This course requires that you can and want to analyze financial statements. If your accounting and analysis skills are rusty, refresh them before taking this course, or expect to spend a significant amount of time figuring out the "numbers" underlying business drivers analysis.
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MBA INTA-GB-2306 specializations:
Undergrad INTA-GB-6056 concentrations:
Undergrad track: Management Consulting
As global competition intensifies and technology forces rapid changes, executives and managers need to understand the key strategic business drivers to lead and manage a business. Consultants and investors need to analyze the competitive position and evaluate the quality of strategic execution to suggest improvements and allocate capital. Bankers need to scan the changing business landscape to identify potential synergies and suggest mergers and acquisitions.
We illustrate a streamlined and structured framework to analyze business drivers of companies from a wide range of industries, excluding financial services. This framework helps us understand their business model, drill into their financial statements, and assess competitive advantage.
The analysis proceeds as follows:
Analyzing a wide range of companies will expand your strategic horizons to enable you to foresee challenges and opportunities due to changing competition, technology, and the economy. The framework and the perspective will sharpen your ability to lead value creation as an entrepreneur or executive or to understand value creation as an investor, banker, analyst, or consultant.
Learn a framework to analyze business drivers to understand and lead value creation:
Let us take a walk around your neighborhood. Start with a CVS or Walgreens. You notice that the actual prescription drug pharmacy is at the back of the store and occupies a small percentage of the total store space. Would you be surprised that around 67% of store sales come from prescription drugs? You may wonder why they do not get rid of the front store and run a small pharmacy to increase profit per square foot. To be “business literate,” you should know what business drivers of a pharmacy.
You then decide to eat something. You think that fast food businesses are highly competitive and probably have low margins. Here is some data from 2012.
|Red Robin Gourmet Burgers
|Jack in the Box
|The Wendy's Company
|Chipotle Mexican Grill
|Burger King Worldwide
Surprised?! McDonald's margin seems to be more than double that of Starbucks.
“OK,” you say, “I read more about tech companies. I know how they work.” How about the table below for 2012?
Apple did not spend that much on R&D, while Intel outspent Pfizer in R&D as a percent of sales.
I find it fascinating to peek at the basic financial and operational characteristics of a wide range of businesses. It is a step towards making sense of businesses financially. This course is about sharing that fascination with you.
Requiring attendance is necessary for several reasons. First, you incorrectly assume you can catch up on a missed class by watching a recording (if available). Videos do not engage your brain as much as a live class. Second, less than 20% of you watch the recording (if available). You are then lost in class, which provides wrong signals to me as an instructor. Third, your absence hurts class discussions. Fourth, you miss out on feedback if you do not work through the questions I pose in class. Fifth, I lose the feedback since there are fewer questions.
The policy below will be in effect only after the add/drop period.
Without mandatory attendance, attendance is often below 50%. Therefore, though I dislike doing this, I penalize absences. If you anticipate being absent for good reasons, please email me well in advance. Please enter "Excused" on the attendance sheet described below to avoid the penalty if I approve. If you miss a class due to emergencies and cannot tell me in advance, do not panic. Take care of the emergency first, and then email me. I will permit you to change the "Absent" to "Excused." But, if you miss a class without a valid reason, there is a penalty, as stated below.
For sections meeting in 150-190 minute sessions, you will lose one grade (A to A-, A- to B+, B+ to B, B to B-, and so on) for EVERY missed session unless you were explicitly excused via email. Thus, if you miss two class sessions, you will lose two grades, and so on.
For sections meeting in 75-80 minute sessions, you will lose one grade (A to A-, A- to B+, B+ to B, B to B-, and so on) for EVERY TWO missed sessions unless you were explicitly excused via email. Thus, if you miss four class sessions, you will lose two grades, and so on.
Please sit in the same seat in every class and display your name tags. For Zoom classes, you must keep your video on AT ALL TIMES. You must also have a good working headset or mic, as it is extremely rude to be inaudible and force me to ask you to repeat yourself. After entering the class, please mark yourself present in the first 20 minutes on the OneDrive sheet (link posted on Brightspace). You will be marked absent if you are more than 20 minutes late unless it is because of factors beyond your control (traffic, subway, interviews running late). You will also be marked absent if you leave the class early unless you have my permission or get it afterward. You will get an F in the course if you are caught cheating on the attendance sheet.
Prerequisite: Any student who has taken the Core financial accounting course can take this course.
Please take this course if you expect the following:
Please do NOT take this course if you expect the following:
We will illustrate the application of frameworks you have learned in your strategy courses to a wide array of companies and industries.
The focus of my course is on a broad financial overview of industries, not on a detailed analysis of financial statements. The latter is reserved for the FSA course.
We will not build any financial statement models in the course. However, you will use excel for certain assignments — basic knowledge of excel is sufficient. This course will help you understand how to extract inputs for valuation models by reading financial statements.
We will discuss value drivers, but we will not discuss valuation theory or build valuation models.
The course highlights how and why businesses differ along the six key drivers listed below:
How do we measure size? Market cap, sales, assets, or the number of employees? What are the merits or demerits of each metric? Is the industry fragmented, or do a few large firms dominate it? What are the reasons for such patterns? For example, how do economies of scale and scope affect the distribution of sizes? What role do network externalities play in industry consolidation? How do the bigger firms differ from smaller firms in the industry? How does size affect risk and return?
What are the drivers of growth? How does growth affect the business model of a company? How does growth affect the financing of a company? What do we know about the rate at which a wider market adopts an innovation?
What are the major components of costs as a percentage of sales? What are the drivers of margins? For example, is the margin driven by pricing power, conversion efficiency, or purchasing power? Is the success driven by R&D, efficient production, or effective marketing? How do the margins change as a company matures? How do companies offset low margins with high volumes and vice versa? How does that affect its hiring and management practices?
How asset-intensive is the business model? Does it create barriers to entry? What risks does it create? How does it affect the financing needs of the companies in that industry? Are the revenue-generating assets listed on the balance sheet?
How does the extent of fixed costs, i.e., operating leverage, affect the company? Does the operating leverage lead to ruinous price competition in a down cycle? Which costs are fixed in the short-run versus the long-run? How does a company mitigate the risks arising from fixed costs?
Is the business cyclical? What do we know about business cycles? What risks do they create? How does fiscal and budgetary policy change in response to business cycles? How does that affect the business we are trying to understand? Is its business model sustainable enough to survive the downturn of a business cycle? Can and how does a company mitigate the risk of down cycles? How does cyclicality affect the financing of a company?
Is the business regulated? Why? What aspects of regulation must it manage to be successful? How does that affect risk?
How much financial leverage do companies in the industry have? Is there a wide variation? How have the business risk, industry cycle, corporate performance, and financial policy affected the leverage? What types of debt do the companies have? How does leverage change over the life cycle of a company? Why do industries differ in their borrowing costs? What is the company’s credit rating? How have the business risk and the extent of leverage affected the borrowing costs? How has debt structuring affected the interest rate?
The schedule depends on the number of teams, which depends on the number of students in class. The following list should give you an idea of what will be covered. The exact details will be provided via a spreadsheet on OneDrive.
|The analytical framework and tools
Renewable energy and utilities
Automobiles and rentals
Marketing intensive industries
|Company of your choice