【正文】 Direct costs: materials, labor, factory overhead Indirect costs SGamp。A: overhead, depreciation, capital costs, Ramp。DCAPACITY CONSTRAINTSBenefits of increased capacity Necessity for market growth Productivity enhancement Decreased costs Introduction of new technology Alternate uses of capacityCosts and Dangers of increased capacity Consider firm and industry excess capacity Impact on prices and industry balance Opportunity cost Consider NPV / IRR Breakeven analysis Payback periodAlternatives to increasing capacity Outsource Lease SubcontractVALUE CHAIN ANALYSISUses of value chain: Costs Profits Activities and core petenciesPrimary ActivitiesInbound Logistics – Receiving, storing, materials handling, warehousing, inventory control, vehicle scheduling and returns to suppliersOperations – Transforming inputs to final product form (machining, packaging, assembly equipment, testing, printing and facility operations)Outbound Logistics – Distributing the finished product (finished goods warehousing, material handling, delivery operation, order processing and scheduling)Marketing and Sales – Induce and facilitate buyer to purchase the product (advertising, sales, quoting, channel, channel relations and pricingService – Maintain and enhance value of product after sale (installation, repair, training, parts supply and product adjustment)Support ActivitiesProcurement – Purchasing of raw materials, supplies, and other consumable items as well as assetsTechnology Development – Knowhow, procedures and technological inputs needed as every value chain activityHuman Resources Management – Selection, promotion, placement, appraisal, rewards, management development and labor/ employee relationsFirm Infrastructure – General management, planning, finance, accounting, legal, government affairs, and quality managementTHREE C’S: CUSTOMER, COMPETITION AND COMPANYCustomer Individual Customer Perceptions Loyalty Switching costs Profitability of customer Purchase behavior Market Size/ Share Growth Segmentation Maturity Trends Product Price Differentiation Life Cycle Technology SubstitutesCompetition Industry Size, number of petitors, market share Competitive response Current strategy Capabilities Economies of scale/ scope Experience curve Resources: Financial Channels Organization Intangibles Competitive responseCompany analysis Economics Costs Profitability Capacity to develop / produce Channels Fit Strategy and vision Core petencies Culture Resources Brand equity Org Structure (incentives, pensation issues) Tools Breakeven analysis Financials Org structure Experience CurvePORTER’S FIVE FORCESBarriers to Entry Economies of scale Proprietary product differences Brand recognition High switching costs for the customer Capital requirements Difficult to access distribution channels Cost advantages of incumbents Government regulation, restrictions on entry Expected retaliationBuyer Power increases with: Bargaining leverage Buyer concentration Low buyer switching costs Buyer information Availability of substitute products High price elasticity Low product differentiation High brand recognition of buyers products Low impact on buyer’s qualityRivalry Increases with: Industry growth High fixed costs + low variable costs High value added Intermittent overcapacity Low product differentiation Low brand recognition Low switching costs Number of petitors Corporate stakes High fixed costs or high specialized assets High barriers to exitSupplier Power Increases Differentiation of inputs Importance of suppliers product/ service in cost Structure of industry Lower Switching costs of suppliers Higher impact of inputs on costs or differentiation Lower Number of substitute inputs Higher threat of forward integration Lower importance of volume to suppliers Lower Supplier ConcentrationThreat of substitute increase: Relative performance of substitutes Low switching costs Higher buyer propensity to substituteGovernment: Regulation shiftFINANCIAL ANALYSIS FRAMEWORKIne Statement Analysis:Gross Revenues Revenues and allowancesNet Sales Cost of Goods Sold Direct Labor Direct Material Sales Overhead (allocation) Delivery costsGross Margin Selling, General amp。 Administrative DepreciationOperating Profit Interest ExpenseProfit before TaxesGet Page: 25Off My Case 199899Agenda:I. Answers from the unprepared 5 minutes(Thum, Rosenband)II. Introduction (Thum) 5 minutesIII. Walk through the Get off My Case Guide 45 minutes (Thum, Morrison, Cannon, Rasmussen)IV. Adjourn to Mixer with firm booths“Get Off My Case” Booklet199899Contents:1. Introduction2. Your Mindset3. The Interview4. Preparation Materials5. Final Note26 / 26