4 -30 Facility design Technology selection Facility layout Process flow analysis Facility location Line balancing Process control Production/Operations Process

31. Ch 4 -31 Forecasting Facilities planning Aggregate planning Scheduling Capacity planning Queuing analysis Production/Operations Capacity

32. Ch 4 -32 Raw materials Work in process Finished goods Materials handling Production/Operations Inventory

33. Ch 4 -33 Job design Work measurement Job enrichment Work standards Motivation techniques Production/Operations Workforce

34. Ch 4 -34 Quality control Sampling Testing Quality assurance Cost Control Production/Operations Quality

35. Ch 4 -35 Production/Operations Audit Are suppliers of materials, parts, etc. reliable and reasonable? Are facilities, equipment & machinery in good condition? Are inventory-control policies and procedures effective? Are suppliers of materials, parts, etc. reliable and reasonable? Are facilities, equipment & machinery in good condition? Are inventory-control policies and procedures effective?

36. Ch 4 -36 Production/Operations Audit Are quality-control policies & procedures effective? Are facilities, resources, and markets strategically located? Does the firm have technological competencies? Are quality-control policies & procedures effective? Are facilities, resources, and markets strategically located? Does the firm have technological competencies?

37. Ch 4 -37 Research & Development Research & Development Functions are:  Development of new products before competitors  Improving product quality  Improving manufacturing processes to reduce costs

38. Ch 4 -38 Financing as many projects as possible Use percent-of-sales method Budgeting relative to competitors How many successful new products are needed Research & Development R&D Budgets Allocations’ Approaches

39. Ch 4 -39 Research & Development Audit Are the R&D facilities adequate? If R&D is outsourced, is it cost effective? Are the R&D personnel well qualified? Are R&D resources allocated effectively? Are the R&D facilities adequate? If R&D is outsourced, is it cost effective? Are the R&D personnel well qualified? Are R&D resources allocated effectively?

40. Ch 4 -40 Management Information Systems Purpose  Improve performance of an enterprise by improving the quality of managerial decisions.

41. Ch 4 -41 Management Information Systems Audit Do managers use the information system to make decisions? Is there a CIO or Director of Information Systems position in the firm? Is data updated regularly? Do managers use the information system to make decisions? Is there a CIO or Director of Information Systems position in the firm? Is data updated regularly?

42. Ch 4 -42 Management Information Systems Audit Do managers from all functional areas 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? Do managers from all functional areas 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?

43. Ch 4 -43 Management Information Systems Audit Is the information system user-friendly? Do all users understand the competitive advantages that information can provide? Are computer training workshops provided for users? Is the firm’s system being improved? Is the information system user-friendly? Do all users understand the competitive advantages that information can provide? Are computer training workshops provided for users? Is the firm’s system being improved?

44. Ch 4 -44

45. Ch 4 -45