Glo-Bus Team Presentation | Competition | Strategic Management

Distinguished Images

• Amber Carpenter • Andrea CarrollGlover • Belinda Bach • Michael Daniels • Myra Roldan

• Strengths:

• Weaknesses:
Company A : NA/LA Budgets for tech support
and advertising, LA/AP # of retail dealers, entry level # models

Company A: NA-leader and # of retail dealers,
NA/EA-price for both models, EA/AP-tech support and advertising budgets, AP-warranty period

Company B: AP/EA/LA-Tech support budget,
entry models, AP/NA/LA-warranty period, p/q rating for multi-features, EA- price both models

Company B: NA/LA # of retail dealers AP only
local dealers, LA – advertising budget, multi feature models

Company C: AP-advertising budget, EA/APtech support budget, p/q rating multi-feature, AP-# retail dealers, promotions, warranty periods, and entry level models

Company C: NA/LA # retail dealers and multifeature models, EA-price and advertising budget

Company D: LA-leader in both models,
models for all geographic areas, EA-price, LA#retail dealers and advertising budget

Company D: all geographical areas- short
warranty period, low tech support budget, p/q rating for multi-feature cameras except in AP, EA/AP – low advertising budget, AP-lack of retail dealers

Net Revenues

Earnings Per Share

Return on Equity

Stock Price

Credit Rating

Image Rating

Strategic Vision
• Our vision is to become the most recognizable brand in digital cameras by offering the highest quality products and accessories at competitive prices. We intend to become the global leader in the production and marketing of the world's most premier camera supported by innovative technological standards and a world renound culture among team members.

Performance Targets
• EPS Target for year 16 is $4.25 • EPS Target for year 17 is $4.50 • ROE Target for year 16 is 25.3 • ROE Target for year 17 is 25.8 • Credit Rating Target for both years is A+

Performance Targets
• Image Rating Target for year 16 is 70 • Image Rating Target for year 17 is 72 • Stock Price Target for year 16 is $52 • Stock Price Target for year 17 is $55

Entry Level Strategy
Our strategy was differentiated in that we tried to focus on the highest quality camera at a low price. We realized that this was too costly in both production and labor therefore, we experimented in latter years with a best cost provider strategy.

Multi Level Strategy
Our strategy was a differentiated strategy. We focused on providing the highest quality camera to the most exclusive retailers. Similar to our entry-level strategy we experimented with several business models before finding our niche. Which resulted in a higher priced camera with a higher return on revenue.

Production Strategy
We preferred employing enough labor to produce our product in house, and found that paying our employees overtime was more cost effective than outsourcing in most instances.

Financial Strategy
We self-funded our venture avoiding loans and not issuing stock to raise capital. As our EPS and ROE experience a deep drop, we cut back on issuance of dividends, attempted repurchasing stock and paying down loans. This strategy did not suit our needs, our EPS and ROE continued to drop. In the end, we refocused our strategy and began focusing on raising capital in order to strength our business and begin rebuilding our brand.

Entry Level Competition
As the exercise progressed, we were forced to evaluate our cameras, as our competitors were offering products with a higer PQ rating at a cost that was competitive with our own.

Multi-Level Competition
We felt that competition changed throughout the course of the game. All teams were considered strongest competitors. It appears all teams took the same approach, by offering a high quality camera but at a lower price point.

Actions to Take
Entry-Level Cameras • • • • Produce at least a 3 star camera Keep production costs low Possibly reduce pricing to grasp competitive edge. Control labor costs while increasing productivity Multi-Feature Cameras • Produce a least a 4.5-5 star camera • Provide competitive pricing to undercut the competition • Keep warranty claims low • Keep outsourcing costs low/maximize overtime

Actions to Take
• We will continue to seek out ways to trim cost in our product and labor, while maintaining or improving our PQ rating • We will continue to use PQ rating as our primary differentiator • We plan on putting more money into quarterly Research and Development and advertising to gain increased market share against our competitors.

Lessons Learned…
• You cannot become enamored with your successes nor depressed with your failures • Stick to the fundamentals • Keep your eyes on the competition • Build towards brand equity • Strategies are living plans-subject to change to meet new criteria • We have learned that it is better to slowly & strategically build business instead of trying to aggressively capture the market share from the beginning. • It is important to monitor and respond to the actions of the competitors in order to be successful.

Sign up to vote on this title
UsefulNot useful

Master Your Semester with Scribd & The New York Times

Special offer for students: Only $4.99/month.

Master Your Semester with a Special Offer from Scribd & The New York Times

Cancel anytime.