Chapter 4 The Internal Assessment

1. Chapter 4The Internal Assessment Strategic Management: Concepts and Cases. 9th edition Fred R. David PowerPoint Slides by Anthony F. Chelte Western New England College Fred R. David Prentice Hall

2. Chapter Outline • The Nature of an Internal Audit • Integrating Strategy and Culture • Management Fred R. David Prentice Hall

3. Chapter Outline • Marketing • Finance/Accounting • Production/Operations Fred R. David Prentice Hall

4. Chapter Outline • Research and Development • Management Information Systems • The Internal Factor Evaluation Matrix (IFE) Fred R. David Prentice Hall

5. The Internal Assessment Great spirits have always encountered violent opposition from mediocre minds. -- Albert Einstein Fred R. David Prentice Hall

6. Nature of an Internal Audit All organizations – • Strengths • Weaknesses Fred R. David Prentice Hall

7. Nature of an Internal Audit Basis for objectives & strategies: • Internal strengths/weaknesses • External opportunities/threats • Clear statement of mission Fred R. David Prentice Hall

8. Key Internal Forces Functional business areas: • Vary by organization • Divisions have differing strengths and weaknesses Fred R. David Prentice Hall

9. Key Internal Forces Distinctive Competencies • A firm’s strengths that cannot be easily matched or imitated by competitors • Building competitive advantage involves taking advantage of distinctive competencies • Strategies designed in part to improve on a firm’s weaknesses and turn to strengths Fred R. David Prentice Hall

10. Internal Audit • Parallels process of external audit • Gather & assimilate information from: • Management • Marketing • Finance/accounting • Production/operations • Research & development • Management information systems Fred R. David Prentice Hall

11. Internal Audit Involvement in performing an internal strategic-management audit provides vehicle for understanding nature and effect of decisions in other functional business areas of the firm. Fred R. David Prentice Hall

12. Internal Audit Key to organizational success: • Coordination and understanding among managers from all functional areas Fred R. David Prentice Hall

13. Internal Audit Functional relationships: • Number and complexity increases relative to organization size Fred R. David Prentice Hall

14. Internal Audit Financial Ratio Analysis: • Exemplifies complexity of relationships among functional areas of the business Fred R. David Prentice Hall

15. Integrating Strategy and Culture Organizational Culture – Pattern of behavior developed by an organization as it learns to cope with its problem of external adaptation and internal integration…is considered valid and taught to new members Fred R. David Prentice Hall

16. Integrating Strategy and Culture Organizational Culture -- • Resistant to change • May represent a strength or weakness of the firm Fred R. David Prentice Hall

17. Integrating Strategy and Culture Cultural products Fred R. David Prentice Hall

18. Integrating Strategy and Culture Culture can inhibit strategic management: • Miss changes in external environment because they are blinded by strongly held beliefs • When a culture has been effective in the past, natural tendency to stick with it in future, even during times of major strategic change Fred R. David Prentice Hall

19. Functions of Management Five basic activities – • Planning • Organizing • Motivating • Staffing • Controlling Fred R. David Prentice Hall

20. Functions of Management Stage When Most Important Function Planning Strategy Formulation Organizing Strategy Implementation Motivating Strategy Implementation Staffing Strategy Implementation Controlling Strategy Evaluation Fred R. David Prentice Hall

21. Functions of Management Planning • Start of the process • Bridge between present and future • Increases likelihood of achieving desired results Fred R. David Prentice Hall

22. Planning Forecasting Establishing objectives Devising strategies Developing policies Setting goals Planning Fred R. David Prentice Hall

23. Functions of Management Organizing • Achieve coordinated effort • Defining task and authority relationships • Departmentalization • Delegation of authority Fred R. David Prentice Hall

24. Organizing Organizational design Job specialization Job descriptions Job specifications Span of control Unity of command Coordination Job design Job analysis Organizational design Job specialization Job descriptions Job specifications Span of control Unity of command Coordination Job design Job analysis Organizational design Job specialization Job descriptions Job specifications Span of control Unity of command Coordination Job design Job analysis Organizing Organizing Organizing Fred R. David Prentice Hall

25. Functions of Management Motivating • Influencing people to accomplish specific objectives • Communication is a major component Fred R. David Prentice Hall

26. Motivating Leadership Communication Work groups Job enrichment Job satisfaction Needs fulfillment Organizational change Morale Motivating Fred R. David Prentice Hall

27. Functions of Management Staffing • Personnel management • Human resources management Fred R. David Prentice Hall

28. Staffing Wage & salary admin Employee benefits Interviewing Hiring Firing Training Management development Safety Affirmative action EEO Labor relations Career development Discipline procedures Management Staffing Fred R. David Prentice Hall

29. Functions of Management Controlling • Ensure actual operations conform to planned operations Fred R. David Prentice Hall

30. Controlling Management Quality control Financial control Sales control Inventory control Expense control Analysis of variances Rewards Sanctions Controlling Fred R. David Prentice Hall

31. Management Audit Checklist • Does the firm use strategic-management concepts? • Are company objectives and goals measurable and well communicated? • Do managers at all hierarchical levels plan effectively? • Do managers delegate authority well? • Is the organization’s structure appropriate? Fred R. David Prentice Hall

32. Management Audit Checklist • Are job descriptions and job specifications clear? • Is employee morale high? • Are employee turnover and absenteeism low? • Are organizational reward and control mechanisms effective? Fred R. David Prentice Hall

33. Marketing Process of defining, anticipating, creating, and fulfilling customers’ needs and wants for products and services Fred R. David Prentice Hall

34. Marketing • Customer analysis • Selling products/services • Product and service planning • Pricing • Distribution • Marketing research • Opportunity analysis Fred R. David Prentice Hall

35. Marketing Customer surveys Consumer information Market positioning strategies Customer profiles Market segmentation strategies Customer analysis Fred R. David Prentice Hall

36. Marketing Advertising Sales Promotion Publicity Sales force management Customer relations Dealer relations Selling Products/services Fred R. David Prentice Hall

37. Marketing Test marketing Brand positioning Devising warrantees Packaging Product features/options Product style Quality Product/service planning Fred R. David Prentice Hall

38. Marketing Forward integration Discounts Credit terms Condition of sale Markups Costs Unit pricing Pricing Fred R. David Prentice Hall

39. Marketing Warehousing Channels Coverage Retail site locations Sales territories Inventory levels Transportation Distribution Fred R. David Prentice Hall

40. Marketing Data collection Data input Data analysis Support all business functions Marketing research Fred R. David Prentice Hall

41. Marketing Assessing costs Assessing benefits Assessing risks Cost/benefit/risk analysis Opportunity Analysis Fred R. David Prentice Hall

42. Marketing Audit • Are markets segmented effectively? • Is the organization positioned well among competitors? • Has the firm’s market share been increasing? • Are present channels of distribution reliable and cost effective? • Does the firm have an effective sales force? Fred R. David Prentice Hall

43. Marketing Audit • Does the firm conduct market research? • Are product quality and customer service good? • Are the firm's products/services priced appropriately? • Does the firm have an effective promotion, advertising, and publicity strategy? Fred R. David Prentice Hall

44. Marketing Audit • Are marketing planning and budgeting effective? • Do the firm’s marketing mangers have adequate experience and training Fred R. David Prentice Hall

45. Finance/Accounting • Determining financial strengths and weaknesses key to strategy formulation • Investment decision (Capital budgeting) • Financing decision • Dividend decision Fred R. David Prentice Hall

46. Finance/Accounting Functions of Finance/Accounting – • Investment decision (Capital budgeting) • Financing decision • Dividend decision Fred R. David Prentice Hall

47. Basic Financial Ratios Firm’s ability to meet its short-term obligations Ratios Current ratio Quick (or acid-test) ratio Liquidity ratios Fred R. David Prentice Hall

48. Basic Financial Ratios • Extent of debt financing Ratios Debt-to-total-assets Debt-to-equity Long-term debt-to-equity Times-interest earned Leverage ratios Fred R. David Prentice Hall

49. Basic Financial Ratios • Effective use of firm’s resources Ratios Inventory-turnover Fixed assets turnover Total assets turnover Accounts receivable turnover Average collection period Activity ratios Fred R. David Prentice Hall

50. Basic Financial Ratios • Effectiveness shown by returns on sales and investment Ratios Gross profit margin Operating profit margin Net profit margin Return on total assets (ROA) Profitability ratios Fred R. David Prentice Hall