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Favorite Business Models...

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Markets and Structure of Flow
Resources Resources
Resource
Money markets Money

Taxes, Services,
goods money

Services, money Taxes


Manufacturer Government Consumer
markets Taxes, goods markets Services markets

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 over profits

Sales

Profits

Introduction Growth Maturiy Shake-out Decline

Stages over Time


The Life-Cycle Portfolio Matrix
THE BUSINESS UNIT‘S COMPETITIVE
POSITION
Strong Average Weak

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

Efficient Thrive Die slowly

OPERATIONAL
MANAGEMENT
3 4

Inefficient Survive Die quickly


SWOT Analysis

Strengths Weaknesses

Opportunities Threats
The Generic Value Chain

Firm infrastructure

Human resources management

Mar
gin
Technology development

Procurement

Mar
Inbound Operations Outbound Marketing Service

gin
logistics logistics and sales

Primary Activities
The Ansoff Matrix

PRODUCTS AND/OR SERVICES

Existing New

New
Market
Existing product
penetration
development

MARKETS

Market
New Diversification
development
BCG’s Growth-Share Matrix

RELATIVE MARKET SHARE

High Low

High Star Question


Mark
MARKET
GROWTH
RATE

Low Cash Cow Dog


McKinsey 7-S Framework

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

Strong Average Weak

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

Very low Moderate Very high

TECHNOLOGY RISK
A Nine-Cell Industry Attractiveness-
Competitive Strength Matrix

COMPETITIVE STRENGTHS/BUSINESS POSITION


Strong Average Weak

High Business F
Business A

LONG-TERM
INDUSTRY Medium
ATTRACTIVENESS
Business C Business B

High priority for investment


Low
Medium priority for investment
Business E Business D
Low priority for investment
Porter‘s Five Forces

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

Lower Cost Differentiation

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

Country Club Management (1,9) Team management (9,9)


8

Production is incidental Production is from


to lack of conflict and integration of task
„good fellowship“ and human requirements
7

Dampened Pendulum (5,5)


6

(Middle of the road.)


Push for production but
5

don‘t go „all out“. Give some


but not all all: „be fair but firm“
4

Impoverished Management (1,1)


Task Management (9,1)
Effective production is
3

Men are a commodity


unobtainable becaus people are
just as machines.
lazy, apathetic and indifferent.
A manager‘s responsibility
Sound and mature relationships
2

is to plan, direct and


are difficult to achieve because,
control the work of those
(human nature being what it is)
subordinate to him
1

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

r e mot s u C delli fl uf s dee n r e mot s u C


Total Quality Management

• Whole operation involved


• Quality srategy
• Teamwork
• Staff empowerment
• Involves customers and suppliers

• 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

Second-tier First-tier First-tier Second-tier


suppliers suppliers customers customers

The
Operation

Supply side Demand side

Purchasing and supply Physical distribution


management management
Logistics

Materials management
Supply chain management
Du Pont Scheme
Return on equity
Earnings after tax
ROE = Owner‘s equity

Return on invested capital


Earnings before interest and tax Financial leverage multiplier Tax effects
ROIC =
Invested capital

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

Sales Invested capital Owner‘s equity Cost of debt Tax rate

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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