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,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,McGraw-Hill/Irwin,Copyright 2009 by The McGraw-Hill Companies,Inc.All rights reserved.,McGraw-Hill/Irwin Copyr,Chapter,9,Analyzing Strategic Management Cases,Chapter 9 Analyzing Strategic,Why Analyze Strategic Management Cases?,The process of analyzing,decision making,and implementing strategic actions raises many good questions,Why do some firms succeed and others fail?,Why are some companies higher performers than others?,What information is needed in the strategic planning process?,9-,3,Why Analyze Strategic Managem,Why Analyze Strategic Management Cases?,Good questions(Cont.),How do competing values and beliefs affect strategic decision making?,What skills and capabilities are needed to implement a strategy effectively?,Case analysis,Simulates the real-world experience,Forces you to choose among different options,Set forth a plan of action based on your choices,9-,4,Why Analyze Strategic Managem,Skills Developed from Case Analyses,Differentiate,Evaluate many different elements of a situation at once,Differentiating between the factors that are influencing the situation,Understanding that problems are often complex and multilayered,Dig deep,Being too quick to accept an easy solution will probably fail to get to the heart of the problem,9-,5,Skills Developed from Case An,Speculate,Envision explanation that might not readily be apparent,Imagine different scenarios,Contemplate the outcome of a decision,Deal with uncertainty and incomplete knowledge,Missing data,Information may be contradictory,Speculate about details and consequences that are unknown,Skills Developed from Case Analyses,9-,6,SpeculateSkills Developed from,Integrate,Look at the big picture,Have an organization-wide perspective,Integrate the information into one set of recommendations affecting the whole company,Changes made in one part will affect the others,Integrate the impact of various decisions and environmental influences on all parts of the organization,Skills Developed from Case Analyses,9-,7,IntegrateSkills Developed from,How to Conduct a Case Analysis,Put yourself“inside”the case,Think like an actual participant,Strategic decision maker,Board of directors,Outside consultant,Try different perspectives,One of the most challenging is as a business founder or owner,Hiring an outside consultant may not be an option,9-,8,How to Conduct a Case Analysis,Five Steps for Conducting a Strategic Management Case Analysis,Step 1:Become familiar with the material,Read quickly through the case one time,Use initial read-through to assess possible links to strategic concepts,Read the case again,making notes,Evaluate application of strategic concepts,After forming first recommendation,thumb through the case again to assess consequences of actions you propose,9-,9,Five Steps for Conducting a St,Five Steps for Conducting a Strategic Management Case Analysis,Step 2:Identify problems,Some cases have more than one problem,Avoid getting hung up on symptoms,Articulate the problem,Writing down a problem statement gives you a reference point when you proceed through case analysis,Some problems are not apparent until after you do the analysis,9-,10,Five Steps for Conducting a St,Five Steps for Conducting a Strategic Management Case Analysis,Step 3:Conduct strategic analyses,Determine which strategic issues are involved,Use strategic tools to conduct the analysis,Five Forces analysis,Value chain analysis,Contingency frameworks,Financial analysis,Test your own assumptions about the case,9-,11,Five Steps for Conducting a St,Financial Ratio Analysis Techniques,RatioWhat It Measures,Short-term solvency,or liquidity,ratios:,Current ratioAbility to use assets to pay off liabilities.,Quick ratioAbility to use liquid assets to pay off liabilities quickly.,Cash ratioAbility to pay off liabilities with cash on hand.,9-,12,Financial Ratio Analysis Techn,Financial Ratio Analysis Techniques,RatioWhat It Measures,Long-term solvency,or financial leverage,ratios:,Total debt ratioHow much of a companys total assets are financed by debt.,Debt-equity ratioCompares how much a company is financed by debt with how much is it finance by equity.,Equity multiplierHow much debt is being used to finance assets.,Times interest How well a company has its interest obligations covered.,ratio,Cash coverageA companys ability to generate cash from operations.,ratio,9-,13,Financial Ratio Analysis Techn,Financial Ratio Analysis Techniques,RatioWhat It Measures,Asset utilization,or turnover,ratios:,Inventory turnoverHow many times each year a company sells its entire inventory.,Days sales in How many days on average inventory is on hand before it,inventory is sold.,Receivables How frequently each year a company collects on its credit,turnover sales.,Days sales in How many days on average it takes to collect on credit,receivables sales(
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