Professional Documents
Culture Documents
Technological
General
Po
lit
ica
En
l/
v ir
Le
on
ga
m
l
en
t
ra
ph
i
og
De
Ge
n
al
t
ob
en
Gl
m
on
vir
En
Competitor
Environment
l
ra
ne
ic
Ge
m
no
Industry
Environment
o
Ec
er
a
Sociocultural
Opportunities and
threats
Unique resources,
capabilities, and core
competencies
The Firm
(sustainable
competitive
advantage)
Distinctive Competencies:
Firms strengths that cannot be easily matched or
imitated by competitors
Building competitive advantage involves taking
advantage of distinctive competencies
Internal Audit
Parallels process of
external audit
Key to Organizational
Success
Information from:
Management
Marketing
Finance/accounting
Production/operations
Involvement in performing an
internal strategicmanagement audit provides
vehicle for understanding
nature and effect of decisions
in other functional business
areas of the firm
Coordination & understanding
among managers from all
functional areas
Functional Relationships
Financial Ratio Analysis
Not easily
substitutable
Empirical Indicators
Rare
Hard to imitate
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
Organizational Culture
Can Inhibit Strategic
Management
Legends
Heroes
Symbols
10
Cultural
Products
Myths
Rites
Rituals
11
Management
Function
Planning
Organizin
g
Strategy
Implementation
Motivatin
g
Strategy
Implementation
Staffing
Strategy
Implementation
Controllin
g
12
Strategy Evaluation
Management
Forecasting
Establishing objectives
Planning
Devising strategies
Developing policies
Setting goals
Ch 4-13
Management
Organizing
Organizational design
Job specialization
Job descriptions
Job specifications
Span of control
Unity of command
Coordination
Job design
Job analysis
Ch 4-14
Management
Motivating
Leadership
Communication
Work groups
Job enrichment
Job satisfaction
Needs fulfillment
Organizational change
Morale
Ch 4-15
Management
Staffing
Ch 4-16
Management
Controlling
Quality
Financial
Sales
Inventory
Expense
Analysis of variance
Rewards
Sanctions
Ch 4-17
Marketing
Customer Needs/Wants for
Products/Services
1. Defining
2. Anticipating
3. Creating
4. Fulfilling
Ch 4-18
Marketing
Marketing Functions
1. Customer analysis
2. Selling products/services
3. Product & service planning
4. Pricing
5. Distribution
6. Marketing research
7. Opportunity analysis
Ch 4-19
Marketing
Customer surveys
Consumer information
Customer
Analysis
Market positioning
strategies
Customer profiles
Market segmentation
strategies
Ch 4-20
Marketing
Selling
Products/Service
s
Advertising
Sales
Promotion
Publicity
Sales force
management
Customer relations
Dealer relations
Ch 4-21
Marketing
Planning
Product/Service
Test marketing
Brand positioning
Devising warrantees
Packaging
Product
features/options
Product style
Quality
Ch 4-22
Marketing
Pricing
Forward integration
Discounts
Credit terms
Condition of sale
Markups
Costs
Unit pricing
Ch 4-23
Marketing
Distribution
Warehousing
Channels
Coverage
Retail site locations
Sales territories
Inventory levels
Transportation
Ch 4-24
Marketing
Marketing
Research
Data collection
Data input
Data analysis
Support business
functions
Ch 4-25
Marketing
Assessing costs
Assessing benefits
Opportunity
Analysis
Assessing risks
Cost/benefit/risk
analysis
Ch 4-26
Finance/Accounting
Finance/Accounting Functions
Does the firm have sufficient
working capital?
Are capital budgeting
procedures effective?
Are dividend payout policies
reasonable?
Are the firms financial
managers experienced & well
1. Investment decision (Capital
trained?
budgeting)
2. Financing decision
3. Dividend decision
27
Production/Operations
Production/Operations Functions
Process
Capacity
Inventory
Workforce
Quality
28
29
Management Information
Systems
Information Systems
CIO/CTO
Security
User-friendly
E-commerce
30
31
32