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Chapter Six. Internal Analysis. How do we define the business?. How do we define the business?. Hawaii Western U.S. U.S. North America Global. How do we define the business?. Packaged Fountain. How do we define the business?. Cans Bottles 6 pack 12 pack 24 pack.

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Presentation Transcript
slide1

Chapter Six

Internal Analysis

how do we define the business1
How do we define the business?
  • Hawaii
  • Western U.S.
  • U.S.
  • North America
  • Global
how do we define the business3
How do we define the business?
  • Cans
  • Bottles
  • 6 pack
  • 12 pack
  • 24 pack
how do we define the business4
How do we define the business?
  • Restaurants
  • C-stores
  • Movies
  • Others
how do we define the business5
How do we define the business?
  • Coke
  • Diet Coke
  • Sprite
  • Fanta
  • Mr. Pibb
  • Other
market share
Market Share

Total Sales

Total Market Sales

market share1
Market Share

Total Sales

Total Market Sales

profitability
Profitability
  • Profit
  • Profit Margin
  • Asset Turnover
  • R.O.A. (return on assets)
profit
Profit
  • Bottom line on the P&L
profit margin
Profit Margin
  • Profit divided by sales
asset turnover
Asset Turnover
  • Sales divided by average total assets
r o a
R.O.A.
  • Profit margin times asset turnover
homework calculate
Homework: Calculate
  • Profit Margin
  • Asset turnover
  • Return on Assets
performance measures reflecting long term profitability
Performance Measures ReflectingLong-Term Profitability

Customer Satisfaction/

Brand Loyalty

Long

Term

Profits

Product/Service Quality

Current

Performance

Brand/Firm Associations

Relative Cost

New Product Activity

Manager/Employee Capability/Performance

Heritage and Values

Chapter 6 - Internal Analysis

Figure 6.1

performance measures reflecting long term profitability1
Performance Measures ReflectingLong-Term Profitability

Customer Satisfaction/

Brand Loyalty

Long

Term

Profits

Current

Performance

Product/Service Quality

Brand/Firm Associations

Relative Cost

New Product Activity

Manager/Employee Capability/Performance

Heritage and Values

Chapter 6 - Internal Analysis

Figure 6.1

performance measures reflecting long term profitability2
Performance Measures ReflectingLong-Term Profitability

Customer Satisfaction/

Brand Loyalty

Long

Term

Profits

Product/Service Quality

Current

Performance

Brand/Firm Associations

Relative Cost

New Product Activity

Manager/Employee Capability/Performance

Heritage and Values

Chapter 6 - Internal Analysis

Figure 6.1

relative cost vs relative performance strategic implications

More Expensive

Inferior

Superior

Less Expensive

Relative Cost vs. Relative Performance - Strategic Implications
  • Change
  • Design
  • Manufacturing/Systems
  • Ignore
  • Value Analysis
  • Raise prices
  • Promote
  • Cost Reduction

Our Component is

  • Value Analysis
  • De-emphasize
  • Upgrade
  • Value Analysis
  • Emphasize/promote
  • Leave it alone

Chapter 6 - Internal Analysis

Figure 6.2

relative cost vs relative performance strategic implications1

More Expensive

Inferior

Superior

Less Expensive

Relative Cost vs. Relative Performance - Strategic Implications
  • Change
  • Design
  • Manufacturing/Systems
  • Ignore
  • Value Analysis
  • Raise prices
  • Promote
  • Cost Reduction

Our Component is

  • Value Analysis
  • De-emphasize
  • Upgrade
  • Value Analysis
  • Emphasize/promote
  • Leave it alone

Chapter 6 - Internal Analysis

Figure 6.2

relative cost vs relative performance strategic implications2

More Expensive

Inferior

Superior

Less Expensive

Relative Cost vs. Relative Performance - Strategic Implications
  • Change
  • Design
  • Manufacturing/Systems
  • Ignore
  • Value Analysis
  • Raise prices
  • Promote
  • Cost Reduction

Our Component is

  • Value Analysis
  • De-emphasize
  • Upgrade
  • Value Analysis
  • Emphasize/promote
  • Leave it alone

Chapter 6 - Internal Analysis

Figure 6.2

relative cost vs relative performance strategic implications3

More Expensive

Inferior

Superior

Less Expensive

Relative Cost vs. Relative Performance - Strategic Implications
  • Change
  • Design
  • Manufacturing/Systems
  • Ignore
  • Value Analysis
  • Raise prices
  • Promote
  • Cost Reduction

Our Component is

  • Value Analysis
  • De-emphasize
  • Upgrade
  • Value Analysis
  • Emphasize/promote
  • Leave it alone

Chapter 6 - Internal Analysis

Figure 6.2

relative cost vs relative performance strategic implications4

More Expensive

Inferior

Superior

Less Expensive

Relative Cost vs. Relative Performance - Strategic Implications
  • Change
  • Design
  • Manufacturing/Systems
  • Ignore
  • Value Analysis
  • Raise prices
  • Promote
  • Cost Reduction

Our Component is

  • Value Analysis
  • De-emphasize
  • Upgrade
  • Value Analysis
  • Emphasize/promote
  • Leave it alone

Chapter 6 - Internal Analysis

Figure 6.2

performance measures reflecting long term profitability3
Performance Measures ReflectingLong-Term Profitability

Customer Satisfaction/

Brand Loyalty

Long

Term

Profits

Product/Service Quality

Current

Performance

Brand/Firm Associations

Relative Cost

New Product Activity

Manager/Employee Capability/Performance

Heritage and Values

Chapter 6 - Internal Analysis

Figure 6.1

performance measures reflecting long term profitability4
Performance Measures ReflectingLong-Term Profitability

Customer Satisfaction/

Brand Loyalty

Long

Term

Profits

Product/Service Quality

Current

Performance

Brand/Firm Associations

Relative Cost

New Product Activity

Manager/Employee Capability/Performance

Heritage and Values

Chapter 6 - Internal Analysis

Figure 6.1

performance measures reflecting long term profitability5
Performance Measures ReflectingLong-Term Profitability

Customer Satisfaction/

Brand Loyalty

Long

Term

Profits

Product/Service Quality

Current

Performance

Brand/Firm Associations

Relative Cost

New Product Activity

Manager/Employee Capability/Performance

Heritage and Values

Chapter 6 - Internal Analysis

Figure 6.1

slide35

Chapter Six

Internal Analysis

See Netlix Values PDF

performance measures reflecting long term profitability6
Performance Measures ReflectingLong-Term Profitability

Customer Satisfaction/

Brand Loyalty

Long

Term

Profits

Product/Service Quality

Current

Performance

Brand/Firm Associations

Relative Cost

New Product Activity

Manager/Employee Capability/Performance

Heritage and Values

Chapter 6 - Internal Analysis

Figure 6.1

benchmarking defined
Benchmarking Defined

“Benchmarking is the process of comparing one’s business processes and performance metrics to industry bests and/or best practices from other industries. Dimensions typically measured are quality, time, and cost. Improvements from learning mean doing things better, faster, and cheaper.”

slide41

Walmart

(all numbers in thousands)

slide42

Walmart

(all numbers in thousands)

slide44

Costco

(all numbers in thousands)

slide45

Costco

(all numbers in thousands)