Selection of Benchmark Business Models for powerpoint presentations

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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 Analysis 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)


Demand and Supply

S

D

Price

F

G

E

B

A S

0

D

Quantity


Price

Price

Elasticity e=-∞

e = 0 (total inelastic demand)

e<-1

e=-∞ (total elastic demand)

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


Sales over profits

The Product Life Cycle

Sales

Profits Introduction

Growth

Maturiy

Shake-out

Stages over Time

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


The Product-Positioning Map High quality

E A

B

Low price

High price

C D

Low quality


The Four P‘s of McCarthy Environment

Product

Place

Price

Promotion

Environment


Efficiency vs. Effectiveness STRATEGIC MANAGEMENT Effective

Ineffective

1 Efficient

Thrive

OPERATIONAL MANAGEMENT

2 Die slowly

3 Inefficient

Survive

4 Die quickly


SWOT Analysis

Strengths

Opportunities

Weaknesses

Threats


The Generic Value Chain Firm infrastructure Human resources management Technology development Procurement

Inbound logistics

Operations

Outbound logistics

Primary Activities

Marketing and sales

Service


The Ansoff Matrix

PRODUCTS AND/OR SERVICES Existing

Existing

New

Market penetration

New product development

Market development

Diversification

MARKETS

New


BCG’s Growth-Share Matrix

RELATIVE MARKET SHARE High

High

Star

Low

Question Mark

MARKET GROWTH RATE

Low

Cash Cow

Dog


McKinsey 7-S Framework

Structure

Systems

Strategy

Superordinate Goals

Skills

Style

Staff


Core Competencies

Banner Brand

Business Units

Core Products (Platforms)

Core Competencies


The General Electric Business Screen COMPETITIVE POSITION Strong

Low

INDUSTRY ATTRACITVENESS

Medium

High

Average

Weak


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


Market and Technology Risk Bubble Diagram

Very high

MARKET RISK

Moderate

Very low

Very low

Moderate TECHNOLOGY RISK

Very high


A Nine-Cell Industry AttractivenessCompetitive 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


Porter‘s Five Forces 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


The Generic Strategies

COMPETITIVE ADVANTAGE Lower Cost

Differentiation

Broad Target

Cost Leadership

Differentiation

Narrow Target

Cost Focus

Differentiation Focus

COMPETITIVE SCOPE


Leavitt‘s Diamond

Task

Structure

People

Technology


Maslow‘s Hierarchy of Human Needs

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)


9

Team management (9,9)

Production is incidental to lack of conflict and „good fellowship“

Production is from integration of task and human requirements

7

8

Country Club Management (1,9)

6

Dampened Pendulum (5,5)

4

5

(Middle of the road.) Push for production but don‘t go „all out“. Give some but not all all: „be fair but firm“

2

3

Impoverished Management (1,1)

1

concern for people

Managerial Grid

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


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


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


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


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