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MB107 Executive Presentation

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Financials reflection of the adequacy of Whole Foods Strategy and Operations ... Remember Whole Foods is an almost $6 billion company in terms of sales revenues. ... – PowerPoint PPT presentation

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Title: MB107 Executive Presentation


1
MB107 Executive Presentation
  • Whole Foods Market, Inc.

2
Orientation Meeting Agenda
  • What is the Executive Presentation
  • Whos Who in the MB107 Program
  • Whole Foods Market, Inc. Background/Recent News
  • Analysis and Strategy Development
  • Economic Logic/Basic Financial Estimates
  • Team Assignment Project Timeline
  • Executive and Student Perspective
  • Semester Timeline

3
What is the Executive Presentation?
Substance Strategic Plan for Whole Foods Market,
Inc. Strategic Recommendation Financial
Analysis Projections Detailed Marketing
Plan Formal and Professional Presentation Your
Role Junior Executives working for Whole Foods.
Audience Senior Executives from Whole Foods
(actually executives from across the country)
Formal Presentation 20 -25 minutes visual aids
and hand-outs encouraged Question and Answer 12
15 minutes Senior Executive Evaluation 10
minutes (your team leaves the room) Feedback
Session 5 10 minutes (you will receive a team
grade earned here)
4
Whos Who in MB107
MB107 Faculty Coordinator Professor Marty
Canavan MB107 Faculty Professors Betty
Balevic and Professor Caroline DAbate MB107
Student Coordinators Meredith Peeke and Andrew
Heitner Social Science Librarian Barbara
Norelli (Introduction to the Library) MB107
Coaches Assigned to Teams Responsibilities MB1
07 Functional Specialists Available to all
Teams and Coaches Office Hours Management and
Business Faculty
5
Whole Foods Market in the Recent News

http//www.wholefoods.com/

6
Whole Foods Market, Inc. Current StandingMajor
Issue Identification
Where to Start?
Read and refer to the case throughout the process.
Two Key Slides to include in your
presentation 1. What are our key
challenges/opportunities/issues? 2. Explain how
our strategy addresses these?


7
Situational Analyses Leads
to Strategy Development
  • External Analysis
  • General/macro-environment
  • Porters 5 forces
  • Industry life cycle
  • KSF's
  • Value chain
  • Competitor analysis
  • Strategic group mapping
  • Market segmentation
  • Response profile
  • Select Optimal Strategy
  • 5 elements
  • Arenas
  • Vehicles
  • Differentiators
  • Staging
  • Economic logic

Strategic Options (Trade-offs)
  • Internal Analysis
  • SWOT
  • Core/distinctive competencies
  • Internal value chain

8
Strategic Recommendation must
be Comprehensive
  • Arenas
  • Which product categories?
  • Which market segments?
  • Which geographic areas?
  • Which core technologies?
  • Which value chain emphasis?
  • Economic Logic
  • 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?
  • Vehicles
  • Internal Development?
  • Joint Ventures?
  • Licensing/Franchising?
  • Acquisitions?
  • Staging
  • Speed of expansion?
  • Sequence of initiatives?
  • Differentiators
  • Image?
  • Customization?
  • Price?
  • Styling?
  • Product Reliability?

9
Financial Analysis
References Financial Market Data (Whole Foods
Strategic Groups, Natural and Organic Food
Industry Economic Indicators and other relevant
data Financials reflection of the adequacy of
Whole Foods Strategy and Operations Absolute
Performance Relative Performance Strategic
Group Map SWOT Information Key success factors
of Whole Foods versus its competitors Current
Standing on Key Financial Variables Positioning
for Future Financial Performance
10
Financial Projections
  • 3 - 5 year Revenue, Cost, and Operating Income
    Projections
  • Unlike recent years there are no percentage or
    dollar guidelines provided here for measuring
    effective financial change with Whole Foods
    performance. Nevertheless, as your professor will
    continue to remind you during the term, your
    thinking and final recommendations should be
    strategic in nature and not merely tactical. That
    is, the amount of change should be significant
    not minor when measured against where Whole Foods
    current operates and stands. Remember Whole Foods
    is an almost 6 billion company in terms of sales
    revenues. (In effect, small adjustments are at
    best tactical and not strategic in nature.) If in
    doubt about this approach, please speak to your
    MB107 professor.
  • Dont be afraid to lose a little money in years
    one and two
  • Use standard financial statements to communicate
    your
  • revenue projections/cost projections/income-profit
    projections

11
Economic Logic
  • Cash Flow - What is your funding source?
  • Operating and/or Investing and/or Financing
  • Qualitative Explanations for Quantitative
    Analysis
  • - Offer a coherent explanation of your finances.
  • - Realism provide a good story
  • - Use external sources to provide evidence
  • Explain and justify the assumptions that underlie
    your numbers.
  • Growth Rates revenues, customers, same store
    sales/profits, new
  • stores
    sales/profits
  • Advertising explain how proposed advertising
    will impact
  • sales and
    profits dont just provide numbers.

12
Detailed Marketing Plan
Whole Foods Current Marketing Mix Continue or
Change? Product Place (Distribution) Promotion Pr
ice Product Market Opportunities Existing
Products/Brands New Products/Brands Existing
Markets A B New Markets C D Cost-Benefit
Analysis Options A vs. B vs. C vs. D
(Consistent with Whole
Foods Vision Mission?)
13
Junior Executive Team
Accountability
Communication
Team Expectations
Flow
Leadership
Support

14
Team Assignment Project Timeline
Phase 1
Phase 2
Phase 3
Executive Presentation
  • Groups formed Social Event
  • Begin situational analysis
  • Develop strategy
  • Prepare presentation for
  • dry run
  • Revise
  • presentation
  • based on feedback

Fri/Apr27/Marriott
Feb/Mar
Mar/Apr
15
Potential Failure of Groups
Team Assignment
  • Groupthink
  • Escalation of Commitment
  • Social Loafing

16
Executives Evaluation
  • Review Executives Keys to Success on Course
    Webpage
  • Review Evaluation form that will be distributed
    prior to Dry Runs
  • Presentation Evaluations are not unlike
    Interviews
  • Ultimate Goal is reliability and validity!
    However,
  • Human perception involved
  • Subjective judgments are being made
  • People will be people
  • Imperfection is the rule rather than the
    exception

Appreciate the Executives This is not their day
job!!!!!!
17
The Student Perspective
Meredith Andrew What do you think?
18
Resources
Barbara Norelli Library Resources
MB107 Staff MBD Faculty
Coaches And Functional Specialists
MB107 Home Page Team WebCT Sites
19
Dry Run and EP Specifics
  • Dry Runs-March 20 and March 21-Bolton Hall Rooms
  • Minimal Preparation Strategic Concept,
    Strategic Recommendation,
  • Basic Financials,
    Basic PowerPoint
  • What is involved
  • presentation in front of student execs and MBD
    faculty
  • solid preparation will yield quality feedback
  • use feedback to refine and enhance presentation
  • Presentation Day - Friday, April 27, 2007-
    Marriott
  • Assignment sheet outlines main tasks
  • You must update the case to April 27, 2007

20
A Few Final Notes
  • BE PREPARED
  • Address Technology needs prior to April 27
  • (multi-media, Apple issues, laptop issues)
  • Equipment failures the show must go on Can
    you present without PowerPoint?
  • Disks (multiple flash drives etc. etc.)
  • Travel arrangements
  • Know the time of your presentation (its a tight
    schedule)
  • RELAX, BE CREATIVE, HAVE FUN and GOOD LUCK
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