BIKE MASTERS

Group Members
Josiah Agyei
Sylvia Baaba Yankey
Justina Buabeng
Vera Afari
Margaret Tepkor
 Executive Summary

• Bike masters is a bike manufacturing and selling company. Providing a range

of bikes (star bike,bumblebee,crimson,stallion and the giant) To the speed,
recreation,kids,work and the mountain segments respectively. Having a total
sales force of 38 across 6 stores; New York City, Rio de Janeiro, Amsterdam,
Nantes, Melbourne and Tokyo . Realising an average of 3million dollars from
sales (MAX New York & Amsterdam) and a maximum revenue of 4 million
dollars.
• An evaluation of the company’s SWOT served as the foundation for this
strategic analysis and business plan.
 Corporate Decisions
• Goals and Strategies
• focus on smaller, high margin segments
• focus on large, highly competitive segments
• focus on the largest geographic markets, even
if they are more expensive
• build a market position and defend it take the
lead and keep it
• be the prot margin leader
• be the technology leader
 Mission Statement

• To motivate people with our passion for cycling. Through our valued products,
excellent customer service, and unique opportunities, we aim to be the center of a
high-end bike production company
 Executive Responsibilities
• Agyei Josiah----President
• Buabeng Justina---Manufacturing
• Afari Vera---Accounting and finance
• Yankey Sylvia Baaba----Sales manager
• Temporary Margaret Afua---Marketing
 Our Target Segment
• We made our Primary and secondary target segment to be the speed and the
recreational sectors as our goal.

Marketing
So far the company have developed 5 bikes even though we started with just the
speed and the recreational sector as our main target segment and we managed to
cover all the 5 target segment that’s the
Speed, recreational, youth,mountain and work as the brand
 Internal Analysis
• We made some analysis to see whether there were some features that
customers needed and were not part of the product and those that
customers didn’t like but were part of the product.
• Secondly There were sectors that were not targeted such as the youth bike
but our customers liked it so it became part of our target segment.
• We analysed the needs of our customers and the prices that they are
willing to pay and the product, that’s what influenced the decision in
designing each product in each year
 External Analysis
• Some of the sectors were not handled well by our competitors, they
equally had their attention on only two products and left majority of the
market and that made us branch out in developing the youth and the
recreational bikes and in year 5 we added work.
 Weakness

• We had poor brand judgement in mountain bike

• We had excessive local ads that really increased our expenses
• We also under utilised our staff, we had a large operating capacity but we
were using just few that increased our cost in the operating expenses
 Prices and Priority
• Our prices was set as stated in our strategic objectives that we want to focus on smaller high
margins segment and also be the profit margin leader which made our prices a little above
average in areas such as
• Northern America
• Latin America
• Europe
• Asia Pacific
Prices in this areas are a little bit above average
 Strength

• For our strength we had a good ad development

• Good brand judgement
• Our product such as recreational, Speed and kids were also good above
average
 Brand
• Based on how we designed our Ads, in quater 4 we had an issue with excessive
media ads placement which it was reduced in quarter 5 and quarter 6
• We also managed our Web pages in almost all the regions covering all the target
segment we chose.
• There was also an improvement in our ad sector among all other companies that
we are competing with, which made our ads above average than normal company
standard as compared to our competitors
• We also opened a social media ad at only Europe because we already have alot of
ads placement in our regional and media so spending more on the social media
will not be necessary
 Marketing Strategy

• Sales
We have the highest sales personnels in Lartin America, that’s where we experience the
highest profit margins which have been increasing from year
Demand Projections
• Our demand is basically based on our operating capability, the fix capability is based
on the number of 3d printers we have will affect our operating capability. The more
operating capability that we use indicates the more product that we will produce. So
there is a projection in each quarter on the number of bikes we have to sell per each
sales person to indicate the demand per sales person and the total demand though
what we will project may not be the exact amount but a little close to the projected
amount.
 Overtime
• We included overtime because we were not using enough of our operating
capacity our workers were not also working so we included overtime to
induce them to work. It was also realised that 4 hours overtime will help
produce 100 percent operating capacity use.
 Financing
• With financing there was no loan taken
• We didn’t pay money to any company
• No certificate of deposit

In quarter 6 we were able to get our negative figures into positives

From our cash flows, net profits and asset ProFormaBalanceSheet-Q6.xlsx
ProFormaCashFlow-Q6.xlsx ProFormaIncomeStatement-Q6.xlsx
 Internal
• We analysed the needs of our customers and the prices that they are
willing to pay and the product, that’s what influenced the decision in
designing each product in each year