战略管理：建立持续竞争优势（第18版）课件 第4章 内部分析

StrategicManagement:ACompetitiveAdvantageApproach,ConceptsandCasesEighteenthEditionChapter4TheInternalAssessmentCopyright©2024,2020,2017PearsonEducation,Inc.LearningObjectives4.1 Describethenatureandroleofaninternalassessmentinformulatingstrategies.4.2 Discussthenatureandroleofmanagementinformulatingstrategies.4.3 Discussthenatureandroleofmarketinginformulatingstrategies.4.4 Discussthenatureandroleoffinanceandaccountinginformulatingstrategies.LearningObjectives(continued)4.5 Discussmanagementinformationsystems(MIS)intermsofformulatingstrategies.4.6 ExplainhowtodevelopanduseanInternalFactorEvaluation(IFE)Matrix.Figure4.1TheComprehensive,IntegrativeStrategicManagementModelSource:FredR.David,“HowCompaniesDefineTheirMission,”LongRangePlanning22,(February1989):91.SeealsoAnikRatnaningsih,NadjadjiAnwar,PatdonoSuwignjo,andPutuArtamaWiguna,“BalanceScorecardofDavid’sStrategicModelingatIndustrialBusinessforNationalConstructionContractorofIndonesia,”JournalofMathematicsandTechnology(October2010):20.SeealsoMeredithE.David,FredR.David,andForestR.David,“ClosingtheGapBetweenGraduates’SkillsandEmployers’Requirements:AFocusontheStrategicManagementCapstoneBusinessCourse,”AdministrativeSciences11,(2021):10-26.TheProcessofPerforminganInternalAuditTheinternalauditRequiresgathering,assimilating,andprioritizinginformationaboutthefirm'smanagement,marketing,finance,accounting,production/operations,researchanddevelopment(RandD),andmanagementinformationsystemsoperationsProvidesmoreopportunityforparticipantstounderstandhowtheirjobs,departments,anddivisionsfitintothewholefirmTheResource-BasedView(RBV)(1of3)TheResource-BasedView(RBV)ApproachContendsthatinternalresourcesaremoreimportantforafirmthanexternalfactorsinachievingandsustainingcompetitiveadvantage.TheResource-BasedView(RBV)(2of3)ProponentsoftheRBVcontendthatorganizationalperformancewillprimarilybedeterminedbyinternalresources.Theseresourcescanbegroupedinto;Tangible.Intangible.TheResource-BasedView(RBV)(3of3)Foraresourcetobevaluable,itmustbeeither(1)rare,(2)hardtoimitate,or(3)noteasilysubstitutable.ThesethreecharacteristicsofresourcesarecalledEmpiricalIndicators.Theseenableafirmtoimplementstrategiesthatimproveitsefficiencyandeffectivenessandleadtoasustainablecompetitiveadvantage.KeyInternalForcesDistinctivecompetenciesAfirm’sstrengthsthatcannotbeeasilymatchedorimitatedbycompetitors.Buildingcompetitiveadvantagesinvolvestakingadvantageofdistinctivecompetencies.ManagementThefunctionsofmanagementconsistoffourbasicactivities:Planning.Organizing.Motivating.Controlling.TheBasicFunctionsofManagement(1of4)Planning:forecasting,establishingobjectives,devisingstrategies,anddevelopingpolicies.Planningenablesafirmto;Takeintoaccountrelevantfactorsandfocusonthecriticalones.Ensurethatthefirmispreparedforallreasonableeventualitiesandcanmaketimelychangesandadaptasneeded.Gathertheresourcesneededandcarryouttasksinthemostefficientwaypossible.Conserveitsownresourcesandavoidwastingnaturalresources.TheBasicFunctionsofManagement(2of4)Assesswhethertheeffort,costs,andimplicationsassociatedwithachievingdesiredobjectivesarewarranted.Beproactive,anticipate,andinfluencethefuture.Synergy-Anorganizationcandevelopsynergythroughplanning.Synergyexistswheneveryonepullstogetherasateamthatknowswhatitwantstoachieve;synergyistheeffect.TheBasicFunctionsofManagement(3of4)Organizing:organizationaldesign,jobspecialization,jobdescriptions,spanofcontrol,coordination,jobdesign,andjobanalysis.Motivating:leadership,communication,workgroups,behaviormodification,delegationofauthority,jobenrichment,jobsatisfaction,needsfulfillment,organizationalchange,employeemorale,andmanagerialmorale.Humanresourcemanagement(HRM)isthedepartmenttaskedwithemployeemorale.Table4.2SixWaysHumanResourceManagementCanProvideaCompetitiveAdvantageAnalyzeturnoverratestodeterminewhereproblemsare.Measureandmonitoremployeeengagementandmoralescores.Trackemployeedatatoidentifyhighandlowperformers.Determinegoingmarketratesfortalentandaligncompensationwithcompanygoals.Designemployeedevelopmentandtrainingpathwaysthattakeintoaccountthestrategicandlong-termneedsoftheorganization.Provideguidanceonlegalissuesrelatedtoallpersonnelmatters.Source:Basedoninformationfrom/2017/08/21/using-hr-competitive-advantage/TheBasicFunctionsofManagement(4of4)Controlling:qualitycontrol,financialcontrol,salescontrol,inventorycontrol,expensecontrol,analysisofvariances,rewards,andsanctionsControllingconsistsoffourbasicsteps:Establishingperformancestandards.Measuringindividualandorganizationalperformance.Comparingactualperformancetoplannedperformancestandards.Takingcorrectiveactions.Production/OperationsProduction/operationsfunctionConsistsofallthoseactivitiesthattransforminputsintogoodsandservices.Production/operationsmanagementdealswithinputs,transformations,andoutputsthatvaryacrossindustriesandmarkets.Table4.3TheBasicDecisionAreasWithinProduction/OperationsDecisionAreasExampleDecisionsProcessRobotics,facilitylayout,processflowanalysis,linebalancing,processcontrol,andtransportationanalysis.CapacityForecasting,facilitiesplanning,aggregateplanning,scheduling,capacityplanning,queuinganalysis,andcapacityutilization.InventoryLevelofrawmaterials,work-in-process,finishedgoods,whattoorder,whentoorder,howmuchtoorder,andmaterialshandling.WorkforceManagingtheskilled,unskilled,clerical,andmanagerialemployeesbycaringforjobdesign,workmeasurement,jobenrichment,workstandards,andmotivationtechniques.QualityQualitycontrol,sampling,testing,qualityassurance,andcostcontrol.Source:Basedonavarietyofsources.IntegratingStrategyandCultureOrganizationalculturesignificantlyaffectsplanningactivities.Ifstrategiescancapitalizeonculturalstrengths,suchasastrongworkethicorhighlyethicalbeliefs,thenmanagementoftencanswiftlyandeasilyimplementchanges.OrganizationalCultureOrganizationalcultureis“apatternofbehaviorthathasbeendevelopedbyanorganizationasitlearnstocopewithitsproblemofexternaladaptationandinternalintegrationandthathasworkedwellenoughtobeconsideredvalidandtobetaughttonewmembersasthecorrectwaytoperceive,think,andfeel.”Table4.415AspectsofanOrganization’sCultureManagementAuditChecklistofQuestions(1of2)Doesthefirmusestrategic-managementconcepts?Arecompanyobjectivesandgoalsmeasurableandwellcommunicated?Domanagersatallhierarchicallevelsplaneffectively?Domanagersdelegateauthoritywell?Istheorganization'sstructureappropriate?ManagementAuditChecklistofQuestions(2of2)Arejobdescriptionsandjobspecificationsclear?Isemployeemoralehigh?Areemployeeturnoverandabsenteeismlow?Areorganizationalrewardandcontrolmechanismseffective?MarketingTheprocessofdefining,anticipating,creating,andfulfillingcustomers’needsandwants.Isultimatelyaboutsatisfyingcurrentandpotentialcustomers’needs.Table4.5onthenextslidelistssomefirmsthatdoitwell.Table4.5The10Best(Among250)CompaniesinCustomerSatisfactionAccordingtotheWallStreetJournalCompanyCustomerSatisfactionScoreIBM84.2CaterpillarInc.76.6AgilentTechnologiesInc.76.1Procter&GambleCompany75.1CiscoSystemsInc.74.2AccenturePLC73.3CloroxCompany72.5MolsonCoorsBeverageCompany72.3FordMotorCompany71.7TEConnectivityLtd.71.6Source:Basedoninformationfrom/articles/top-companies-for-customer-satisfaction-11613492860FiveBasicActivitiesinMarketingMarketingresearchandtargetmarketanalysis.Productplanning.Pricingproducts.Promotingproducts.Placingordistributingproducts.MarketingResearchandTargetMarketAnalysisMarketingResearchThesystematicgathering,recording,andanalyzingofdataaboutproblemsrelatingtothemarketingofgoodsandservices.Canuncovercriticalstrengthsandweaknesses.TargetMarketAnalysisTheexaminationandevaluationofconsumerneedsandwants.Table4.6TheMarketingMixComponentVariablesProductPlacePromotionPriceQualityDistributionchannelsAdvertisingLevelFeaturesandoptionsDistributioncoveragePersonalsellingDiscountsStyleandbrandsOutletlocationSalespromotionAllowancesPackagingSalesterritoriesPublicityPaymenttermsProductlineInventorylevelsBlankBlankWarrantyandservicesTransportationcarriersBlankBlankSource:Basedonavarietyofsources.ProductPlanningProductPlanningIncludesactivitiessuchastestmarketing;productandbrandpositioning;devisingwarranties;packaging;determiningproductoptions,features,style,andquality;deletingoldproducts;andprovidingforcustomerservice.Importantwhenacompanyispursuingproductdevelopmentordiversification.PricingPricingReferstodecidingtheamountanindividualmustexchangetoreceiveafirm’sproductoffering.Pricingstrategiesareoftenbasedoncosts,demand,thecompetition,oroncustomers’needs.PromotionPromotionIncludesmanymarketingactivities,suchasadvertising,salespromotion,publicrelations,personalselling,anddirectmarketing.CommonpromotionaltoolsdesignedtoinformconsumersaboutproductsincludeTVadvertising,magazineads,billboards,websites,andpublicrelations,amongothers.DistributionChannelsofDistributionThisisatermthatreferstovariousintermediariesthattakeaproductfromaproducertoanendcustomer.Theseintermediarieshavenamessuchaswholesalers,retailers,brokers,facilitators,agents,vendors,orsimplydistributors.MarketingAuditChecklistofQuestionsAremarketssegmentedeffectively?Istheorganizationpositionedwellamongcompetitors?Arepresentchannelsofdistributionreliableandcosteffective?Isthefirmconductingandusingmarketresearcheffectively?MarketingAuditChecklistofQuestions(continued)Areproductqualityandcustomerservicegood?Arethefirm'sproductsandservicespricedappropriately?Doesthefirmhaveaneffectivepromotionalstrategy?Isthefirm'sInternetpresenceexcellentascomparedtorivals?Finance/AccountingFunctions(1of4)Financialconditionisoftenconsideredthesingle-bestmeasureofafirm’scompetitivepositionandoverallattractivenesstoinvestors.Table4.7onthenextslidelistsfirmsstronginthisarea.Thefunctionsoffinance/accountingcomprisethreedecisions:Theinvestmentdecision.Thefinancingdecision.Thedividenddecision.Table4.7The10Best(Among250)CompaniesforFinancialStrengthAccordingtotheWallStreetJournalCompanyFinancialStrengthScoreMicrosoftCorporation90.9AppleInc.90.3AInc.90.1AlphabetInc.84.2MetaPlatforms83.8PhilipMorrisInternationalInc.80.9MastercardInc.80.2CiscoSystemsInc.80.1EtsyInc.78.3IntelCorporation78.2Source:Basedon/articles/top-companies-for-financial-strength-11618350537Finance/AccountingFunctions(2of4)InvestmentDecision(CapitalBudgeting)Theallocationandreallocationofcapitalandresourcestoprojects,products,assets,anddivisionsofanorganization.FinancingDecisionDeterminesthebestcapitalstructureforthefirmandincludesexaminingvariousmethodsbywhichthefirmcanraisecapital.Finance/AccountingFunctions(3of4)DividendDecisionsConcernissuessuchasthepercentageofearningspaidtostockholders,thestabilityofdividendspaidovertime,andtherepurchaseorissuanceofstock.Determinetheamountoffundsthatareretainedinafirmcomparedtotheamountpaidouttostockholders.Finance/AccountingFunctions(4of4)Financialratioanalysisisthemostwidelyusedmethodfordetermininganorganization’sstrengthsandweaknessesintheinvestment,financing,anddividendareas.Threequestionstoaskabouttheratiosare:Howhaseachratiochangedovertime?Howdoeseachratiocomparetoindustrynorms?Howdoeseachratiocomparewithkeycompetitors?Figure4.2FinancialRatioTrendAnalysisTable4.8ExcellentWebsitestoObtainStrategicInformation(IncludingFinancialRatios)onCompaniesandIndustriesOnlineFreeResourcesForm10KorAnnualReport

/industries/

OnlineSubscriptionResources(LikelySubscribedtobyyourUniversityLibrary)MergentOnline:Factiva:/products/factivaS&PNetAdvantage:/products-services/industry_surveys/en/usOnesource:/OneSourceTable4.8(continued)ExcellentWebsitestoObtainStrategicInformation(IncludingFinancialRatios)onCompaniesandIndustriesYahooIndustryCenter:/ic/HardcopyReferenceBooksforFinancialRatiosinMostLibrariesRobertMorrisAssociate’sAnnualStatementStudies:Anexcellentsourceoffinancialratioinformation.Dun&Bradstreet’sIndustryNorms&KeyBusinessRatios:Anexcellentsourceoffinancialratioinformation.Source:Basedonavarietyofsources.Table4.9(1of4)ASummaryofEssentialFinancialRatiosRatioHowCalculatedWhatItMeasuresLiquidityRatiosBlankBlankCurrentRatioAmathobjectreadscurrentassetsovercurrentliabilities.Theextenttowhichafirmcanmeetitsshort-termobligationsQuickRatioAmathobjectreadscurrentassetsminusinventoryovercurrentliabilities.Theextenttowhichafirmcanmeetitsshort-termobligationswithoutrelyingonthesaleofitsinventoriesLeverageRatiosBlankBlankDebt-to-Total-AssetsRatioAmathobjectreadstotaldebtovertotalassets.ThepercentageoftotalfundsprovidedbycreditorsDebt-to-EquityRatioAmathobjectreadstotaldebtovertotalstockholders’equity.ThepercentageoftotalfundsprovidedbycreditorsversusbyownersLong-TermDebt-to-EquityRatioAmathobjectreadslong-termdebtovertotalstockholders’equity.Thebalancebetweendebtandequityinafirm’slong-termcapitalstructureTimes-Interest-EarnedRatioAmathobjectreadsprofitsbeforeinterestandtaxesovertotalinterestcharges.theextenttowhichearningscandeclinewithoutthefirmbecomingunabletomeetitsannualinterestcostsTable4.9(2of4)ASummaryofEssentialFinancialRatiosRatioHowCalculatedWhatItMeasuresActivityRatiosBlankBlankInventoryTurnoverAmathobjectreadssalesoverinventoryoffinishedgoods.WhetherafirmholdsexcessivestocksofinventoriesandwhetherafirmisslowlysellingitsinventoriescomparedtotheindustryaverageFixedAssetsTurnoverAmathobjectreadssalesoverfixedassets.SalesproductivityandplantandequipmentutilizationTotalAssetsTurnoverAmathobjectreadssalesovertotalassets.WhetherafirmisgeneratingasufficientvolumeofbusinessforthesizeofitsassetinvestmentAccountsReceivableTurnoverAmathobjectreadsannualcreditsalesoveraccountsreceivable.Theaveragelengthoftimeittakesafirmtocollect

creditsales(inpercentageterms)AverageCollectionPeriodAmathobjectreadsaccountsreceivableovertotalcreditsalesdividedby365days.Theaveragelengthoftimeittakesafirmtocollectoncreditsales(indays)Table4.9(3of4)ASummaryofEssentialFinancialRatiosRatioHowCalculatedWhatItMeasuresProfitabilityRatiosBlankBlankGrossProfitMarginAmathobjectreadssalesminuscostofgoodssoldoversales.ThetotalmarginavailabletocoveroperatingexpensesandyieldaprofitOperatingProfitMarginAmathobjectreadsearningsbeforeinterestandtaxesEBIT.Profitabilitywithoutconcernfortaxes

andinterestNetProfitMarginAmathobjectreadsnetincomeoversales.After-taxprofitsperdollarofsalesReturnonTotalAssets(ROA)Amathobjectreadsnetincomeovertotalassets.After-taxprofitsperdollarofassets;

thisratioisalsocalledreturnon

investment(ROI)ReturnonStockholders’Equity(ROE)Amathobjectreadsnetincomeovertotalstockholders’equity.After-taxprofitsperdollarof

stockholders’investmentinthefirmEarningsPerShare

(EPS)Amathobjectreadsnetincomeovernumberofsharesofcommonstockoutstanding.Earningsavailabletotheownersof

commonstockPrice-EarningsRatioAmathobjectreadsmarketpricepershareoverearningspershare.Attractivenessoffirmonequity

marketsTable4.9(4of4)ASummaryofEssentialFinancialRatiosRatioHowCalculatedWhatItMeasuresGrowthRatiosBlankBlankSalesleftparenthesissales2023minussales2022rightparenthesisoversales2022Firm’sannualgrowthrateinsalesNetIncomeleftparenthesisnetincome2023minusnetincome2022rightparenthesisovernetincome2022Firm’sannualgrowthrateinprofitsEarningsperShare:leftparenthesisEPS2023minusEPS2022rightparenthesisoverEPS2022Firm’sannualgrowthrateinEPSDividendsperShareleftparenthesisdiv.pershare2023minusdividendpershare2022rightparenthesisoverdividendspershare2022Firm’sannualgrowthrateindividendspershareCOGS=costofgoodssold;EBIT=earningsbeforeinterestandtaxes;Div.=dividendsFinance/AccountingAuditChecklistWhereisthefirmfinanciallystrongandweakasindicatedbyfinancialratioanalyses?Canthefirmraiseneededshort-termcapital?Canthefirmraiseneededlong-termcapitalthroughdebtorequity?Doesthefirmhavesufficientworkingcapital?Arecapitalbudgetingprocedureseffective?Finance/AccountingAuditChecklist(continued)Aredividendpayoutpoliciesreasonable?Doesthefirmhaveexcellentrelationswithitsinvestorsandstockholders?Arethefirm'sfinancialmanagersexperiencedandwelltrained?Isthefirm'sdebtsituationexcellent?ManagementInformationSystemsManagementInformationSystemReceivesrawmaterialfrombothexternalandinternalevaluationofanorganization.Improvestheperformanceofanenterprisebyimprovingthequalityofmanagerialdecisions.Collects,codes,stores,synthesizes,andpresentsinformationinsuchamannerthatitanswersimportantoperatingandstrategicquestions.BusinessAnalyticsAbusinesstechniquethatinvolvesusingsoftwaretominehugevolumesofdatatohelpexecutivesmakedecisions.Alsocalledpredictiveanalytics,machinelearning,ordatamining.TheInternalFactorEvaluation(IFE)MatrixListkeyinternalfactorsasidentifiedintheinternal-auditprocess.Assignaweightthatrangesfrom0.0(notimportant)to1.0(all-important)toeachfactor.Assigna1-to-4ratingtoeachfactortoindicatewhetherthatfactorrepresentsastrengthorweakness.Multiplyeachfactor'sweightbyitsratingtodetermineaweightedscoreforeachvariable.Sumtheweightedscoresforeachvariabletodeterminethetotalweightedscorefortheorganization.TheActionable-Quantitative-Comparative-Divisional(AQCD)TestWhenidentifyingandprioritizingkeyinternalfactorsinstrategicplanning,makesurethefactorsselectedmeetthefollowingfourcriteriatotheextentpossible:Actionable(i.e.,meaningfulandhelpfulinultimatelydecidingwhatactionsorstrategiesafirmshouldconsiderpursuing);Quantitative(i.e.,includepercentages,ratios,dollars,andnumberstotheextentpossible);Comparative(i.e.,revealschangesovertime),and;Divisional(relatestothefirm’sproductsorregions(ratherthanconsolidated)soinferencescanbedrawnregardingwhatproductsandregionsaredoingwellornot).StepsinDevelopinganIFEMatrixAninternalstrategicmanagementauditincludesdevelopmentofanInternalFactorEvaluation(IFE)Matrix.ThefivestepsindevelopinganIFEMatrixare:Developafullandnarrowlistofkeyinternalfactors.Assignweightstokeyinternalfactors.Assignratingstokeyinternalfactors.Obtainweightedscores.Obtainatotalweightedscore.Table4.10GuidelinesforDevelopinganIFEMatrixUsetheNarrow(NotBroad)IndustryinWhichtheFirmCompetesExample:BurgerKing(ownedbyRestaurantBrandsInternational)competesinthefast-foodindustry(asopposedtothemoregeneralrestaurantindustry).Therefore,forBurgerKing,ifincludingaweaknessregardingthelackofhealthyoptionsontheirmenu,thisfactorshouldlikelyreceivealowweightbecausehealthymenuoptionsarenotasvitaltothefast-foodindustry,whosecustomerbasemostlydesirequickservice,goodtaste,cheapprices,andfillingfood.Similarly,BurgerKing’sweaknessrelatedtolow-qualitymeatsshouldnotreceiveahighweighteitherbecausequalitymeatsarenotthatimportantinthefast-foodindustry;customerssimplyarenotwillingtopayforthem.Similarly,BurgerKing’sstrengthofprovidinglow-pricedcoffeewouldreceiveahighweightiftheanalystviewscoffeeasbeingespeciallyimportantforsuccessinthefast-foodindustry.If,however,theanalystviewscoffeenottobeespeciallyimportantforsuccessinthefast-foodindustry,thenthisstrengthofBurgerKingshouldreceivearelativelylowweight.Table4.10(continued)GuidelinesforDevelopinganIFEMatrixStateFactorssoTheyPasstheAQCDTestExample:Afirm’srevenuesmayhavedecreased15percentfrom1yeartothenext,butstatedinthismanner,this“weakness”isnotactionablebecauseitdoesnotrevealthereason,orreasons,whyrevenuesdeclined;thereason(s)couldrangefromcompetitiondrivingdownpricestorawmaterialsbeingunavailableforoneproductordivisionofthefirm.Nonactionablefactorscouldleadmanagersastrayiftheymakefalseassumptionsregardingwhattodoaboutthefactor.Therefore,statethe“revenuedeclinefactor”perhapsasfollows:Revenuesinthechocolatesegmentofthefirmdeclined21percentinthemostrecentquarterbecauseoffactoryrecallproblems.NowthefactorpassestheAQCDtestinprovidinginsightful,relevant,useful,informationforformulatingstrategies.Table4.11SampleIFEMatrixforaRetailComputerStore(Strengths)KeyInternalFactorsWeightRatingWeightedScoreRevenuesfromrepair/serviceinthestoreup16%.Zerodecimalonefive3ZerodecimalfourfiveEmployeemoraleisexcellent.Zerodecimalonezero3ZerodecimalthreezeroAveragecustomerpurchaseincreasedfrom$97to$128.Zerodecimalzeroseven2ZerodecimalonefourIn-storepromotionsresultedin20%increaseinsales.Zerodecimalzerofive3ZerodecimalonefiveIn-storetechnicalsupportpersonnelhaveMIScollegedegrees.Zerodecimalzerofive4ZerodecimaltwozeroInventoryturnoverincreasedfrom5.8to6.7.Zerodecimalzerofive3ZerodecimalonefiveDebt-to-total-assetsratiodeclinedto34%.Zerodecimalzerothree2ZerodecimalzerosixNewspaperadvertisingexpendituresincreased10%.Zerodecimalzerotwo3ZerodecimalzerosixRevenuesperemployeeup19%.Zerodecimalzerotwo3ZerodecimalzerosixTable4.11(continued)SampleIFEMatrixforaRetailComputerStore(Weaknesses)KeyInternalFactorsWeightRatingWeightedScoreLocationofstorenegativelyimpactedbynewHighway34.Zerodecimalonefive4ZerodecimalsixzeroRevenuesfromsoftwaresegmentofstoredown12%.Zerodecimalonezero2ZerodecimaltwozeroOftencustomerswait15minutestocheckout.Zerodecimalzerofive1ZerodecimalzerofiveStorehasnowebsite.Zerodecimalzerofive2ZerodecimalonezeroRevenuesfromservicesegmentdown8%.Zerodecimalzerofour1ZerodecimalonefourSupplieron-timedeliveryincreasedto2.4days.Zerodecimalzerothree1ZerodecimalzerothreeCarpetandpaintinstoresomewhatindisrepair.Zerodecimalzerotwo3ZerodecimalzerosixBathroominstoreneedsrefurbishing.Zerodecimalzerotwo4ZerodecimalzeroeightTotalOnedecimalzerozeroBlankTwodecimalseventhreeTable4.12AnActualIFEMatrixforShellCorporationStrengthsWeightRatingWeightedScoreShell’sOilProductsSegmentgeneratesmorerevenuethanallothersegmentscombinedbuttherewasahugedropinrelativerevenuesinthissegmentin2020comparedtotheothersegments.Zerodecimalonetwo3ZerodecimalthreesixShellisinvestingaround$90