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Chapter 5 Strategic Planning Strategic Planning Regarding Regarding Operating Operating Processes Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

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Page 1: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Chapter 5Chapter 5

Strategic Planning Strategic Planning Regarding Regarding Operating Operating ProcessesProcesses

Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Page 2: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-2

What are the Primary Influences on Selling Price? What are the Primary Influences on Selling Price? • Customers—

customers want high quality and service at a reasonable price

Must understand customers and respond to their needs

Price increase, demand decreases Price decrease, demand increases

• These trends can be affected by loyalty and unwillingness to substitute (ex: coffee) staple vs. luxury item (hamburger vs steak) Perceived high quality and service (Toyota vs Ford)

Page 3: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-3

What are the Primary Influences on Selling Price?What are the Primary Influences on Selling Price?• Competitor—

Depending on the competitiveness of the market, competitors may influence the selling price

Must monitor and learn from them• Pure competition

Market determines selling price Individual company is price taker (ex: agriculture

industry)

• Monopolistic competition Market influences selling price Individual companies influence selling price through

advertising (ex: airlines, computers, athletic wear)

Page 4: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-4

What are the Primary Influences on Selling Price?What are the Primary Influences on Selling Price?• Legal and social forces—

there are legal restrictions and social influences on selling price

Must monitor changes and learn from them Monopoly (ex: utility companies)

• One company controls market and selling price• Government approves price changes

Oligopoly (ex: oil companies)• Very few companies control selling price• Government monitors selling prices

Price fixing Price gouging

Page 5: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-5

What are the Primary Influences on Selling Price?What are the Primary Influences on Selling Price?• Cost—

In the long run, the selling price set by a company must cover all its costs and provide a sufficient return to the owners

Must control costs and eliminate non-value added activities

• Markup - what is added to cost of product to ensure profit

• Selling margin = selling price - cost• Selling margin % = selling margin/selling price

Page 6: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-6

How does the External Market Influence Selling Prices?How does the External Market Influence Selling Prices?

• Pure competition

• Monopolistic competition

• Oligopoly

• Monopoly

Page 7: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-7

What is the Difference between Penetration Pricing and Predatory Pricing?What is the Difference between Penetration Pricing and Predatory Pricing?

• Penetration pricing Setting a lower initial selling price to entice

customers to try the product/service Legal

• Predatory pricing Setting a low initial selling price (usually below

cost) to drive out the competition Then raise prices once they control the

market Illegal

Page 8: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-8

What is the Difference between Skimming Pricing and Price Gouging?What is the Difference between Skimming Pricing and Price Gouging?• Skimming pricing

Setting higher initial selling prices due to uniqueness of product

Appeals to customers who want to be the first to own the product and are willing to pay more

Later when novelty wears off, lowers the price Legal

• Gouging Setting high price due to unusual increase in

demand (gas prices on 9/11) Illegal

Page 9: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-9

What is the Difference between Life-cycle and Target Pricing?What is the Difference between Life-cycle and Target Pricing?• Life-cycle pricing

Setting a selling price for the life of the product/service based on cost

Determine cost, determine required markup, set selling price

• Target pricing Setting a selling price for the life of the

product/service based on the market Determine selling price, determine required

return, set target cost

Page 10: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-10

What are the Common Reasons for Holding Inventory?What are the Common Reasons for Holding Inventory?

• Meet customer demand

• Smooth production scheduling

• Take advantage of quantity discounts

• Hedge against anticipated cost increases

Page 11: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-11

What are the Common Reasons for Not Holding Inventory?What are the Common Reasons for Not Holding Inventory?

• Significant costs are incurred

• Holding inventory allows the company the “hide” its internal process problems because demand can be met from inventory

Page 12: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-12

What are the Common Compensation Plans?What are the Common Compensation Plans?

• Piece rate Pay based on units completed

• Commission Pay based on sales

• Hourly Pay based on hours worked

• Salary Pay based on period of time

Page 13: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-13

Other Compensation Issues…Other Compensation Issues…

• Gross pay versus net pay Gross = amount earned Net = amount received

Page 14: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-14

Fringe Benefits Companies Provide and Why…Fringe Benefits Companies Provide and Why…

• Insurance Protection for employees

• Paid leave Protection for the company

• Bonuses Additional pay based on some future event

Page 15: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

5-15

How are Bonuses Calculated?How are Bonuses Calculated?

• Bonus amount Net income before bonus (and taxes) Net income after bonus (before taxes) Net income (after bonus and taxes)

• Bonus rate Percentage of bonus amount

Page 16: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

ExampleExample

A company anticipates an income before bonus or taxes of $400,000. It has set its bonus rate at 12% and it expects a tax rate of 20%. Determine the amount of the bonus if:

1. Bonus is based on income before taxes or bonus

2. Bonus is based on income before taxes (after bonus)

3. Bonus is based on net income (after taxes and after bonus)

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Page 17: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Answers; B = BonusAnswers; B = Bonus

1. B = 0.12 * $400,000

B = $48,000

2. B = 0.12 * ($400,000 – B)

B = $48,000 – 0.12B

1.12B = $48,000

B = $42,857.14

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Page 18: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Answers continued; T = TaxAnswers continued; T = Tax

3. B = 0.12 * ($400,000 – B – T)

B = $48,000 – 0.12B – 0.12T

T = 0.20 * ($400,000 – B)

T = $80,000 – 0.20B

B = $48,000 – 0.12B – 0.12 * ($80,000 – 0.2B)

B = $48,000 - 0.12B - $9,600 + 0.096B

B = $38,400 – 0.096B

1.096B = $38,400

B = $35,036.50

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Page 19: Chapter 5 Strategic Planning Regarding Operating Processes Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

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