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Digby Matthew Royce David Trementozzi Clifford Jensen Noah Cannon Casey Craft “ Behind Every Company is a Strategic and Kn...
Mission Statement: Team Digby creates products that satisfy customers in every area including: accessibility, awareness, p...
Vision To be the number one sensor company chosen by consumers world-wide
Research and Development <ul><li>Matthew Royce </li></ul>
Research and Development <ul><li>Main Purpose </li></ul><ul><ul><li>Customer Criteria  </li></ul></ul><ul><ul><ul><li>Age ...
<ul><li>Weaknesses </li></ul><ul><ul><li>Beginning Rounds </li></ul></ul><ul><ul><ul><li>Too much emphasis on performance ...
Round 1
Round 4
Round 8
Marketing Cliff Jensen
Marketing <ul><li>Main focus </li></ul><ul><ul><li>Customer awareness and accessibility  </li></ul></ul><ul><li>Early roun...
Awareness <ul><li>Round 1: </li></ul><ul><ul><li>Traditional: Daze   84 </li></ul></ul><ul><ul><li>Low End: Dell  83 </li>...
Awareness <ul><li>Round 8 </li></ul><ul><ul><li>Traditional: Daze 96 </li></ul></ul><ul><ul><li>High End: Dundle 93 </li><...
Accessibility <ul><li>Goal: </li></ul><ul><ul><li>Increase Maximum potential of accessibility for every product </li></ul>...
Production <ul><li>Noah Cannon </li></ul>
<ul><li>Weaknesses </li></ul><ul><ul><li>Most complex department to manage </li></ul></ul><ul><ul><li>Earlier Rounds </li>...
<ul><li>Strengths   </li></ul><ul><ul><li>Sold off performance and low end products </li></ul></ul><ul><ul><ul><li>Allowed...
Round 1: Round 8: Production Vs. Capacity
Finance <ul><li>David Trementozzi </li></ul>
Financial Crisis <ul><li>Late decisions caused financial disaster </li></ul><ul><ul><li>Emergency Loans </li></ul></ul><ul...
<ul><li>Success </li></ul><ul><ul><li>Round 7 </li></ul></ul><ul><ul><ul><li>Gained absolute control over 3 of the 4 marke...
Human Resources Casey Craft
<ul><li>Setbacks  </li></ul><ul><ul><li>Employee demand was not met </li></ul></ul><ul><ul><ul><li>Met minimum wage requir...
Total Quality Management <ul><li>Casey Craft </li></ul>
Total Quality Management <ul><li>Goal: </li></ul><ul><ul><li>Achieved maximum expenditure by Round 8 </li></ul></ul><ul><u...
Conclusion
All said…We Feel that  Team Digby Deserves… A Buckeye Sticker! Special Thanks to  Professor Hahn
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Policies

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Transcript of "Policies"

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