1. Ay Chip.
Technology with a sense of humor

2. `

3. CEO
David Minatra

4. overview

5. key events
•Financial Issues in the Beginning
•Lead to Largest Market Share
•Allowing for Good Product Lines
•So we Formed Alliances
•Which Lead us to Turning a Profit
•And a Following Awesome Q7
•Followed by Healthy Competition

6. VP of Finance
Nic Grasty

7. show me the money

8. financial indicators

9. financial indicators

10. financial indicators

11. financial indicators

12. balanced scorecard

13. balanced scorecard
Other Highlights
•High HR score allowed 100% productivity for several
quarters
•Wealth went from biggest weakness to strength
•Highest investment early on, later outpaced by other
teams

14. VP of Sales
Sean Gajjar

15. strategic review
• Financial difficulties
• Initial market shares

16. contingency plan
Tailored products
Focus shift to traveler

17. new approach
•Things we kept
•Middle sized markets
•Positioning away from competitors
•Refocusing
•Larger markets
•Geographically dispersed sales offices
•Quick followers

18. being consistent
•Applied investment strategy
•R&D – Manufacturing and Technological
•Sales offices in emerging markets
•Web center

19. finally…
Vast spread of sales offices
One of the highest amount of R&D
Maintained sales prices

20. VP of Human
Resources
Ashleigh Bearden

21. lessons learned
• Fast-follower strategy can be effective, but less so in the long
run
• Needs of employees change, and it will affect business
• All decisions affect demand
• Best predictions about competitors’ next moves will often be
wrong
• Meeting in the middle
• Everyone must compromise to make firm successful

22. strategic alliances
•We were very proactive
•Forming alliances with nearly every team
•Turning a 3.2 million investment into 14 million

24. application
Keys to success
• Target just a single market
• Reinvest as much as possible

25. looking forward
Future Operations beyond Q9
• Continue expanding sales offices
• Don’t neglect web sales
• Invest heavily in R&D
• Create custom ads

26. VP of Manufacturing
Joell Chen

28. official & unofficial
team roles
David CEO (and Marketing) Anchor
Sean Sales VP Radical
Ashleigh Human Resources VP (and Market Research) Devil's Advocate
Joell Manufacturing VP Voice of Reason
Kelsey Marketing VP Perceiver
Nic Accounting & Finance VP Conservative

29. group processing tools
•Scheduling in advance
•Group communication
•Outside meetings/external bonding time
•Myers-Briggs
•Discouraging groupthink

30. interpersonal lessons learneddecisions
•
•Overall workflow Finance
•Individual processing style vs. role
CEO Sales & Marketing
ManufacturingHuman Resources &
Accounting/Finance

31. interpersonal lessons learnedleadership
•CEO agendas and contingency plans
•Individual sections and ideas examined before meetings
•Unofficial roles and tendencies

32. VP of Marketing
Kelsey Oliver

33. interpersonal lessons learnedmotivation
•Fuel from quarterly successes
•Framing and self-serving bias
•More autonomy more intrinsic motivation

34. interpersonal lessons learnedgroup goal-
setting
Follow personal goals vs. Play it risky in
in our actual lives Marketplace world
money spending
ethics

35. interpersonal lessons learnedindividual &
cross-cultural dynamics
David- ESTJ: The Supervisor
Sean- ENFJ: The Teacher
Joell- INTJ: The Mastermind
Ashleigh- ISTJ: The Inspector
Kelsey- ENFP: The Inspirer
Nic- ESFP: The Performer
-Social contract of respect, presence, and inclusiveness
-Competition conflict

36. interpersonal lessons learnedconflict
resolution
•Getting through storming
•Achieving cognition
•Iceberg of Interpersonal Conflicts
•Getting to the performing stage

37. real world value
•It’s a Integrated Simulation
•But Very Logarithmic in it’s Processing
•Which is Unrealistic to the Real World
•Forcing us to Alter Our Thinking

38. Ay Chip.