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30 Slides
Taxes, Services,
goods money
Services, Taxes,
money goods
Money Money
Middlemen
Goods and services markets Goods and services
A Company‘s Macroenvironment
MACROENVIRONMENT
Le
IMMEDIATE INDUSTRY &
gi
y
sl
og
COMPETITVE ENVIRONMENT
a ti
l
no
on
ch
an
Te
dr
Suppliers Substitute
eg
u lat
i on
s
So COMPANY
c i al
Va Rival Firms h ics
Buyers
lu
es r ap
an og
dL e m
ife New Entrants o nd
st y
le s l ati
p u
Po
The Economy at large
Break-even Analysis
35 Total
Revenue
30
25
Total Costs
$ Millions
20
15
10 Fixed
Expenses*
0
50 100 150 200
Break-Even Volume Units Sold (000)
(90,000)
Profit Loss
* Fixed Expenses = Marketing Expenses and Other Direct
Expenses
Demand and Supply
S
D
F G
E
Price
A B
D
0
Quantity
Elasticity
Price
e = 0 (total
Price
e=-∞ inelastic
e<-1 demand)
e=-1 e=-∞
(total elastic
demand)
e>-1
Quantity Quantity
e=0
P1
Price
(-)
P2
P1
(-)
Price
(+) P2
(+)
0 Quantity 0 Quantity
Demand is elastic and expenditure increases Demand is inelastic and expenditure increases
when price falls from P1 to P2 when price falls from P1 to P2
The Product Life Cycle
Sales
Profits
Development
A
C
Growth B
D
THE INDUSTRY‘S STAGE Competitive
shakeout F
IN THE EVOLUTIONARY
LIFE CYCLE
E
Maturity
Saturation
G
H
Decline
The Product-Positioning Map
High quality
E
A
B High price
Low price
C
D
Low quality
The Four P‘s of McCarthy
Environment
Product Price
Environment
Environment
Place Promotion
Environment
Efficiency vs. Effectiveness
STRATEGIC MANAGEMENT
Effective Ineffective
1 2
OPERATIONAL
MANAGEMENT
3 4
Strengths Weaknesses
Opportunities Threats
The Generic Value Chain
Firm infrastructure
Mar
gin
Technology development
Procurement
Mar
Inbound Operations Outbound Marketing Service
gin
logistics logistics and sales
Primary Activities
The Ansoff Matrix
Existing New
New
Market
Existing product
penetration
development
MARKETS
Market
New Diversification
development
BCG’s Growth-Share Matrix
High Low
Structure
Strategy Systems
Superordinate
Goals
Skills Style
Staff
Core Competencies
Banner
Brand
Business
Units
Core
Products
(Platforms)
Core
Competencies
The General Electric Business Screen
COMPETITIVE POSITION
Low
INDUSTRY Medium
ATTRACITVENESS
High
GE / McKinsey Multifactor Portfolio Matrix
INDUSTRY ATTRACTIVENESS
Manage
Invest Invest Selectively
for Earnings
BUSINESS STRENGTH
Manage
Invest Selectively Harvest or
for Earnings Divest
Manage
Harvest or Harvest or
Selectively
Divest Divest
for Earnings
Market and Technology Risk Bubble Diagram
Very high
MARKET
Moderate
RISK
Very low
TECHNOLOGY RISK
A Nine-Cell Industry Attractiveness-
Competitive Strength Matrix
High Business F
Business A
LONG-TERM
INDUSTRY Medium
ATTRACTIVENESS
Business C Business B
Potential Entrants
Threat of
new entrants
Industry
Bargaining power Bargaining power
competitors
of suppliers of buyers
Suppliers Buyers
Rivalry among
existing firms
Threat of
substitute products
or services
Substitutes
The Generic Strategies
COMPETITIVE ADVANTAGE
Broad
Cost Leadership Differentiation
Target
COMPETITIVE
SCOPE
Narrow
Cost Focus Differentiation Focus
Target
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)
concern for people
Managerial Grid
9
conflict is inevitable
1 2 3 4 5 6 7 8 9
concern for production
ee n r e mot s u C
t ar e po or ci M s dee n r e mot s u C
Activity 1
Function 1
Activity 2
Function 2
Micro operations
Approach
Activity 3
Function 3
Activity 4
Function 4
The Business Process Re-engineering
or p ss e ni s u B s ess ec or p ss e ni s u B
• Quality systems
• Quality costing Inspection
• Problem solving
• Quality planning
Quality control
• Statistical methods
Quality assurance
• Process performance
• Quality standards Total quality management
• Error detection
• rectification
Supply Chain Management
The
Operation
Materials management
Supply chain management
Du Pont Scheme
Return on equity
Earnings after tax
ROE = Owner‘s equity
Operating profit margin Capital turnover Financial structure ratio Financial cost ratio Tax effect ratio
Earnings before interest and tax Sales Invested capital Earnings before tax Earnings after tax
Sales Invested capital Owner‘s equity Earnings before interest and tax Earnings before tax
Cash
Operating costs
Working Capital
requirement
Fixed assets
Financing Life Cycle
Venture
FFF & Angels Investment Banks &
Capitalist
Banks
Early Later
Seed Capital Growth Growth
& Early Stage
Enterprise Enterprise
Cash Flow Mezzanine Public Financing
3rd Market
2nd
1st Initial
Public
Offering
Time
Valley Break-even
of Death point
Emerging Growth
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