Business Policies SEU
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Business Policies SEU Presentation Transcript

  • 1. Digby Matthew Royce David Trementozzi Clifford Jensen Noah Cannon Casey Craft “ Behind Every Company is a Strategic and Knowledgeable Team”
  • 2. Mission Statement: Team Digby creates products that satisfy customers in every area including: accessibility, awareness, price, performance, size, age at revision and mean time before failure better than any of our competitors.
  • 3. Vision To be the number one sensor company chosen by consumers world-wide
  • 4. Research and Development
    • Matthew Royce
  • 5. Research and Development
    • Main Purpose
      • Customer Criteria
        • Age at revision
        • Position
        • Price
        • MTBF
    • Difficulties
      • Main Focuses that needed adjustments
        • Performance and size
        • Perceptual Map
    • Recovery Plan
  • 6.
    • Weaknesses
      • Beginning Rounds
        • Too much emphasis on performance and size
        • Did not meet ideal positioning
        • High end product (Dixie) drifted into traditional product
    • Strengths
      • Strategic Planning
        • Position products in a way that would benefit customer criteria in later rounds
        • Maintained consistency on the sweet spot for the perceptual map from rounds 4-8
        • Invented new high end product-Dundle (in round 2)
          • Benefited future sales
  • 7. Round 1
  • 8. Round 4
  • 9. Round 8
  • 10. Marketing Cliff Jensen
  • 11. Marketing
    • Main focus
      • Customer awareness and accessibility
    • Early round setbacks
      • Misconception of Marketing expenditures
    • Key configurations
      • Perfect price
      • Consistent sales promotion
      • Consistent sales budget
    • Goal
      • Manage an average customer awareness of 80% by round 8
  • 12. Awareness
    • Round 1:
      • Traditional: Daze 84
      • Low End: Dell 83
      • High End: Dixie 53
      • Performance: Dot 53
      • Size: Dune 53
        • Total Average Awareness 64.8%
    %
  • 13. Awareness
    • Round 8
      • Traditional: Daze 96
      • High End: Dundle 93
      • Size: Dune 93
        • Total Average Awareness
    % (Goal was surpassed by 14%) 94%
  • 14. Accessibility
    • Goal:
      • Increase Maximum potential of accessibility for every product
    • Example: Dune
    42% 100%
        • Expectation met
  • 15. Production
    • Noah Cannon
  • 16.
    • Weaknesses
      • Most complex department to manage
      • Earlier Rounds
        • Sold off necessary capacity
          • Hopes to increase yearly earnings
        • We were deficient to increase our automation
        • Stocked out of capacity
      • Example round 5
      • Daze Trad. 1129 left
        • Dell Low. stock out
        • Dixie High. stock out
        • Dot Perf. stock out
        • Dune Size. stock out
        • Dundle High. stock out
  • 17.
    • Strengths
      • Sold off performance and low end products
        • Allowed purchase of more capacity
        • Increased our market share
        • Allowed an increased in the automation rating
    • Goal
      • Increase automation rating to full potential by round 8
    Round 1 Automation% Round 8 Automation % Daze 4.0 Dell 5.0 Dixie 3.0 Dot 3.0 Dune 3.0 Done 3.0 Daze 10.0 Dixie 10.0 Dune 10.0 Dundle 6.0
  • 18. Round 1: Round 8: Production Vs. Capacity
  • 19. Finance
    • David Trementozzi
  • 20. Financial Crisis
    • Late decisions caused financial disaster
      • Emergency Loans
        • Created repetitive cycle of borrowing money
        • Acquired Short and Long term debt
          • Negative E.P.S and ROE
      • Our Retaliation Plan
        • Sell Dot (performance)
        • Sell Dell (low end)
      • Change Strategy
        • Complete control over fewer markets
          • Quality employment
          • Affordable/competitive prices
          • Faultless customer criteria
  • 21.
    • Success
      • Round 7
        • Gained absolute control over 3 of the 4 markets
      • Achievements
        • Within 2 years (rounds) we were able to achieve:
    Round 6 ROS -19.7% ROE -66.1% E.P.S -8.54$ C.M 30.8% Round 8 -7.9% -15.4% 50.6% 1.00$ *Reached goal of achieving a positive E.P.S *Reached goal of achieving a C.M of 42%
  • 22. Human Resources Casey Craft
  • 23.
    • Setbacks
      • Employee demand was not met
        • Met minimum wage requirement
        • However employee demand was not met (causing Strike)
      • Earlier rounds
        • Spent too little on recruiting
        • Spent too little on training
        • Did not put enough focus on employee excellence
      • Example :
        • Round 1
          • Spent only $400
    • Resolution
      • Increased employee production index each round
        • Created employee satisfaction
        • Higher quality workers
      • Later rounds
        • Spent maximum amount on recruiting
        • Spent maximum amount on training
      • Example:
        • Round 8
          • Spent $5,000
  • 24. Total Quality Management
    • Casey Craft
  • 25. Total Quality Management
    • Goal:
      • Achieved maximum expenditure by Round 8
        • Material Cost 5.32%
        • Labor Cost 7.46%
        • R&D Cycle 32.39%
        • Administrative Cost 46.40%
        • Demand Increase 6.62%
    Round 4: Round 8:
        • Material Cost 11.80%
        • Labor Cost 14.00%
        • R&D Cycle 40.01%
        • Administrative Cost 16.02%
        • Demand Increase 14.40%
    *Highest TQM of all the Markets
  • 26. Conclusion
  • 27. All said…We Feel that Team Digby Deserves… A Buckeye Sticker! Special Thanks to Professor Hahn