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1 Financial Statement Information
2 Financial Statement Information
3 Financial Statement Information
4 Financial Statement Information
5 Market Efficiency and the Role of Financial Statement Analysis
6 Market Efficiency and the Role of Financial Statement Analysis
7 Financial Statement Information Business strategy A leadership plan to achieve a specific set of goals or objectives such as Developing new products or services Entering new markets Increasing customer loyalty Attracting new customers Increasing sales
8 Identifying Competitive Advantages Competitive advantage A product or service that an organization s customers place a greater value on than similar offerings from a competitor First-mover advantage Occurs when an organization can significantly impact its market share by being first to market with a competitive advantage
9 Identifying Competitive Advantages Competitive Intelligence The process of gathering information about the competitive environment to improve the company s ability to succeed Competitive Intelligence analysis tools Porter s Five Forces Model Porter s Three Generic Strategies Porter s Value Chain
10 Porter s Five-Forces Model
11 Financial Statement Information
12 Competitive Advantage Analysis Best-made product Superior customer service Lower costs Superior manufacturing technology Shorter lead times Well-known brand name High value per cost
13 CEO Speak for Competitive Advantages Intensification: improving processes to serve current customers better: reengineer current processes, eliminate ineffective ops. Extension: using efficient existing processes to enter new markets to gain competitive advantage. Augmentation: expanding processes to provide additional services to current customers. Conversion: taking a process that the company performs well and performing it as a service to other companies. Innovation: applying existing processes that one performs well to create and deliver different goods or services. Diversification: creating new processes to deliver new goods or services
14 Competitive Advantage Strategies
15 PORTER S THREE GENERIC STRATEGIES : Choosing A Business Focus
16 Financial Statement Information Information is available from Published annual reports (1) Financial statements (2) Notes to financial statements (3) Letters to stockholders (4) Auditor s report (Independent accountants) (5) Management s discussion and analysis Reports filed with the government e.g., Form 10-K, Form 10-Q and Form 8-K
17 Financial Statement Information Information is available from Other sources (1) Newspapers (e.g., Wall Street Journal ) (2) Periodicals (e.g. Forbes, Fortune) (3) Financial information organizations such as: Moody s, Standard & Poor s, Dun & Bradstreet, Inc., and Robert Morris Associates (4) Other business publications
18 Financial Statement Information Project 1 is peforming a Five Forces and Competitive Advantage Analysis of Your Chosen company and Industry First: Apply 5 Forces Analysis to INDUSTRY Second: Classify the Industry (how value is created). Third: Determine the Key Success Factors (Value Drivers) for the Industry Fourth: Assess the extent to which your firm is managing/achieving these Value Drivers
19 Strategic Implications of Porter s Five Forces Model Industry industry is attractive when: Rivalry is moderate or low Entry barriers are high Good substitutes do not exist Suppliers and buyers are in a weak bargaining position
20 How Firms Should Cope with the Five Competitive Forces Craft a strategy that will: Insulate firm from competitive forces Influence competitive pressures in ways that will favor company Build sustainable competitive advantage
21 Drivers of Change in an Industry Industries change because forces are driving industry participants to alter their actions What are driving forces? Key underlying causes of changing industry & conditions Analyzing Driving Forces Identify forces likely to exert greatest influence over next 1-3 years usually not more than 3-4 factors Assess their impact difference they make Environmental scanning a pre-requisite Discussion: Importance and Applicability for: Equity Analysts Bankers Management of the Firm
22 Common Types of Driving Forces Changes in long-term industry growth rate Changes in buyers of the product & how they use it Product innovation Technological change/process innovation Marketing innovation Entry or exit of major firms Diffusion of technical knowledge Changes in costs and efficiency
23 Common Types of Driving Forces Increasing globalization of industry Market shift from standardized to differentiated products New regulatory policies and/or government legislation Changing societal concerns, attitudes, and risk lifestyles Changes in the degree of uncertainty and business risk
24 Key Success Factors (KSFs) in an Industry What are industry KSFs? The competitive elements that every industry member must be competent at doing or concentrate on achieving in order to be competitive and financially successful in the marketplace Specific strategy elements Product attributes Resources,Competencies & Competitive capabilities
25 Identifying Industry KSFs KSF s in an industry spell difference between Profits and loss Competitive success or failure Answers to three questions pinpoint KSF s (1) On what basis do customers choose between competing brands or sellers? (2) What must a seller do to be competitively successful what resources and competitive capabilities does it need? (3) What does it take for sellers to achieve a sustainable competitive advantage? KSFs consist of 3-5 major determinants of financial & competitive success in an industry
26 Common Types of KSFs (6) Technology-related Scientific research expertise; product innovation capability; expertise in a given technology; etc. Manufacturing-related Low-cost production efficiency; low cost plant location; Quality of manufacture, low-cost product design & engineering, etc Distribution-related Strong network of wholesaler distributors/dealers; ability to gain ample space on retail shelves; accurate filling of customer orders; short delivery times, etc.
27 Common Types of KSFs (6) Marketing-related Customer service; merchandising skills; clever advertising; attractive styling or packaging, Guarantees & warrantees Skills-related Superior workforce talent; quality control know-how; design expertise; technological expertise, etc. Organizational capability Superior information systems; ability to employ internet to conduct business; managerial expertise
28 Consistency between KSFs and Industry Classification Previous KSFs are Generic in Nature Industries have developed their own specific language to describe these generic terms. You need to learn them. Financial Institutions have developed a strategy of relationship banking. Cross-Sell product and services across functional lines in order to generate more fee or service income. Do you see any similarities in the current airline industry?
29 Recapping the Match between KSFs and Industry Classification from 5-Fs
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