1 / 45

MIS Case Study

MIS Case Study. The Importance of Studying Cases. Improve analytical ability through studying, analyzing, and discussing actual business scenarios Develop the skills of logical thinking, searching for relevant information, analyzing and evaluation facts, and drawing conclusions.

jwarnick
Download Presentation

MIS Case Study

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. MIS Case Study

  2. The Importance of Studying Cases • Improve analytical ability through studying, analyzing, and discussing actual business scenarios • Develop the skills of logical thinking, searching for relevant information, analyzing and evaluation facts, and drawing conclusions

  3. The Importance of Studying Cases (Cont) • A case is a description of an actual management situation • Paint a picture of the setting of a business decision • A case study is a written story that serves as the basis for a group discussion • A written case attempts to provide a synopsis of past events in the life of an organization

  4. The Importance of Studying Cases (Cont) • A good case will place you in the position of facing a managerial challenge and preparing an action plan • Financial data • Statistical information about the employees and markets • Organizational structure • Technological information • Managerial information

  5. The Importance of Studying Cases (Cont) • Provide hands-on practice in how to think inductively within the context of an actual situation • Combine theoretical concepts with real-life experience to provide practical decision-making experience

  6. Case Analysis Outline • Issue • Environmental Analysis • Problems and opportunities • Alternatives • Recommendation

  7. Competitor Analysis Outline • Description of the competitor company • Financial analysis issue • Stock/investment outlook • Potential/prospective for growth • Competitive structure • Role of research and development • Technological investment and analysis • Recommendation for the future

  8. Industry Analysis Outline • Description of the industry • Financial analysis • Stock/investment outlook • Potential/prospective for growth • Competitive structure • Role of research and development • Technological investment and analysis • Recommendation for the future

  9. Industry Analysis Outline (Cont) To complete the industry analysis, the following steps should be helpful • Identify the industry • Seek general industry information • Identify and search the industry’s trade and consumer magazines • Learn about the consumers of the product or service • Examine the patent and trademark situation in the industry

  10. Industry Analysis Outline (Cont) • Determine the legal issues in the industry • Find information about specific companies in the industry • Define the type of competition in the industry • Examine the geography of the industry • Determine the impact of weather and climate on the industry • Examine the international market • Interview people from the industry • Fill in the gaps with information from information providers

  11. Fast-Food Industry • Restaurant franchising(特許經營) • Provide sales and other support for an agreed period of time • Include name, decor, menu, management system, accounting system, information system • Supplies are ordered from pre-approved sources • During the 1970s and 1980s, 25% of restaurant outlets, 43% of industry sales • Ex. McDonald sells only Coca-Cola soft drinks

  12. Fast-Food Industry (Cont) • Through franchising, a business can quickly grow and achieve higher market penetration than a single-owner business • The five-year survival rate for franchises is much higher than that of start-up businesses (85.7% vs. 23%)

  13. Fast-Food Industry (Cont) • Start-up fees • Trade name, managerial training and support, royalties • McDonald’s $45,000 • Domino’s Pizza $1,000

  14. Fast-Food Industry (Cont) • Additional initial outlays • Rent, inventory, equipment, insurance, licenses • Amount to 10 times the start-up fee • McDonald’s $500,000

  15. Financial Analysis of Franchise Restaurants Industry • $800 billion industry • More than 8 million employees • 1/3 dollars spent on food services goes to franchise restaurants • 1.7% increase in revenues in 1996 • Industry growth (domestic units) decreased from 7.9% in 1994 to 5.9% in 1995

  16. Financial Analysis of Franchise Restaurants Industry (Cont) • 14.6 % average profit levels in 1997 • Pizza and chicken chains grew faster than burger chains

  17. Stock/Investment Outlook • Growth rate: 15% per year • Investment projections for the largest franchises are optimistic • Sales for Wendy’s and McDonald’s will increase by 17% and 14% • The national trend toward two-income households has been beneficial to the restaurant industry

  18. Stock/Investment Outlook (Cont) • In 1996, 51.9% of all spending on food took place in restaurants, 48.1% in grocery stores • In 1972, only 38.2% in restaurants, but 61.8% in grocery stores

  19. Potential for Growth of Franchise Industry • Growth in the entire franchise industry: from 41% to 50% of all retail sales • Sales are expected to reach $2.5 trillion by 2010

  20. Potential for Growth of Franchise Industry (Cont) • Fast-food companies are searching for new areas for growth • Niche marketing in the US • Marketing toward children • Health-conscious and nutritionally balanced meals • Home meal replacement

  21. Potential for Growth of Franchise Industry (Cont) • International development • McDonald’s, KFC, and Burger King in Asia and South America • Nontraditional operations • McDonald’s in Wal-Mart stores and gas stations • Value offerings • McDonald’s combo menu

  22. Competitive Structure of the Franchise Industry • The largest 10 chains make up 15% of all units and account for 23% of all sales • McDonald’s remains the industry leader • More than $15.9 billion in sales • More than 11,000 units in the US

  23. Competitive Structure of the Franchise Industry (Cont) • Mergers change the competitive structure of the industry • Wendy’s merged with Tim Horton’s in 1995 • Wendy’s purchased 40 and 35 restaurants in 1995 and 1996 respectively • Wendy’s also plans to purchase 37 Rax restaurants in 1996 • Wendy’s ended 1996 with 6,300 units

  24. Competitive Structure of the Franchise Industry (Cont) • Boston Market focuses on home-style entrees, vegetables and salads • Boston Market with sales of $384 million in 1994, 150% increase over 1993 • From 217 units to 534 units • Over 1,000 units in 1998 • Bankrupt on October 5, 1998

  25. Competitive Structure of the Franchise Industry (Cont) • A chief competitor to the franchise food industry is grocery stores • Target busy students and working parents by offering more prepared foods, deli counters, and eat-in dining areas

  26. Technological Investment and Analysis in the Fast-Food Industry • Electronic systems track inventories and sales • More efficient operations • Transmit information easily • EDI, Internet, web site, telecommunication technology

  27. Technological Investment and Analysis in the Fast-Food Industry (Cont) • The role of R&D is limited to the test marketing of new products and improvements in food taste, calories, and consistency • Cost, taste, texture, shelf life, fat content

  28. Recommendations for the Future of the Fast-Food Industry • Many challenges during the first five years of 21st century • Sales will continue to lag in the US • Companies must focus on nontraditional and niche markets to increase market share • Delivery speed, customer service, mergers

  29. Questions • What challenges and opportunities is the industry facing? • Does the industry face a change in government regulation? • How will technology impact the industry?

  30. Why technology management? • Technology management is the ultimate battleground that will determine which companies and owners will be the winners and losers in the wealth creation game.

  31. The Role of Technology • A key factor in defining competitive advantage in the modern business world • A pervasive factor of production in the future

  32. The Role of Technology (Cont) • Intellectual property mostly relates to technology, not people • High tech industries • Advanced engineering, electronics, biological sciences, aerospace and aviation • Not high tech industries • Three major companies in the tire industry

  33. The Role of Technology (Cont) • Managers’ attention over the past 50 years has been taken up with “people problems” • Technology management and innovation are becoming the ultimate battleground for leading companies • Xerox vs. Canon, Toyota vs. GM, Ford vs. Honda, IBM vs. Apple, Fuji vs. Kodak

  34. The Role of Technology (Cont) • The adoption and implementation of technology can be thought of as one important aspect of innovation • Innovation • New products, new processes, new managerial approaches, and combinations of these three

  35. The Role of Technology (Cont) • Technology should be considered with the following • How are technological issues recognized by senior management? As a black box? As an input to long-range planning? For meeting short-term objectives? • How explicit is the recognition of technology in each of these roles?

  36. The Role of Technology (Cont) • How has management used technology to implement strategic objectives? • How is technology being monitored? • How are activities relevant to technology recognized and organized in the enterprise?

  37. The Role of Technology (Cont) • Determine the success of any technology in industry • Functional performance • Acquisition costs • Ease of use characteristics • Operation costs • Reliability • Serviceability • Compatibility

  38. The Role of Technology (Cont) • Another important concept in technology management is the emergence of dominant designs • IBM PC • Microsoft Windows operating systems for PCs

  39. The Role of Technology in HP • The implementation of SMT at ASMC • ASMC adopted new SMT technology to replace old technology in manufacturing high quality ultrasound imaging products • From through-hole (TH) technology to SMT technology • Reductions in board size, improved system performance, labor savings

  40. A General Manager’s Perspective on Managing Technology • The introduction of advanced technologies is more like changing from a car to a helicopter than changing from an old car to a newer model of car • Create new opportunities

  41. Technology Forecasting • R&D management can be characterized into three phases • The first stage, 1950-1975, was input-oriented. • Setting up of many of modern R&D labs • Establishment of research teams and processes.

  42. Technology Forecasting (Cont) • The second stage, 1975-1990, involved the decentralization of R&D. • Rigid coupling of business needs and development activities • Better project management, planning, and monitoring systems

  43. Technology Forecasting (Cont) • In the third stage, R&D strategy is an integral and vital element of corporate strategy. • Balancing basic research and generic technologies with the needs of business units

  44. Technology Forecasting (Cont) • The new forecasting paradigm for technology integrates it as a part of organizational intelligence.

  45. The field of Technology Management • Technology strategy • Development of technological capability • Innovation management • Technological forecasting • Technology management, manufacturing strategy, and business competitiveness interfaces • Barriers to the adoption of technology • Technology and manufacturing flexibility • E-business, a rapidly developing field of new technology

More Related