1. Bus 411 Day 5 Copyright 2005 Prentice Hall1

2. Ch 1 -2 Agenda Question? Assignment 1 Corrected  3 A’s, 2 B’s, 3 C’s & 1 D  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 The External Assessment

3. 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

4. McDonald's SWOT StrengthsWeaknesses Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 2 -4

5. McDonald's SWOT OpportunitiesThreats Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 2 -5

6. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -6 Chapter 3 The External Assessment Strategic Management: Concepts & Cases 13 th Edition Fred David

7. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -7

8. Key external forces 1. Economic 2. Social, cultural, demographic, and natural environment 3. Political, government, and legal 4. Technology 5. Competition Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 2 -8

9. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -9 Trends  More American households with people living alone More DINKs (Dual income families with no kids) especially in Urban Areas  Aging Americans – affects all organizations Social, Cultural, Demographic, and Natural Environmental Forces

10. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -10 Political, Governmental, and Legal Forces Key opportunities & threats Antitrust legislation Tax rates Lobbying activities Patent laws Government Regulation

11. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -11 Political, Governmental, and Legal Forces Protectionist policies  Tariffs vs. Free Trade Governments taking equity stakes in companies  Auto & Financial bailout in US

12. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -12 Technological Forces Major Impact – Internet

13. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -13 Technological Forces Significance of IT Chief Information Officer (CIO) Chief Technology Officer (CTO)

14. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -14 Technological Forces Essential for nearly every strategic decision

15. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -15 Competitive Forces Collection & evaluation of data on competitors is essential for successful strategy formulation

16. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -16 Competitive Forces Strengths Weaknesses Capabilities Opportunities Threats Objectives Strategies Identify Rival Firms’

17. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -17 Competitive Forces Competition in virtually all industries can be described as intense

18. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -18 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

19. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -19 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

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

21. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -21 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

22. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -22 Sources of Competitive Intelligence Internet Employees Managers Suppliers Distributors Customers Creditors Consultants Trade journals Want ads Newspaper articles Government filings Competitors

23. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -23 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

24. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -24 Market Commonality The number and significance of markets that a firm competes in with rivals

25. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -25 Resource Similarity Extent to which the type and amount of a firm’s internal resources are comparable to a rival

26. Media Monitoring Companies that gather competitive intelligence for a fee  http://www.burrellesluce.com/ http://www.burrellesluce.com/  http://www.vocus.com/content/index.asp http://www.vocus.com/content/index.asp  http://www.metromonitor.com/ http://www.metromonitor.com/ Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 2 -26

27. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -27 The Five-Forces Model of Competition

28. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -28 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

29. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -29 The Five-Forces Model Rivalry among competing firms  Most powerful of the five forces  Focus on competitive advantage of strategies over other firms

30. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -30 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

31. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -31 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

32. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -32 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

33. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -33 The Five-Forces Model Potential Entry of New Competitors  Barriers to entry are important  Quality, pricing, and marketing can overcome barriers

34. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -34 The Five-Forces Model Potential development of substitute products  Pressure increases when: Prices of substitutes decrease Consumers’ switching costs decrease

35. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -35 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

36. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -36 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

37. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -37 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

38. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -38 Sources of External Information: Unpublished Sources Customer surveys Market research Speeches at professional or shareholder meetings Television programs Interviews and conversations with stakeholders

39. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -39 Sources of External Information: Published Sources Periodicals Journals Reports Government documents Abstracts Books Directories Newspapers Manuals

40. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -40 Sources of External Information: Web Sites http://www.marketwatch.com/ http://moneycentral.msn.com http://finance.yahoo.com http://www.bloomberg.com/markets/ https://us.etrade.com/e/t/invest/markets www.hoovers.com UMFK Databases

41. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -41 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

42. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -42 Assumptions Estimates of future events based upon the best available information in the present

43. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -43 Industry Analysis: The External Factor Evaluation (EFE) Matrix Economic Social Cultural Demographic Environmental Political Governmental Technological Competitive Legal

44. Copyright 2005 Prentice Hall Ch 3 -44 5 Steps (Page 80 & 81) 1.List key external factors 10-20 (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

45. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -45

46. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -46

47. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -47 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

48. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -48 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

49. Copyright 2005 Prentice Hall Ch 3 -49 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

50. Copyright 2005 Prentice Hall Ch 3 -50 GatewayAppleDell CSF’s WtRatingWt’d Score RatingWt’d Score RatingWt’d Score Market share0.1530.4520.3040.60 Inventory sys0.0820.162 40.32 Fin position0.1020.2030.303 Prod. Quality0.0830.2440.3230.24 Cons. Loyalty0.0230.063 40.08 Sales Distr0.1030.3020.2030.30 Global Exp.0.1530.4520.3040.60 Org. Structure0.0530.153 3

51. Copyright 2005 Prentice Hall Ch 3 -51 GatewayAppleDell CSF’s (cont’d) WtRatingWt’d Score RatingWt’d Score RatingWt’d Score Prod. Capacity0.0430.123 3 E-commerce0.1030.303 3 Customer Serv0.1030.3020.2040.40 Price competitive 0.0240.0810.0230.06 Mgt. experience0.0120.0240.0420.02 Total1.002.832.473.49

52. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -52

53. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -53 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 –

54. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -54 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.