Management Models... 150 Slides Product
Price
Promotion
Customer Service People
Place
Processes
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Key Words... Break-even – Financing Life Cycle – Economies of Scale – Elasticity – Sales Cycles – Market Potential – Portfolio Matrix – Product Model – Four P’s – Push/Pull Strategy – Marketing Mix – PDCA Cycle – SWOT – Value Chain – Ansoff Matrix – BCG Matrix – 7-S Model – Core Competencies – GE Business Screen – Nine Cell Industry – Risk/Reward Diagram – Porter’s Five Forces – Industry Competition – Generic Strategies – Geobusiness Model – Porter’s Diamond – Matrix Design – PIMS – Leavitt’s Diamond – Belbin’s Team Roles – Theory X/Y – Maslow’s Hierarchy – Herzberg’s Theory – Cultural Web – Pareto Curve – CIM Concept – Value Drivers
Markets and Structure of Flow Resources
Resources
Resource markets
Money
Taxes, goods
Services, money
Services, money
Manufacturer markets
Taxes, goods
Government markets
Services, money
Money Goods and services
Money
Taxes Services
Taxes, goods
Middlemen markets
Money Goods and services
Consumer markets
A Company‘s Macroenvironment
MACROENVIRONMENT IMMEDIATE INDUSTRY & COMPETITVE ENVIRONMENT Suppliers
Substitute
COMPANY Rival Firms
Buyers New Entrants
The Economy at large
Break-even Point Value $ Sales Profit
Break-even Point Variable costs
Current sales level
Total costs
Fixed costs
0 0
Units sold
Break-even Chart 1200
Dollars (in thousands)
Total revenue 1000
Target profit Total cost
800
600
400
Fixed cost 200
0
10
20
30
40
50
Sales Volume in Units (in thousands)
Break-even Volume 35
Total Revenue
30
$ Millions
25
Total Costs
20 15
Fixed Expenses*
10
5 0 50
Profit
Loss
100 Break-even Volume (90,000)
* Fixed Expenses = Marketing Expenses and Other Direct Expenses
150
200 Units Sold (‘000)
Break-even Regions
Cash flow Returned capital break-even
Cumulative revenue
Cash flow breakeven
$ EVA break-even
Opportunity cost based on capital risk assumed
P&L break-even
Financing Life Cycle Venture Capitalist
FFF & Angels
Seed Capital & Early Stage
Early Growth
Enterprise Cash Flow
Investment Banks & Banks
Later Growth
Mezzanine 3rd
Public Market
2nd
Initial Public Offering
1st
Valley of Death
Break-even point
Emerging Growth
Time
Enterprise Financing
Demand and Supply
S
D
Price
F
G
E
B
A S
0
D
Quantity
Average cost
Economies of Scale
LACs*
Output *Long-run average costs (LACs) Increasing returns to scale, or economies of scale
Price
e=-
8
Price
Elasticity e = 0 (total inelastic demand)
e<-1 e=(total elastic demand)
8
e=-1
e>-1
Quantity
e=0
P1 (-)
Price
Quantity
P2 Price
P1 (+)
(-) P2 (+)
0
Quantity
Demand is elastic and expenditure increases when price falls from P1 to P2
0
Quantity
Demand is inelastic and expenditure increases when price falls from P1 to P2
Price
Inelastic and Elastic Demand
P2
P’2
P1
P’1
Q2 Q1
Q’2
Q’1
Quantity Demanded per Period
Quantity Demanded per Period
(a) Inelastic demand
(b) Elastic demand
Sales and Profit Life Cycles
Sales and Profits ($)
Sales
Profit
Introduction
Growth
Maturity
Time
Decline
Market Potential, Market Volume, Market Share Volume or value
Market potential Market volume
Market share
Time
Sales over profits
The Product Life Cycle I
Sales
Profits Introduction
Growth
Maturiy
Shake-out
Stages over Time
Decline
The Product Life Cycle II
Unit Sales Volume
Introduction
Growth A B C
Maturity
Commodity or Decline
Time Note: A = Moderate Growth, B = Commodity, C = Decline
The Life Cycle Portfolio Matrix THE BUSINESS UNIT‘S COMPETITIVE POSITION Strong Average Weak
Development A C Growth
B
D THE INDUSTRY‘S STAGE IN THE EVOLUTIONARY LIFE CYCLE
Competitive shakeout
F E
Maturity Saturation G H Decline
Patterns of Strategic Change
Continuity
Incremental
Flux
Global
The Whole Product Model
Potential Product Augmented Product Expected Product Generic Product
The Product-Positioning Map High quality
E A
B
Low price
High price
C D
Low quality
The Four Pâ&#x20AC;&#x2DC;s of McCarthy I Environment
Product Place
Price Promotion
Environment
The Four Pâ&#x20AC;&#x2DC;s of McCarthy II High quality Marketing Mix Product variety Quality Design Product Features Brand name Packaging Sizes Services Warranties Returns
Place
Channels Coverage Assortments Locations Inventory Transport
Target Market
Price
Promotion
List price Discounts Allowances Low quality Payment period Credit terms
Sales promotion Advertising Salesforce Public relations Direct marketing
Push versus Pull Strategy
Marketing activities Push Strategy
Manufacturer
Demand
Intermediaries
End users
Demand
Marketing activities Demand
Demand Pull Strategy
Manufacturer
Intermediaries
End users
The Expanded Marketing Mix
Product
Price
Promotion
Customer Service People
Place
Processes
The 6 â&#x20AC;&#x201C; Step Marketing Plan 1
Situation (SWOT)
Action plan
firm market industry competition environment
2
Objectives sales market share market expansion leadership satisfaction
3
Strategy segment â&#x20AC;&#x201C; target price / quality product positioning differentiation diversification
4
budget allocation product promotion price distribution
Marketing Plan
Forecasts
5
quantify: costs sales profits market share Control
6
organization structure measurement tools check frequency => Corrective actions
The PDCA Cycle
Performance
Plan
Act
Do
Check
Path of continous improvement
Time
Enterprise Management Process Decision Process
Enterprise Structure
Mission & Strategy
Customer Satisfaction
Value Improvement
Enterprise Learning Benchmarking
SWOT Analysis Diagram Numerous environmental opportunities
Cell 3: Supports a turnaroundoriented strategy
Cell 1: Supports an aggressive strategy
Substantial internal strengths
Critical internal weaknesses Cell 4: Supports a defensive strategy
Cell 2: Supports an diversification strategy
Major environmental threats
SWOT Analysis I
Strengths
Opportunities
Weaknesses
Threats
SWOT Analysis II STRENGTHS / WEAKNESSES
OPPORTUNITIES / THREATS
Firm, Organization
Environment, Market, Industry
• Market share • Key account share • Growth rate • Supply diversity • Influence • On market • Purchasing / selling deadline • New products cycles • Negotiation power - firm suppliers - customers
MARKET
• Market size • Key account size • Annual growth rate • Market diversity • Price sensitivity • Seasonality • Cycles • Negotiation power - suppliers - consumers
COMPETITION • Firm competitivity - Product, service - Profitability, H.R., … • Segments invested in • Firm’s integration level • High-tech vulnerability
• Competitor types • Concentration level • Intrants / extrants • Market share evolution • Vertical / horizontal integration • Technology substitution
SWOT Analysis III STRENGTHS / WEAKNESSES
OPPORTUNITIES / THREATS
Firm, Organization
Environment, Market, Industry
• Firm margins • Economies of scale • Barriers • Production capacity level
• Adaptability to change • Expertise / Know-How • Patent ownership • Production technology
• Reactivity / Flexibility level • Adaptability • Agressiveness • Working relationships
FINANCE / BUSINESS
TECHNOLOGY
SOCIO - POLITICAL
• Global benefits • Economies of scale • Barriers • Production capacity level
• Maturity / volatility • Complexity • Differentiation • Patents and copyrights • Production technology
• Attitudes / Social trends • Laws and regulations • Pressure groups • Trade union activities
The Generic Value Chain I Support activities
Firm infrastructure Human resource management Technology development Procurement Inbound logistics
Operations
Outbound logistics
Primary activities
Marketing and sales
Service
The Generic Value Chain II FIRM INFRASTRUCTURE HUMAN RESOURCES MANAGEMENT TECHNOLOGY DEVELOPMENT
PROCUREMENT
INBOUND LOGISTICS OPERATIONS
Marketing Management
Advertising
OUTBOUND LOGISTICS
Sales Force Administration
MARGIN
MARKETING & SALES
Sales Force Operations
Technical Literature
SERVICE
Promotion
The Generic Value Chain III Firm infrastructure Human resources management Technology development Procurement
Inbound logistics
Operations
Outbound logistics
Primary Activities
Marketing and sales
Service
The Ansoff Matrix I
Current Products
New Products
Current Markets
Market penetration
Product development
New Markets
Market development
Diversification
The Ansoff Matrix II
PRODUCTS AND/OR SERVICES Existing
Existing
New
Market penetration
New product development
Market development
Diversification
MARKETS
New
The Customer Growth Matrix PRODUCTS AND/OR SERVICES
Existing
Existing
New
Customer loyalty
Customer extension
Customer acquisition
Customer diversification
CUSTOMERS
New
Product-Market Diversification
Product Diversification
Broad
Moderate
Narrow Narrow
Moderate Market Diversification
Broad
BCG’s Growth-Share Matrix I
RELATIVE MARKET SHARE High
High
Star
Low
Cash Cow
Low
Question Mark
MARKET GROWTH RATE
Dog
BCGâ&#x20AC;&#x2122;s Growth-Share Matrix II RELATIVE MARKET SHARE High Star
A
Low Question Mark
High E B MARKET GROWTH RATE
Divest
D
F Low
C G Cash Cows Targeted future position in the corporate portfolio
Dog Present position in the corporate portfolio
Divest
BCGâ&#x20AC;&#x2122;s Growth-Share Matrix III RELATIVE MARKET SHARE 10x
Low MARKET GROWTH RATE
High
1.0x
Low
Star businesses
Question marks
Cash generating businesses
Dog businesses
10%
High
0.1x
BCGâ&#x20AC;&#x2DC;s Growth-Share Matrix IV
Stars
22%
Question Marks
20%
4
1 3
16%
2
14% 12%
5
10%
Dogs
Cash Cows
8% 6%
7
6
4% 2%
Relative Market Share
0.1 x
1x
8 10 x
Market Growth Rate
18%
The New BCG Matrix
Many
Fragmented
Specialization
Stalemate
Volume
Small
Large
NUMBER OF APPROACHES TO ACHIEVE ADVANTAGE Few
SIZE OF ADVANTAGES
Underlying Relationship Between ROI and Market Share in the New BCG Matrix SIZE OF THE ADVANTAGE Small
Large
Stalemate
Volume ROI
ROI
Few
Market share
Market share
NUMBER OF WAYS TO ACHIEVE COMPETITVE ADVANTAGE
Specialization
Fragmented ROI
ROI
Many Market share
Market share
McKinsey‘s Seven ‚S‘s Framework
Structure
Systems
Strategy
Superordinate Goals
Skills
Style
Staff
Disruption and the New 7-S’s VISION PLANNING Vision for Disruption Identifying and creating opportunities for temporary advantage through understanding • Stakeholder Satisfaction • Strategic Soothsaying directed at identifying new ways to serve existing customers better or new customers that no one else serves now.
Capability for Disruption Sustaining for momentum by developing flexible capacities for • Speed • Surprise that can be applied across many actions to build a series of temporary advantages
RESOURCE PLANNING
Market Disruption
Tactics for Disruption Seizing the initiative to gain advantage by • Shifting the Rules • Signaling • Simultaneous and Sequential Strategic Thrusts with actions that shape, mold, or influence the direction or nature of the competitors‘ responses.
PUNCH-COUNTERPUNCH PLANNING
Core Competencies I
Banner Brand
Business Units
Core Products (Platforms)
Core Competencies
Core Competencies II
Processes
Core Competencies Technologies
Capabilities
Core Competencies III Low
Company View
High
High
Competency 1 Competency 5
Market View
Competency 4
Competency 6
Low
Competency 2 Competency 3
The General Electric Business Screen COMPETITIVE POSITION Strong
Low
INDUSTRY ATTRACITVENESS
Medium
High
Average
Weak
Attractiveness/Competitive Position Strategies COMPETITIVE POSITION Strong
High
INDUSTRY ATTRACTIVENESS
• Evaluate potential for • Grow leadership via • Seek dominance Segmentation • Maximize • Identify investment weaknesses • Build strengths
• Identify growth segments Medium • Invest strongly • Maintain position elsewhere
Low
Average
• Maintain overall position • Seek cash flow • Invest at maintenance levels
Weak • Specialize • Seek niches • Consider acquisitions
• Identify growth segments • Specialize • Invest selectively
• Specialize • Seek niches • Consider exit
• Prune lines • Minimize investment • Position to divest
• Trust leader‘s statesmanship • Sic on competitor‘s cash generators • Time exit and divest
Company Position/Industry Attractiveness Screen
High
HOLD
BUILD
BUILD
HARVEST
HOLD
BUILD
Medium
HARVEST
HARVEST
HOLD
Business unit strengths
Medium
High
Low
Low
Industry attractiveness
A Representative Nine-Cell Industry Attractiveness-Competitive Strength Matrix COMPETITIVE STRENGTHS/BUSINESS POSITION Strong
High
LONG-TERM INDUSTRY ATTRACTIVENESS
Average
Business F
Weak
Business A
Medium Business C
Business B
High priority for investment Low Business E
Business D
Medium priority for investment Low priority for investment
GE / McKinsey Multifactor Portfolio Matrix
BUSINESS STRENGTH
INDUSTRY ATTRACTIVENESS
Invest
Invest
Manage Selectively for Earnings
Invest
Manage Selectively for Earnings
Harvest or Divest
Manage Selectively for Earnings
Harvest or Divest
Harvest or Divest
Portfolio Positions and Defensive Strategic Market Plans Very Attractive
Market Attractiveness
Protect
Protect or Harvest
Harvest or Divest
Protect or Focus
Harvest or Divest
Protect
Protect or Focus
Protect or Harvest
Very Unattractive Very Weak Competitive Advantage
Very Strong
Market Attractiveness â&#x20AC;&#x201C; Portfolio Classification and Strategies BUSINESS STRENGHT Strong
5.00
Medium
Weak
Invest / grow Joints High
MARKET ATTRACTIVENESS
Selectivity / earnings Aerospace Fittings
Hydraulic Pumps
3.67
Harvest / divest
Clutches Fuel Pumps
Medium Flexible Diaphragms
2.33
Relief Valves Low
1.00 5.00
3.67
2.33
(a) Classification
1.00
The Risk-Reward Diagrams
RISK
High
Low
High REWARD (NPV)
Low
Contrasting Characteristics of Upstream and Downstream Companies Supply stages in a manufaturing industry (supply chain) Raw materials
Primary manufacturer
Fabricator
Product producer
Consumer marketer
Retail Consumer
Supply flow UPSTREAM ORGANIZATIONS
Centre of gravity of a manufacturing industry
DOWNSTREAM ORGANIZATIONS
Contrasting characteristics of upstream and downstream companies Upstream
Downstream
Commodity Standardize Maximize end users Low-cost producers Sales push Line-driven organization Process innovation Capital budget Capital-intensive Technological know-how Supply and trading/manufacturing and engineering
Proprietary Customize Target end users High margins Marketing pull Line/staff Product innovation R & D/advertising budget People-intensive Marketing skills Product development/marketing
Porterâ&#x20AC;&#x2DC;s Five Forces I Potential Entrants
Threat new entrants
Bargaining power of suppliers
Industry competitors
Bargaining power of buyers
Suppliers Rivalry among existing firms
Threat of substitute products
Substitutes
Buyers
Porterâ&#x20AC;&#x2DC;s Five Forces II Firms in other industries offering Substitute Products
Suppliers of raw materials, parts, components or other resource inputs
RIVALRY AMONG COMPETING SELLERS
Potential New Entrants
Buyers
Forces Driving Industry Competition Potential Entrants
Threat of new entrants
Bargaining power of suppliers
Industry competitors
Suppliers Rivalry among existing firms Threat of substitute products or services Substitutes
Bargaining power of buyers
Buyers
Barriers and Profitability EXIT BARRIERS Low
High
Low
PROFITS=LOW RETURNS=STABLE
PROFITS=LOW RETURNS=RISKY
High
PROFITS=HIGH RETURNS=STABLE
PROFITS=HIGH RETURNS=RISKY
ENTRY BARRIERS
Four Routes to Strategic Advantage Business/Product Offered Old/Existing
New/Creative
KFS
Aggressive initiatives
Compete (wisely) Route 1
Avoid head-on competition
Route 3
Intensify funtional differentiation
Ask „why-why‘s“
Relative superiority
Strategic degrees of Freedom
Route 2
Route 4 Exploit competitor‘s weakness
Maximize user benefit
The Generic Strategies I
Differentiation
Cost Leadership
Focus
The Generic Strategies II
COMPETITIVE ADVANTAGE Lower Cost
Differentiation
Broad Target
Cost Leadership
Differentiation
Narrow Target
Cost Focus
Differentiation Focus
COMPETITIVE SCOPE
Five Modified Competitive Strategies TYPE OF COMPETITVE ADVANTAGE BEING PURSUED
A Broad Cross-Section of Buyers
Lower Cost
Differentiation
Overall Low-Cost Leadership Strategy
Broad Differentiation Strategy
Best-Cost Provider Strategy
MARKET TARGET
A Narrow Buyer-Segment (or Market Niche)
Focused Low-Cost Strategy
Focused Differentiation Strategy
Sweeney‘s Generic Strategies
Marketer
Innovator
Emphasizes • Quality • Dependability • Range
Emphasizes • Quality • Product/service • Performance • Speed • New product/service • Development
Caretaker
Innovator
Emphasizes • Price/ cost • Dependability • Quality
Emphasizes • Quality • Product/service • Performance • Flexibility • Speed
Traditional
Enhanced
Strategic change involves enhancing the operation‘s infrastructure
Basic
Customer service criteria
Enhanced
Strategic change involves enhancing The operation‘s structure
Geobusiness Model
CONTROL VARIABLES
MOTIVATION VARIABLES
CONDITIONING VARIABLES
Porter‘s Diamond
FIRM STRATEGY, STRUCTURE AND RIVALRY
FACTOR CONDITIONS
DEMAND CONDITIONS
RELATED AND SUPPORTING INDUSTRIES
Resource Allocation at Corporate Level
PERCEIVED NEED FOR CHANGE
Low
Low
„Formula“
High
Imposed priorities
EXTENT OF CENTRAL DIRECTION High
Free bargaining
Open competition
PIMS Competitive Strategy Paradigm Market structure • Market differentiation
• Market growth rate • Entry conditions • Unionization
Strategy and tactics • Pricing • R & D spending • New product introduction
• Capital intensity
• Change in relative quality and variety of products/services
• Purchase amount
• Marketing expenses
Competitive position
• Distribution channels
• Relative perceived quality • Relative market share • Relative capital intensity
• Relative cost
• Relative vertical integration • Workforce productivity
Performance • Profitability (ROS, ROI, etc.)
• Growth • Cash flow • Value enhancement • Stock (share) price
International Strategy Options
High
PRODUCT DIVERSITY
Joint venture
Foreign branch
Foreign subsidiary
Licensing/
Joint venture
Foreign branch
Export
Licensing/
Joint venture
Low
Low
High MARKET COMPLEXITY
The Wheel of Competitive Strategy
Product Line
Finance and Control
R&D
Target Market
Marketing GOALS Definition of how the business is going to compete
Objectives for profitability, growth, market share, social responsiveness etc.
Sales
Distribution
Purchasing
Labor
Manufacturing
Generic Competitive Strategies
Return on Investment
Market Share
The Strategic Triangle I Multiple market segments Target segments
Customers
Corporation
Product/service differentiation
Cost
Competitors
The Strategic Triangle II
Customers Needs seeking benefits at acceptable prices
Assets and utilization Company
Cost differentials
Assets and utilization Competitor
Trilogy Strategy - Culture - Structure
Strategy
Structure
Culture
Optimum Degree of Formal Organization
Organizational effectiveness
Degree of formal organization
The Flow of Formal Authority
Functional, Divisional, Multidivisional Structures CEO
CEO
Controlling
Logistics
Manufacturing
Sales
Finance Cement
CEO
R&D
Concrete
Chemicals
Europe
North America
CEO
Europe
North America
Asia
Motor
Motor
Motor
Marine
Marine
Marine
Fire
Fire
Cement
Concrete
Chemicals
Asia
A Matrix Design FUNCTIONAL DEPARTMENTALIZATION Marketing Department Manager
Research and Development Department Manager
Purchasing Department
Production Department
Manager
Manager
PROJECT DEPARTMENTALIZATION Alpha Project
Project Leader
E
E
E
E
Beta Project
Project Leader
E
E
E
E
Gamma Project
Project Leader
E
E
E
E
Models of Virtuality
The Virtual Face
Star-alliance Model
Co-alliance Model
Value-alliance Model
Leavittâ&#x20AC;&#x2DC;s Diamond: The Interaction of Social Forces in an Organization
Task
Structure
People
Technology
Action-centred Leadership
TASK NEEDS
INDIVIDUAL NEEDS
GROUP NEEDS
Belbinâ&#x20AC;&#x2DC;s Team Roles
Shaper
Company Worker
Finisher
Chairman
Resource-Investigator
Group Development
Group effectiveness
Stage V Adjourning Stage IV Performing
Stage III Norming
Stage II Storming
Stage I Forming
Time
Theory X and Theory Y Theory X
Vicious circle of theory X following
confirms
no responsability, no Initiative
strong rules and control
leads to
leads to
passive work attitude
Theory Y following
strenghten
no responsability, no Initiative
strong rules and control
leads to
Strenghten effect of Theory Y
allow
passive work attitude
Maslowâ&#x20AC;&#x2DC;s Hierarchy of Human Needs I
Self-Actualization Needs (self-development and realization)
Esteem Needs (self-esteem, recognition, status)
Social Needs (sense of belonging, love)
Safety Needs (security, protection)
Physiological Needs (hunger, thirst)
Maslowâ&#x20AC;&#x2DC;s Hierarchy of Human Needs II
GENERAL EXAMPLES Achievement
ORGANIZATIONAL EXAMPLES SelfActualization Needs
Challenging Job
Status
Esteem Needs
Job Title
Friendship
Belongingness Needs
Friends in Work Group
Stability
Security Needs
Pension Plan
Shelter
Physiological Needs
Base Salary
Herzberg‘s Motivator-Hygiene Theory
HYGIENE FACTORS
• SALARY • ADMINISTRATION • SUPEVISION • COMPANY POLICY • STATUS • WORKING CONDITIONS
MOTIVATORS
• ACHIEVEMENT • RECOGNITION • RESPONSIBILITY • ADVANCEMENT • NATURE OF WORK
Parallels Among Need Theories of Motivation Herzberg‘s Two-Factor Theory
Motivation Factors
Hygiene Factors
Maslow‘s Hierarchy of Needs
Achievement Work Itself Responsibility Advancement and Growth
Self-Actualization Needs
Recognition
Self-Esteem Esteem Needs Respect of Others
Supervision Interpersonal Relations
Belongingness Needs
Security Company Policies
Interpersonal Security Security Needs Physical Security
Pay Working Conditions
Physiological Needs
Alderfer‘s ERG Theory
Other Key Needs Need for Achievement
Growth Needs
Relatedness Needs
Existence Needs
Need for Power
Need for Affiliation
9 8
Team management (9,9)
Production is incidental to lack of conflict and „good fellowship“
Production is from integration of task and human requirements
7
Country Club Management (1,9)
6
Dampened Pendulum (5,5) (Middle of the road.) Push for production but don‘t go „all out“. Give some but not all all: „be fair but firm“
5 4 3 2 1
Concern for people
Managerial Grid
Impoverished Management (1,1)
Task Management (9,1)
Effective production is unobtainable becaus people are lazy, apathetic and indifferent. Sound and mature relationships are difficult to achieve because, (human nature being what it is) conflict is inevitable
1
2
3
Men are a commodity just as machines. A manager‘s responsibility is to plan, direct and control the work of those subordinate to him
4
5
6
7
8
9
Concern for production
Situational Leadership (Supportive Behaviour) RELATIONSHIP BEHAVIOUR
LEADER BEHAVIOUR
(LOW)
HIGH R4 Able and Willing or Confident
Share ideas and facilitate in decisionmaking
Explain decisions and provide opportunity for clarification
S3
S2
Provide specific Turn over instructions responsibility for and closely decisions and supervise S4 implementation performance TASK BEHAVIOUR (Guidance)
S1
FOLLOWER READINESS MODERATE R3 R2 Able but Unwilling Unable but Willing or Insecure or Confident
FOLLOWER DIRECTED
(HIGH)
LOW R1 Unable and Unwilling or Insecure
LEADER DIRECTED
Cultural Web
Stories Rituals and routines
Symbols
THE PARADIGM Control systems
Power structures
Organizational structures
Dynamics of Paradigm Change
The paradigm
Development of strategy
Implementation
Corporate Performance
if unsatisfactory Step 1 Tighter controls
Step 2 Reconstruct or develop new strategy
Step 3 Abandon paradigm and adopt new one
Four Organizational Cultures Power Culture
Task Culture
Role Culture
Person Culture
Integrated Model of Strategic Management Vision, values, and expectations
Mission
Strategy formulation
Goals, objectives
Situation analysis
Policies and procedures
• Alternatives • Evaluation and choice
• Enviromental opportunities/ threats
• Organizational resources and competences Strategy implementation and planning
Strategic control Why?
What?
How?
Guidelines
M-O-S-T
Mission WHAT
an organization is seeking to do
HOW
an organization will achieve it
Objectives
Strategy
Tactics
Network Analysis, PERT, CPA 5
C
6
2
7
2
4 8
G
A
4 5
0
12 6
D
1
12 0
1
B
E
4
5 4 3
3 F
4
9 5
5 9
KEY: Activity Critical path Event Earliest event time Event number Latest event time
H
The Five Phases of Growth
collaboration
Large
coordination "?" delegation red tape
SIZE OF ORGANIZATION
direction
control
creativity autonomy Small
evolution: stages of growth revolution: stages of crisis
leadership Young
Mature AGE OF ORGANIZATION
The Chasm
The Mainstream Market
The Early Market The Chasm
Inventory Profile Steady and predictable demand (D)
Order quantity Q
Slope = demand rate
Inventory level
Average inventory = Q / 2
Time
Q/D Instantaneous deliveries at rate of D / Q per period
Economic Order Quantity
Costs
Total costs
Holding costs
Economic order quantity (EOQ)
Order quantity
Order costs
Cumulative % of total value
Pareto Curve for ABC-Products
Class A items
Class B items % of total number of items
Class C items
CIM-Concept CIM PPS
CAD/CAM CAD
C
Production Programm Planning
Quantity Planning
CAP
A
Time and Capacity Planning
Place Order
CAM
D
Control Order
The Business Process Re-engineering Approach
Activity 1
Activity 2
Activity 3
Activity 4
Micro operations
Customer needs
Customer needs fulfilled
Function 4
Customer needs fulfilled
Function 3
Business processes
Function 2
Customer needs
Function 1
Business processes
Micro operations
Total Quality Management
• • • • •
Whole operation involved Quality srategy Teamwork Staff empowerment Involves customers and suppliers
• • • •
Quality systems Quality costing Problem solving Quality planning
Inspection
Quality control
• Statistical methods • Process performance • Quality standards • Error detection • Rectification
Quality assurance Total quality management
Supply Chain Management Second-tier suppliers
First-tier suppliers
First-tier customers
Second-tier customers
The Operation
Supply side
Demand side
Purchasing and supply management
Physical distribution management Logistics
Materials management Supply chain management
Internal Rate of Return (IRR)
Main methods of capital expenditure appraisal
Return on Investment ROI
Pay Back
Net Present Value (NPV)
Discounted Cash Flow (DCF)
Internal Rate of Return (IRR)
Net Present Value (NPV)
Main methods of capital expenditure appraisal
Return on Investment (ROI)
Pay Back
Discounted Cash Flow (DCF)
Internal Rate of Return (IRR)
Net Present Value (NPV)
Variance Analysis Profit Variance
Total Cost Variance
Materials Price Variance
Materials Price Variance
Labour Variance
Materials Usage Variance
Variable Overhead Variance
Total Sales Variance
Fixed Overhead Variance
Wage Rate Variance
Sales Volume Variance
Sales Price Variance
Labour Efficiency Variance
The Link Between the Balance Sheets and the Income Statement Balance Sheet December 31, 2001
Assets $170
Income Statement Year 2002
Liabilities $100
Balance Sheet December 31, 2002
Assets $190
Ownerâ&#x20AC;&#x2DC;s equity $70 Revenues $480
Expenses $469.8
Liabilities $113 Ownerâ&#x20AC;&#x2DC;s equity $77
Net Profit $10.2 Retained earnings $7 Dividends $3.2
Working Capital
Simple cycle of operations
Cash
Raw materials inventory
Receivables
Finished goods inventory
Financial Strategy Framework Due dilligence process
Investor Investment strategy
Alternative Investments
Time to close deal
Financial Strategy
Risk/Reward Space
Opportunity
Debt
Entrepreneurial concerns Time to out of cash Future alternatives
Sources and Deal Structure
Equity Other
Burn Rate Operating Requirements
Financial Requirements
Business Strategy
Working Capital Market Strategy Asset Requirement
Technological Strategy
Investor Perceived Risk-Return Space
Angels High
FFF VCs Entrepreneur
PERCEIVED RETURN
Moderate
Realistic Investors
Banks Low
Low
Moderate PERCEIVED RISK
High
Du Pont Scheme Return on equity ROE =
Earnings after tax Owner‘s equity
Return on invested capital ROIC =
Earnings before interest and tax Invested capital
Financial leverage multiplier
Operating profit margin
Capital turnover
Financial structure ratio
Earnings before interest and tax Sales
Sales Invested capital
Invested capital Owner‘s equity
Invested capital
Owner‘s equity
Sales
Operating costs
Cash Working Capital requirement Fixed assets
Financial cost ratio
Tax effects
Tax effect ratio
Earnings before tax Earnings after tax Earnings before interest and tax Earnings before tax
Cost of debt
Tax rate
The Drivers of Value Creation EBIT Operating margin = Sales Sales Capital turnover = Invested capital
EBIT Invested capital (pretax ROIC) Expected after tax ROIC
Tax effect = (1 â&#x20AC;&#x201C; Taxe rate)
Aftertax cost of debt
Estimated cost of equity
Percent of debt financing
Return spread (ROIC â&#x20AC;&#x201C; WACC) Market Value Added (MVA) Weighted average cost of capital WACC
Percent of equity financing
If the present value of the future stream of expected return spreads is negative, MVA is negative and the higher the growth, the more value destroyed.
Economic, political, and social environments
Market structure
Competitive advantages and core competencies
If the present value of the future stream of expected return spreads is positive, MVA is positive and the higher the growth, the more value created.
Sustainability of growth
Business Design Process Economics
Changing Customer Priorities
What are the key assumptions About customers and economics?
Whatâ&#x20AC;&#x2DC;s important to customers?
How can profit be made?
What dimensions matter the most?
What are my choices now? In the future?
Which ones are best?
Are the best choices internally consistens integratable?
Whatâ&#x20AC;&#x2DC;s my best business design?
How long will this design be valid?
How can I prepare for ongoing redesign?
Technology
The Company Center of Gravity
The Entrepreneurial Phase
The Growth Phase
The Success Phase The Center of Gravity
The Center of Gravity The center of gravity
The Company
The Customers
The Company
The Customers
The Company
The Customers
The Traditional Value Chain The Traditional Value Chain Start with Assets, Core Competencies
Assets/ Core Competencies
Inputs, Raw Material
Product/ Service Offering
Channels
The Customer
The Modern Value Chain Start with the Customer
The Customer
Channels
Offering
Inputs, Raw Material
Assets/ Core Competencies
The Modern Value Chain Truly Understanding the Customer
Purchase Criteria Customer Anger Preferences Power Decision-Making Process Purchase Occasion Buyer Behavior Functional Needs Systems Economics
Customer Priorities
Channels
Offering
Inputs, Raw Material
Assets/ Core Competencies
Profit
Customer Solutions Profit
0
Product Pyramid Profit
Price
Volume
Multicomponent Profit
Base Business
Other Components
Switchboard Profit
Buyers
Sellers
$/Unit
Time Profit
Cost
Price
Time
$/Project
Blockbuster Profit
Revenue
Cost Project Type
Profit Multiplier Model
Other Forms
Key Asset
Entrepreneurial Profit
Base Business Spin-Outs
Return on Sales
Specialization Profit
Generalist
Specialist
Profit Margin
Installed Base Profit
Hardware/Base Product
Consumables/ Follow-on Product
Profit Margin
De Facto Standard Profit
Market Share
Price/Unit
Brand Profit
Market Price
Brand Price
Specialty Product Profit
100 %
Revenue
S
S
C
C
Five Years Ago
Today
Profitability by Region
Local Leadership Profit
0
Local Market Share
$/Unit
Transaction Scale Profit
Revenue
Cost
Size of Transaction
Value Chain Position Profit
Cycle Profit
$/Unit
Price
Cost
Utilization
After-Sale Profit
Base Product
Follow-on Products/Services
New Product Profit
Time
Return on Sales
Relative Market Share Profit
Relative Market Share
Cost/Unit
Experience Curve Profit
Cumulative Experience
$/Unit
Low-Cost Business Design Profit
Conventional Business Design
Low Cost Business Design
GE's Business Design: „Sell the Solution, Not Just the Box“
Sell the Box, or ...
Product
... Sell the Whole Solution
Product
The Profit Zone
Options
Accessories
Financing
Services
The SMH Product Pyramid
The Profit Zone
Blancpain Omega, Longines, Rado
Tissot, Certina, Mido, Pierre Balmain, Hamilton, Calvin Klein
Swatch, Flik Flak Endura Lanco
Coca-Cola's Business Design: Manage the Value Chain 1980
Distribution Consumer
Grocery
Logistics
Bottling
Syrup Coca-Cola Brand
Fountain
Vending 1996
Distribution Consumer
Grocery
Logistics
Fountain
Vending The Profit Zone
Coca-Colaâ&#x20AC;&#x2DC;s participation, influence no participation
Bottling
Syrup Coca-Cola Mega Brand Coca-Cola, diet CocaCola, Caff. Free, diet Caff. Free, Cherry, Diet Cherry
The Charles Schwab "Switchboard" Investors
Mutual Fund Companies
Investors
Mutual Fund Companies
The Profit Zone Schwab One Source
Intel's Business Design: „Two Steps Ahead“
The Profit Zone
$/Unit
Intel
AMD
Cost Price
Q2
Q4
Q6
Q8
Quarters Post-Launch
Q10
Disneyâ&#x20AC;&#x2DC;s Business Design Reinvention The Profit Zone
The Value Capture
Cruises
Publishing
Hotels
Television
Retail
Merchandise
Theme Parks
Music
Animated and Live-Action Films The Foundation
Videocassette
The Thermo-Electron "Spin-Outâ&#x20AC;&#x153; Business Design The Profit Zone
Thermo Instrument Systems
Thermo Spectra Thermo Optek
Thermo Voltek Thermo-Electron
Thermedics Thermo Sentron
Thermolase Thermo Trex
Trex Medical
Microsoft's Business Design: Create-the-Standard
OEMs
The Profit Zone Microsoft Applications
Applications Developers
Windows
Customers
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