Welcome to the Spring 2014

MB107 Executive PresentationOrientation

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Orientation Meeting Agenda• Focal Company and Case?

• Who’s who in the MB107 Program?

• What is the Executive Presentation?

• Dry Run and EP Specifics

• Analysis and Strategy Development

• Financial Target: Economic Logic and Financial Estimates

• Team Dynamics & Project Timeline

• Student Perspective

• The EP day

Introducing the Spring 2014

MB107 Executive Presentation Case

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Google, Amazon, Facebook and Apple In the News

At Sochi Olympics, Crowdsourced OpenStreetMap Trounces Google Maps

Google passes Exxon to be second most valuable US company

B-to-B Ecommerce: Big Opportunity, with Obstacles

Why Traffic To These Google Alternatives Is Soaring

Is travel ecommerce reaching a saturation point?

Google sells Motorola to Lenovo for $2.91 billion; Lenovo will use Motorola's name to enter the US smartphone market

New Apple TV Hardware References Found in iOS 7 Software Builds

At its peak, Twitch’s traffic quashes Amazon, Hulu, Facebook, and Pandora5

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What will you do to move Google forward over the next five years?

The Digital Infrastructure – How to define and capture?

Your job?You must come up with a

well-supported, well-researched, & implementable

STRATEGY to move Googleforward in the next 5 years.

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Who’s Who in MB107 ProgramMB107 Faculty Coordinator – Professor Timothy Harper

MB107 Faculty – Professors David Cohen and Mark Youndt

MB240/316 Coaching Faculty – Professor Tancredi-Penman

MB107 Staff – Terri Kindl, Rebecca McCourt ’14, Christine McEachern ‘14

MB107 Coaches – Enrolled in MB240/316 and Volunteer coaches

MB349 – Prof. Burke

Management and Business Faculty – Experts are available Seek them out for specialized questions (marketing, financials, presentations,…)

Reference Librarian – Barbara Norelli, Social Science Librarian

http://www.skidmore.edu/management_business/mb107/index.php

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MB107 Website:Helping you get ready for the EP Day

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What is the Executive Presentation?Outcome: Strategic Plan for Google Strategic recommendation Financial analysis & projections Detailed plan for marketing, operations, and implementation Briefly describe what other options you considered Why is your chosen strategic path the right course of action?

Formal and Professional Presentation Your Role: Junior Executives of Google Your Audience: Senior Executives from Google (actually executives

from across the country and various industries) Presentation Format:

-Formal Presentation 20-25 minutes – visual aids/hand-outs encouraged-Question and Answer 10-15 minutes -Senior Exec Evaluation/Consensus 10 minutes (students leave room)-Feedback Session 5-7 minutes (you will receive a team grade)

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Dry Run and EP SpecificsDry Runs are Tues/Wed/Thurs nights (March 18, 19, 20)• Each team has been assigned a one-hour time slot on one of these evenings• Presentation in front of 3-4 student execs and MBD faculty• This is to help YOU!• At the very least, you must have:

• A solid situation analysis• A clear strategic recommendation• A good plan for implementation• Basic financials• Basic PowerPoint

• Solid preparation will yield quality feedback• Use feedback to refine and enhance presentation for the EP day (April 25)• Bring your iPhone, Flip, DVD recorder, or other device to film the dry run for your

own review (if needed, contact Media Services to borrow a recording device)

Presentation Day – Friday, April 25 at the Gideon Putnam Resort• Assignment sheet outlines main tasks (Do not ignore it!)• You must update the case to April 25

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Dry Run & EP Specifics: Executives’ Evaluation

Some key concerns Do you have a good understanding of Google’s internal and external

situation? Have you identified the key challenges? Will your strategy address those

challenges? Is your plan implementable? Have you convinced the executives that it

can work? Have you convinced them that it is the right course of action?

Relevant Quote:

Rather, companies are active in the entire borderless domain of "online," and it is no longer very meaningful to ask "In which country is the company based?” Katsuaki Sato, Huffington Post

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Dry Run & EP Specifics: Executives’ Evaluation

You will be evaluated on:1.Your presentation’s substance (content), format and style2.Your professionalism, persuasiveness and presence3.Your teamwork, integration and coordination

Ultimate goal is reliable, consistent, valid, accurate assessments of your strategic plan and presentation. We give them clear evaluation criteria.

You’ll see the evaluation form beforehand. But remember…

This is real-worldHuman perception is involved

Subjective judgments are being madeImperfection is the rule rather than the exception

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Analysis and Strategy Development Start with Situational Analysis

This leads to Strategy DevelopmentExternal Analysis• General/Macro-environment• Porter’s 5 forces• Industry life cycle• KSFs• Value chain• Competitor analysis

– Strategic group mapping– Market segmentation– Rivals’ profiles Strategic

OptionsInternal Analysis• Mission/vision• SWOT• Core/distinctive competencies• Competitive advantage• Internal value chain

Select Optimal Strategy

• Arenas• Vehicles• Differentiators• Staging• Economic logic

Insight and Action!It’s all about…

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Analyze Google’s current situation to identify the major issues.

Two “Key Slides” to include in your presentation:

1. The key challenges/opportunities/issues facing Google are…

2. Our strategy addresses these by… (explain how)

Analysis and Strategy Development

Q: Where should we start?

A: Read the assigned cases, the annual report, any/all reports and articles linked on the MB107 website, and stay current on any “new” news or reports regarding Google.

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Analysis and Strategy Development Your strategic recommendation must be comprehensive

• Lowest costs via scale advantages• Lowest costs via scope and replication advantages• Premium prices due to unmatchable services• Premium prices due to proprietary product features

• Which product categories?• Which market segments?• Which geographical regions?• Which core technologies?• Which value-creation stages?

• Speed of expansion• Sequence of initiatives

• Unique expertise• Customization• Price• Styling• Reliability• Etc., Etc., Etc.

• Internal development• Joint ventures• Partnerships• Licensing & franchising• Mergers & acquisitions

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Economic LogicFinancial Target – Google

Your strategy should:

• Increase Google’s revenue in 2018 by $10 billion over your baseline projection (what its revenues would be without implementing your strategy).

• Increase Google’s operating profit in 2018 by $2 billion over your baseline projection.

You will need to determine what Google’s sales and operating profit would be in 2018 without your strategy, and then demonstrate to the executives that your strategy, if implemented, would increase Google’s sales and operating profit by at least the target amounts.

How do you determine the baseline?

• What does Google say about its future prospects?• What do recent trends at Google and at other search indicate?• What do you think will happen in the economy and on the internet?• What do industry experts say? (YahooFinance, IbisWorld, etc.)

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Financial Target/Economic LogicWhat will account for the returns of your strategy?

Some Key Executive Concerns:Capital

- What is your funding source? How will you pay for your proposed plan?- Operations? Investments? Financing? Cash?

Can you explain your quantitative analysis?- Offer a coherent explanation of your finances- Realism – Is it realistic? Feasible? You need to provide a good story - Back it up – Use external sources to provide evidence

Explain and justify the assumptions that underlie your numbers- Assumptions about costs (cost of goods sold, inventory, supplier relations, distribution, facility costs, employee-related costs)- Assumptions about growth (revenue projections, units sold, sales in different product categories, in different regions, market share, revenue projections)

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Team Dynamics: Your Junior Executive Team Create SYNERGY & ride MOMENTUMApply individual and team GOAL-SETTINGBe ACCOUNTABLE to your teamCOMMUNICATE early, often, and effectively

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Team Dynamics

MB107 Teams Fail When Team Members or Individuals:Don’t develop competencies from the course

Use the analytical tools you’re learning in MB107

Engage in social loafing Instead, hold each other accountable Share the workload

Fail to take the advice of others Instead, recognize escalation of commitment is occurring Realize when it’s time to move on Seek intervention when you need to

Emphasize relationships, rather than the task Instead, look for symptoms of groupthink Mare sure you’re not putting “getting along” ahead of

making good decisions

Don’t forget the 360-degree evaluations!

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Team Dynamics:Your Coaches

Coaches work with your team• They won’t do the work for you

They are facilitators, advisors, and leadersThey’re here to help you negotiate team relationshipsThey’ll help you stay on targetThey work with you from today through to December 6th

  

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Team Dynamics:Meetings

Keep a schedule that works for everyone

If your team needs a place to meet for one or two nights during the semester, you must reserve a room.

You cannot assume that campus spaces are available.

Room reservations should be made only when you absolutely need them and through Skidmore’s Scheduling

Office:

http://cmsauthor.skidmore.edu/odsp/scheduling-office.cfm   

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Teambuilding & Situation analysis

• Thorough analysis• Identify the key issues…be able to back it up

Alternate strategies

• Come up with 2 alternates• Do they address the issues?

Pick a Strategy & Develop

implementation

• What to do (how, action plan, staging, vehicles)• Why it makes sense?

Dry Runs• Great chance for feedback• Be open to it…use it!

Back to the drawing board

• Major revisions to analysis, diagnosis, recommendation, and implementation plan

Financials • Numbers to support your plan• Revenues, expenses, profits, all the details• How do you reach the target?

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Teambuilding & Situation analysis

• Thorough analysis• Identify the key issues…be able to back it up

Alternate strategies

• Come up with 2 alternates• Do they address the issues?

Pick a Strategy & Develop

implementation

• What to do (how, action plan, staging, vehicles)• Why it makes sense?

Dry Runs• Great chance for feedback• Be open to it…use it!

Back to the drawing board

• Major revisions to analysis, diagnosis, recommendation, and implementation plan

Financials • Numbers to support your plan• Revenues, expenses, profits, all the details• How do you reach the target?

Back it up

Substantiate your assertions

Be able to explain:• how you know what you

know• why you’re suggesting

what you’re suggesting

EVIDENCE!

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The Student Perspective Rebecca McCourt ’14 & Christine McEachern ‘14

MB107 Student Coordinatorsrmccourt@skidmore.edu

cmceache@skidmore.edu

We’re here for you!Come to us with team problems, for team support,

for help with preparing for the dry runs or the EP, etc…

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ResourcesMB107 website

Financial Template (excel and word doc)

Your coaches

Student coordinators

Barbara Norelliand Library Resources

MB107 and Coaching Faculty

All MB dept faculty

Tutors and Events: to be announced

SUCCESS

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ResourcesMB107 website

Financial Template (excel and word doc)

Your coaches

Student coordinators

Barbara Norelliand Library Resources

MB107, Coaching, and Leadership Faculty

All MB dept faculty

SUCCESS

Your team is the most critical

resource for success!

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A FEW FINAL NOTESTO BE PROFESSIONAL, YOU MUST BE PREPARED!

– Address technology needs prior to April 25 (multi-media, connection/laptop issues, multiple flash drives, etc.)

Prepare for no Internet access at hotel – This means no email, no datastor, no Dropbox/Cloud/Box

Use USB/flash drives Equipment /power failures – The show must go on…can

you present without PowerPoint?– Travel arrangements – getting to/from the Courtyard Marriott– Know the time of your presentation (it’s a tight schedule)– Perform Library Research Assignment – Check your Skidmore e-mail multiple times each day!