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Welcome to the Spring 2014 MB107 Executive Presentation Orientation

Welcome to the Spring 2014 MB107 Executive Presentation Orientation. Orientation Meeting Agenda. Focal Company and Case? Who’s who in the MB107 Program? What is the Executive Presentation? Dry Run and EP Specifics Analysis and Strategy Development

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Welcome to the Spring 2014 MB107 Executive Presentation Orientation

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  1. Welcome to the Spring 2014MB107 Executive PresentationOrientation

  2. Orientation Meeting Agenda • Focal Company and Case? • Who’s who in the MB107 Program? • What is the Executive Presentation? • Dry Run and EP Specifics • Analysis and Strategy Development • Financial Target: Economic Logic and Financial Estimates • Team Dynamics & Project Timeline • Student Perspective • The EP day

  3. Introducing the Spring 2014MB107 Executive Presentation Case

  4. Google, Amazon, Facebook and Apple In the News At Sochi Olympics, Crowdsourced OpenStreetMap Trounces Google Maps Google passes Exxon to be second most valuable US companyB-to-B Ecommerce: Big Opportunity, with Obstacles Why Traffic To These Google Alternatives Is Soaring Is travel ecommerce reaching a saturation point? Google sells Motorola to Lenovo for $2.91 billion; Lenovo will use Motorola's name to enter the US smartphone market New Apple TV Hardware References Found in iOS 7 Software Builds At its peak, Twitch’s traffic quashes Amazon, Hulu, Facebook, and Pandora

  5. The Digital Infrastructure – How to define and capture? What will you do to move Google forward over the next five years?

  6. Your job? You must come up with a well-supported, well-researched, & implementable STRATEGY to move Google forward in the next 5 years.

  7. MB107 Faculty Coordinator – Professor Timothy Harper MB107 Faculty – Professors David Cohen and Mark Youndt MB240/316 Coaching Faculty – Professor Tancredi-Penman MB107 Staff – Terri Kindl, Rebecca McCourt ’14, Christine McEachern ‘14 MB107 Coaches – Enrolled in MB240/316 and Volunteer coaches MB349 – Prof. Burke Management and Business Faculty – Experts are available Seek them out for specialized questions (marketing, financials, presentations,…) Reference Librarian – Barbara Norelli, Social Science Librarian Who’s Who in MB107 Program

  8. MB107 Website: Helping you get ready for the EP Day http://www.skidmore.edu/management_business/mb107/index.php

  9. Outcome: Strategic Plan for Google • Strategic recommendation • Financial analysis & projections • Detailed plan for marketing, operations, and implementation • Briefly describe what other options you considered • Why is your chosen strategic path the right course of action? • Formal and Professional Presentation • Your Role: Junior Executives of Google • Your Audience: Senior Executives from Google (actually executives from across the country and various industries) • Presentation Format: • -Formal Presentation 20-25 minutes – visual aids/hand-outs encouraged • -Question and Answer 10-15 minutes • -Senior Exec Evaluation/Consensus 10 minutes (students leave room) • -Feedback Session 5-7 minutes (you will receive a team grade) What is the Executive Presentation?

  10. Dry Runs are Tues/Wed/Thurs nights (March 18, 19, 20) • Each team has been assigned a one-hour time slot on one of these evenings • Presentation in front of 3-4 student execs and MBD faculty • This is to help YOU! • At the very least, you must have: • A solid situation analysis • A clear strategic recommendation • A good plan for implementation • Basic financials • Basic PowerPoint • Solid preparation will yield quality feedback • Use feedback to refine and enhance presentation for the EP day (April 25) • Bring your iPhone, Flip, DVD recorder, or other device to film the dry run for your own review (if needed, contact Media Services to borrow a recording device) • Presentation Day – Friday, April 25 at the Gideon Putnam Resort • Assignment sheet outlines main tasks (Do not ignore it!) • You must update the case to April 25 Dry Run and EP Specifics

  11. Dry Run & EP Specifics: Executives’ Evaluation Some key concerns • Do you have a good understanding of Google’s internal and external situation? • Have you identified the key challenges? Will your strategy address those challenges? • Is your plan implementable? Have you convinced the executives that it can work? Have you convinced them that it is the right course of action? Relevant Quote: Rather, companies are active in the entire borderless domain of "online," and it is no longer very meaningful to ask "In which country is the company based?” Katsuaki Sato, Huffington Post

  12. Dry Run & EP Specifics: Executives’ Evaluation You will be evaluated on: • Your presentation’s substance (content), format and style • Your professionalism, persuasiveness and presence • Your teamwork, integration and coordination Ultimate goal is reliable, consistent, valid, accurate assessments of your strategic plan and presentation. We give them clear evaluation criteria. You’ll see the evaluation form beforehand. But remember… This is real-world Human perception is involved Subjective judgments are being made Imperfection is the rule rather than the exception

  13. Analysis and Strategy Development • Start with Situational Analysis • This leads to Strategy Development External Analysis • General/Macro-environment • Porter’s 5 forces • Industry life cycle • KSFs • Value chain • Competitor analysis • Strategic group mapping • Market segmentation • Rivals’ profiles Select Optimal Strategy • Arenas • Vehicles • Differentiators • Staging • Economic logic Strategic Options Internal Analysis • Mission/vision • SWOT • Core/distinctive competencies • Competitive advantage • Internal value chain InsightandAction! It’s all about…

  14. Analysis and Strategy Development Q: Where should we start? A: Read the assigned cases, the annual report, any/all reports and articles linked on the MB107 website, and stay current on any “new” news or reports regarding Google. Analyze Google’s current situation to identify the major issues. Two “Key Slides” to include in your presentation: 1. The key challenges/opportunities/issues facing Google are… 2. Our strategy addresses these by… (explain how)

  15. Lowest costs via scale advantages • Lowest costs via scope and • replication advantages • Premium prices due to • unmatchable services • Premium prices due to proprietary • product features • Which product categories? • Which market segments? • Which geographical regions? • Which core technologies? • Which value-creation stages? Analysis and Strategy DevelopmentYour strategic recommendation must becomprehensive • Internal development • Joint ventures • Partnerships • Licensing & franchising • Mergers & acquisitions • Speed of expansion • Sequence of initiatives • Unique expertise • Customization • Price • Styling • Reliability • Etc., Etc., Etc.

  16. Your strategy should: • Increase Google’s revenue in 2018 by $10 billion over your baseline projection (what its revenues would be without implementing your strategy). • Increase Google’s operating profit in 2018 by $2 billion over your baseline projection. • You will need to determine what Google’s sales and operating profit would be in 2018 without your strategy, and then demonstrate to the executives that your strategy, if implemented, would increase Google’s sales and operating profit by at least the target amounts. • How do you determine the baseline? • What does Google say about its future prospects? • What do recent trends at Google and at other search indicate? • What do you think will happen in the economy and on the internet? • What do industry experts say? (YahooFinance, IbisWorld, etc.) Economic LogicFinancial Target – Google

  17. Some Key Executive Concerns: • Capital • - What is your funding source? How will you pay for your proposed plan? - Operations? Investments? Financing? Cash? • Can you explain your quantitative analysis? • - Offer a coherent explanation of your finances • - Realism – Is it realistic? Feasible? You need to provide a good story • - Back it up – Use external sources to provide evidence • Explain and justify the assumptions that underlie your numbers • - Assumptions about costs (cost of goods sold, inventory, supplier relations, • distribution, facility costs, employee-related costs) • - Assumptions about growth (revenue projections, units sold, sales in • different product categories, in different regions, market share, revenue • projections) Financial Target/Economic LogicWhat will account for the returns of your strategy?

  18. Create SYNERGY & ride MOMENTUM • Apply individual and team GOAL-SETTING • Be ACCOUNTABLE to your team • COMMUNICATE early, often, and effectively Team Dynamics: Your Junior Executive Team

  19. Team Dynamics • MB107 Teams Fail When Team Members or Individuals: • Don’t develop competencies from the course • Use the analytical tools you’re learning in MB107 • Engage in social loafing • Instead, hold each other accountable • Share the workload • Fail to take the advice of others • Instead, recognize escalation of commitment is occurring • Realize when it’s time to move on • Seek intervention when you need to • Emphasize relationships, rather than the task • Instead, look for symptoms of groupthink • Mare sure you’re not putting “getting along” ahead of • making good decisions • Don’t forget the 360-degree evaluations!

  20. Team Dynamics: Your Coaches • Coaches work with your team • They won’t do the work for you • They are facilitators, advisors, and leaders • They’re here to help you negotiate team relationships • They’ll help you stay on target • They work with you from today through to December 6th

  21. Team Dynamics: Meetings Keep a schedule that works for everyone If your team needs a place to meet for one or two nights during the semester, you must reserve a room. You cannot assume that campus spaces are available. Room reservations should be made only when you absolutely need them and through Skidmore’s Scheduling Office: http://cmsauthor.skidmore.edu/odsp/scheduling-office.cfm

  22. Back it up • Substantiate your assertions • Be able to explain: • how you know what you know • why you’re suggesting what you’re suggesting • EVIDENCE!

  23. Rebecca McCourt ’14 & Christine McEachern ‘14 MB107 Student Coordinators rmccourt@skidmore.edu cmceache@skidmore.edu We’re here for you! Come to us with team problems, for team support, for help with preparing for the dry runs or the EP, etc… The Student Perspective

  24. Resources SUCCESS

  25. Your team is the most critical resource for success! Resources SUCCESS

  26. TO BE PROFESSIONAL, YOU MUST BE PREPARED! • Address technology needsprior to April 25 (multi-media, connection/laptop issues, multiple flash drives, etc.) • Prepare for no Internet access at hotel – This means no email, no datastor, no Dropbox/Cloud/Box • Use USB/flash drives • Equipment /power failures – The show must go on…can you present without PowerPoint? • Travel arrangements – getting to/from the Courtyard Marriott • Know the time of your presentation (it’s a tight schedule) • Perform Library Research Assignment • Check your Skidmore e-mailmultiple times each day! A FEW FINAL NOTES

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