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Capsim Chester Team

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  • Hi Jennifer,

    Would you be able to share your capstone experiences? any strategic advice?
    Thank you.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
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  • Introduce ourselveshttp://docs.google.com/present/view?id=dgjjsdjf_17cj94gcf5http://www.slideshare.net/redkoufax/capsim-presentationhttp://www.slideshare.net/donnarobin/capsim-management-resultshttp://www.slideshare.net/anumolud/world-4team-baldwin-capsim-presentation
  • Today our presentation will briefly go over the simulation, what our business strategy was, give you an overview about our products, talk about how we did based on finances, what some of our trials and tribulations were, and conclude with what we learned.-Each team will have 20 minutes to present with Q&A after- PPT (15 - 20 slides)- Design: professional slides (send eric slides to look at prior), simple backgrounds, minimal animation, bullet-points- Content: 3 sections
  • So we were all given the task to manage a sensor company. We were in charge of four business functions: R&D, marketing, production, and finance. Selling our products required us to make decisions in all four functions. There were 5 segmented markets: low end which sells on price, traditional which sells on ?, high end, etc, etc. In the beginning we had 3 rounds of practice and that’s where most of our current strategy for the simulation comes in. We learned that is important to oversee all functions together because they all need to work together to make a successful product. We learned that we had to be aggressive with our decisions. We also learned that external influences both from the customer’s demands and the competitors impacted how we made our decisions. It was better to be proactive to these environments than reactive.
  • Talk about the products and the strategy behind all of the products. What we tried to do when making those decisions. And then talk about how we accomplished our firm’s strategy by comparing the industry average’s market share for each product to our market share and how we were better for High, Performance, and Size.
  • So this is how we did. We did really well.
  • Talk about some of the improves we made. Go through the graph and highlight our changing stock prices.
  • Talk about some of the things that hurt our performance: high inventory left over (bad forecasting), how we didn’t budget for promotions/sales, what our r&d costs were like.
  • So after all of the simulations, capsim taught us these things. We learned that communication between our team members was crucial to making the right decision. It really helped when we all met and made joint decisions on how to proceed in each round rather than doing things individually. We also learned that coordination between various business units was important for our business to function. Marketing, R&D, finances, and production all worked together and all of the decisions made in one function impacted another function. Because of the exposure to all of these units, we also learned the different perspectives of these subjects. We’re all marketing majors but we learned about more about disciplines like supply chain and accounting. We learned about how a company needs to be aware of both external and internal influences. Our decisions were impacted by the consumer and changes from competitors, and we wanted to make the best decisions to benefit our shareholders. And lastly, we learned to think strategically. We had to be able to forecast product decisions and learned about long-term planning.
  • Transcript

    • 1. CHESTER,
      INC
      Sensor Company
      Cameron Fuller, Christina Kurow, Carmen Leung, Jennifer Noinaj, Miranda Rodriguez, Adam Swiatek, Jonathan Wong
      BA420 | April 26, 2010
    • 2. Agenda
      1. Simulation Overview
      2. Business Strategy
      3. Product Information
      4. Financial Performance
      5. Trials and Tribulations
      6. Conclusions
    • 3. Introduction
      Sensor company: Research & Development, Marketing, Production and Finance
      Segmented markets: Low End, Traditional, High End, Performance and Size
      3 practice rounds
      Business functions intertwine with one another closely
      Aggressive strategy
      Consumer demand & competition: proactive vs reactive
      Overview
      3
    • 4. Business Strategy
      Our Positioning
      Technology leader
      Tech savvy consumers: innovative & first-movers
      Targeted Segmentation
      High technology niche differentiator
      High End
      Size
      Performance
      Premium pricing
      Technologically superior products
      Minimizing size, maximizing performance
      Strategy
      4
    • 5. Product Perceptual Map
      Products
      Low End
      Performance
      Traditional
      Size
      High End
      5
    • 6. Products
      Products
      Cake (traditional)
      Less emphasis
      Cedar (low)
      No big changes
      Cid (traditional)
      Phased out high end
      Coat (performance)
      Max perf criteria
      Cure (size)
      Max size criteria
      Cat (high)
      Newly introduced
      6
    • 7. Performance Snapshot
      Finances
      7
    • 8. Stock Price
      Finances
      8
    • 9. Financial Impact
      9
      Finances
    • 10. Successful Decisions
      R&D decisions within the customer’s ideal criteria range
      Constant comparisons to competitors
      Added Cat into high end
      Portfolio diversification
      Investment in automation
      Trials
      10
    • 11. Unsuccessful Decisions
      Skimping out on advertising
      Wrong sales team adjustments
      Emergency loans
      Inconsistent investment in capacity
      Forecasting was poor – leftover inventory
      Product going outside perceptual map
      Trial & error
      Trials
      11
    • 12. Lessons Learned
      Communication within the team for decisions
      Coordination between the various business units
      Different perspectives on multiple disciplines
      Awareness of both the competitors and the stakeholders
      Strategic thinking
      Take-aways
      12
    • 13. Questions?
      13