Chapter 9 - Steven P. Robbins Mary Coulter LEARNING OUTLINE...

Info iconThis preview shows pages 1–10. Sign up to view the full content.

View Full Document Right Arrow Icon
Steven P. Robbins Mary Coulter
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Ch. 9, Slide 2 L E A R N I N G L E A R N I N G O U T L I N E O U T L I N E 1. Describe three approaches to environmental scanning 2. Explain how to do competitor intelligence legally and ethically 3. Explain how to improve forecasting effectiveness 4. Explain how benchmarking helps a company 5. Discuss two techniques for allocating resources Budgeting: describe the different types of budgets Scheduling: compare Gantt, load, and PERT charts 6. Explain why flexibility is so important to today’s planning techniques 7. Describe project management and how to use Theory of Constraints (TOC) critical chain
Background image of page 2
Ch. 9, Slide 3 Planning: Does It Really Planning: Does It Really Make a Difference? Make a Difference? “A good deal of the corporate planning I have observed is like a ritual rain dance; it has no effect on the weather that follows, but those who engage in it think it does. Moreover, it seems to me that much of the advice and instruction related to corporate planning is directed at improving the dancing, not the weather” Quinn, 1994
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Ch. 9, Slide 4 Assessing the Assessing the Environment Environment Analysis of remote and industry environment key to strategic planning Three Tools Environmental Scanning Forecasting Benchmarking
Background image of page 4
Ch. 9, Slide 5 Environmental Scanning Environmental Scanning Goal = anticipate/interpret change Remote environment STEEP scanning - Tupperware vs. Rubbermaid Industry environment Competitor intelligence Global Scanning
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Ch. 9, Slide 6 Environmental Scanning: Environmental Scanning: Industry Environment Industry Environment Competitor intelligence (Who are they; what are they doing?) Analysis of readily accessible information (often with consultant help) Reverse engineering (imitate innovations) NOT SPYING Economic Espionage Act (1996) Global Scanning Requires more sophisticated tools (e.g. information clipping services )
Background image of page 6
Ch. 9, Slide 7 Forecasting Forecasting Creating predictions of outcomes Based on environmental scanning data Most accurate in stable environments
Background image of page 7

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Ch. 9, Slide 8 Forecasting Forecasting Quantitative forecasting Applying mathematical rules to hard data (e.g. to forecast product demand market share/sales) Qualitative forecasting Using expert judgments/opinions to predict less precise outcomes (e.g. direction of the economy) CPFR Software ( Collaborative Planning, Forecasting, and Replenishment) A standardized way for organizations to use the Internet to exchange product demand data
Background image of page 8
Ch. 9, Slide 9
Background image of page 9

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 10
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 36

Chapter 9 - Steven P. Robbins Mary Coulter LEARNING OUTLINE...

This preview shows document pages 1 - 10. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online