3. CHANGING STRATEGIES TO MAKE
BETTER PRODUCTS
• Original Strategy:
• Cost Leadership
• Differentiation Strategy
• New Strategy
• Focus Cost Leadership Strategy
• Differentiation Strategy
4. SALES AND PROFITABILITY
THROUGHOUT THE YEARS
300,000
250,000
200,000
150,000
Sales (Millions)
100,000 Profitability (Millions)
50,000
0
Year Year Year Year Year Year Year Year
-50,000 1 2 3 4 5 6 7 8
5. MARKET SHARE AND LOSS OF SHARES
• Goal:
• Obtain largest market share in
all competing segments
• Peak at Round 4
• Cut off Size Segment
• Capacity loss shares
7. 3 YEAR PLAN
Strategy Expectations
• Obtain more market • New product, same
share - traditional and segments.
low end. • High customer survey
• Invest in new product ratings.
development • Growth in performance
• We have the monetary segment.
funds to do so now.
• Keep employees
• Invest in production. happy!
8. 3 YEAR PLAN
• Products
• Create new product
• Control production in “Bid”
• Market Segments
• Enter our new product into
the performance segment.
• Investments
• Plant, Property, and
Equipment
• Employee
• R&D
• Finance
• Keep investors happy.
10. 7S MODEL:
STRUCTURE AND STRATEGY
• Structure
• The Flat Organization – no hierarchy
• The Decentralize System
• Strategy
• Our Value
• The Balanced Scorecard
11. STRENGTHS AND WEAKNESSES
Strengths Weaknesses
• The Team Member • Research and
Guide Development
• Practice Rounds • New Product
• Communication • Capacity
• Independent work • Automation
• The Competitions
12. WHAT WE’VE LEARNED
• Research and Development
• New Product
• Competitions
13. WHY WE SHOULD RETAIN OUR JOBS…
• We are winner!! 300000
250000
• Sales
200000
• Profitability
150000
• Net Income
Series1
100000
• Stock Price and Mar Series2
ket Capital 50000
0
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Year 8
14. TO FUTURE CAPSIM TEAMS:
• Read the Team Member Guide
• Practice Rounds
• Competitions
• Be Responsible
17. NET INCOME
Net Income
30,000
25,000
20,000
15,000
Net Income
10,000
5,000
0
-5,000 Series Series Series Series Series Series Series Series
1 2 3 4 5 6 7 8
18. STOCK PRICE AND MARKET CAP
300
250
200
150
Market Cap (Millions)
100 Stock Price
50
0
Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8
19. BALANCED SCORECARD:
FINANCIALS
25
20
15 Stock Price
Profits
10 Leverage
Subtotal
5
0
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
20. BALANCED SCORECARD:
OPERATIONS
25
Contribution Margin
20
Plant Utilization
15
Days of Working
Capital
10
Stock Out Costs
5
Inventory Carrying
Costs
0
Subtotal
Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8
21. BALANCED SCORECARD:
CUSTOMER
25
Customer Buying
20 Criteria
Customer Awareness
15
Customer
Accessibility
10
Product Count
5
SG&A Expense
0
Subtotal
Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8
22. BALANCED SCORECARD:
EMPLOYEE
30
Employee Turnover
25 Rate
Employee
20
Productivity
15 TQM Material
Reduction
10 TQM Material
Reduction2
5 TQM Admin Cost
Reduction
0
TQM Demand
Year Year Year Year Year Year Year Year Increase
1 2 3 4 5 6 7 8
23. BALANCED SCORECARD:
TOTAL
Total Points
90
80
70
60
50
40 Total Points
30
20
10
0
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
24. REVENUE ANALYSIS:
% REVENUE BY PRODUCT
40.00%
35.00%
30.00%
25.00% Baker
Bead
20.00%
Bid
15.00%
Bold
10.00% Buddy
5.00%
0.00%
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
25. REVENUE ANALYSIS
% REVENUE BY SEGMENT
60.00%
50.00%
40.00%
Traditional
30.00% Low End
High End
20.00%
Performance
10.00% Size
0.00%
Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8
26. CONTRIBUTION MARGIN ANALYSIS
PERCENTAGE BY PRODUCT
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
Baker Bead Bid Bold Buddy
27. CONTRIBUTION MARGIN ANALYSIS
PERCENTAGE BY SEGMENT
60%
50%
40%
Traditional
30% Low
High
20%
Performance
10% Size
0%
Year Year Year Year Year Year Year Year Year
0 1 2 3 4 5 6 7 8
28. MARKET SHARE ANALYSIS:
OVERALL
12%
10%
8%
Baker
6% Bead
Bid
4%
Bold
2% Buddy
0%
Year Year Year Year Year Year Year Year Year
0 1 2 3 4 5 6 7 8
29. MARKET SHARE ANALYSIS:
SEGMENT
45.00%
40.00%
35.00%
30.00%
Traditional
25.00%
Low
20.00%
High
15.00%
Performance
10.00%
Size
5.00%
0.00%
Year Year Year Year Year Year Year Year Year
0 1 2 3 4 5 6 7 8
30. EMERGENCY LOANS
• Year 1: $4,879,285
• Year 2: $0
• Year 3: $0
• Year 4: $0
• Year 5: $0
• Year 6: $0
• Year 7: $0
• Year 8: $0
31. FIXED COST ANALYSIS
PROMOTIONS
Promotions
18,000
16,000
14,000
12,000
10,000
8,000
6,000 Promotions
4,000
2,000
0
Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8
32. FIXED COST ANALYSIS:
ACCESSIBILITY SPENDING
Accessibility Spending
20,000
18,000
16,000
14,000
12,000
10,000
8,000 Accessibility
6,000 Spending
4,000
2,000
0
Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8
33. FIXED COST ANALYSIS:
R&D
R&D
4,000
3,500
3,000
2,500
2,000
R&D
1,500
1,000
500
0
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
34. PLANT AND EQUIPMENT CAPACITY
2000
1800
1600
1400
1200
1000
800
600
400
200
0
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
Baker Bead Bid Bold Buddy
Slide 3Original:-Cost Leadership: Attempted to keep costs low through low end, traditional and size segments. Let products drift with little R&D to keep costs low and keep selling prices low (Thin Margins – High Volume). By keeping R&D low on these segments, we lost a lot of potential sales because our product wasn’t superior. -Differentiation Strategy through High end and Performance. Attempted to make the best high end and performance from round 1. Focused a lot of R&D toward segments in the beginning. Bad choice: Through the high end and performance, R&D took too long to implement which held us back when competitors were able to release their products in a timely manner and ended up keeping up with our high end and performance products (even surpassing our products)Failed: Over projected sales and had inventory left over in every segment which caused a $4M emergency loanNew Strategy:Focus Cost Leadership: In our 4th year, we decided to focus more attention to the Traditional and Low end. Moved Size to the traditional because it held the largest percentage of the entire industry and grew at the largest rate. Differentiation Strategy: Focused on these four segments and attempted to make all four the best products overall. Moved segments with the Perceptual R&D map by staying at the tip of the circle (resulted in the best products).Throughout, attempted to keep prices low and sell a lot to retain high profits (capacity wasn’t enough to match demand however). Low bottom line: did not cheap out on Automation or Labor which created very efficient workers, no strikes, and automation helped to keep labor cost down.
Slide 4Round 1, we hit started off bad because we did not properly finance our operations and we incurred more cost than profit earned ($4M Emergency Loan). Operations generated $15M bill, Plant improvements $6M bill then financing only provided $18M to fund which left us with a net cash position of ($-3.4M)From round 2 on, Operations generated profits from sales (rd2 = $26.5M). From this point forward, operations funded most activities and covered many costs from mistakes made through the initial years. Got act together and Round 4 Net Income of $20.7 M. From then on, operations continued to fund our company.Finance was lacking. Did not properly used our leverage. Sold too much stock too early (loss revenue from selling stocks at low price). Should have borrowed high in initial round. Prevent Emergency Loan, increase cash position, and funded everything (instead of only using operations money to fund everything)
Slide 5Our companies goal was to gain the largest market share throughout Traditional, Low, High, and Performance segments. As we produced and sold products, market share increased.At round 4, we peaked with the highest overall market share at 25.43%Traditional: 43%Low: 20%High: 17%Performance: 29%Size: 11%Realizing size segment had the lowest number of buyers, Size was not worth producing or competing in.Left size and added more to Traditional which had the highest number of buyers.By not increasing capacity, demand became greater than the number of products we produced. If we increased our capacity, we would have been able to keep up with the growing market and growing number of customers. Our products sold out too fast and loss potential profits
Bead: Competed in Low endBaker: Competed in TraditionalBuddy: Competed in TraditionalBold: Competed in PerformanceBid Competed in High End
The majority of our revenue came from the traditional and the low end markets. We want to improve our products in Traditional and Low and spend more money on marketing and promotions in order to obtain more market share.Throughout the 8 years, we did not invest in new product development. We only invested in existing products. For the next three years, because we have the financial means to do so now, we think that now is the time to bring in a new product.For production, we had some issues controlling the inventory of bid. We had a large carrying cost for bid in year 8. If we cut back on production for bid, we will be able to produce more in Baker and Bead obtaining more of the market share.With our new product, we feel that we can enter it in the performance segment because we are already controlling a good portion of the segment.We also will continue to monitor the employee demands, because this was one of our main advantages during the simulation. We were the only team who didn’t have their workers go on strike.
One of our main weaknesses that we had was that we didn’t invest enough in our production facility. This limited are capacity numbers. We wish to renovate our facility and hire more employees so that we can have a higher capacity considering we are under producing for our demand.Keeping employees happy is always a great investment.Keep updating the automation levels.For finance, we have achieved a AAA rating on our bond prices. We have been consistently in the AA ratings for roughly 5 years and in year 8 achieved AAA. This shows that our Financial projections are headed in the right direction.
Structure refers to the way in which an organization’s business units relate to each other.Business needs to be organized in a specific form of shape that is generally referred to as organizational structure. Organizations are structured in a variety of ways, dependent on their objectives and culture. Our organizational structure was increasingly towards a flat structure in an organizational composition in business, where there is virtually no hierarchy present. The flat organization structure made fast and clear communication between members. Through the flat organization structure, we have used the decentralized system which each member participated to make our decisions. Strategy refers to the plans an organization has for the allocation of its resources to achieve specific goals.Our strategy was a plan of the decisions in allocating resources to achieve the goal/value over time. Our value was not only just to take first place but also to develop steadily. We wanted to make greater sales, profits, and others in current year than in previous year. We know that the plan should be devised to maintain and build competitive advantage over the competition. In addition, we looked at the balanced scordcards after every decision. And through the balanced scordcard, we focused to compensate the defect and strive for improving our decisions. Although our earned points on the balanced socrecard were decreasing, we tried to analyze why we did get any points or got lower points and decide how we could perform for next rounds.
StrengthsThe team member guide is very important to make the decisions. We read the team member guide very carefully and took some notes and we took the practice rounds seriously. We had four individual rehearsal rounds and three more group practice rounds. For every practice rounds, we checked our decisions. If we found the problems, we checked the team member guide and followed the directions. We were in regular communication by e-mail; at least once a week. We discussed for the previous decision and found some problems. And then we had some suggestions for better decision in next round. And we updated our decision. Each member had independent work. Although we had independent work, if other had a better idea in other’s work, we discussed and then accepted. In addition, each member tried to examine other member’s work and we were the complement of each other. Therefore, each member managed and controlled our decisions and all the members were responsible for all decisions. In addition, we knew what our competitors were doing. There is a famous quote by Sun Tzu, the ancient Chinese warrior: “if you know the enemy and know yourself, you need not fear the outcome of a hundred battles.” Although we had an emergency loan from the first round, we knew our competitors so we could get great result at the end. WeaknessesIn the competitive world, research and development plays an important role in the success of any business and companies need to spend on research and development to stay competitive in the market. We did not spend enough in research and development and we did not invest in new products. R&D results in the technology that brings new products and services to the market place. Innovation results in high quality jobs, successful businesses, better goods and services and more efficient processes. In addition we did not spend money on improving our facilities so because of that we were limited in capacity. With capacity, we never utilized the buying/selling of our capacity which hurt us max out on profits. Because we did not increase capacity, we lost a lot of market share and potential profits. And with automation, we invested too much in trying to beat the perceptual map and because of that our customers were not ready to purchase our products yet because it was not in their comfort zone. We should have spent more on automation - only grew automation at a rate competitors were and did not increase automation much in beginning rounds.
We realized that research and development is very important. In the competitive world, research and development plays an important role in the success of any business and companies need to spend on research and development to stay competitive in the market. It is important to innovate new products. Innovation results in high quality jobs, successful businesses, better goods and services and more efficient processes. We should identify our competitors. The competitors play a decisive role in the analysis of the supply side of the market, as they can help us gain a better understanding about our position with regards to market competition.
Sales were little fluctuated. However, we expect that Sales were increased from Year 6.Although profitability was decreased on Year 8, the profitability would be increased for next year.Net income was also decreased on Year 8. However, net income was increased from Year 5 to Year7. Therefore, we expect that net income would be increased.Market Capital and Stock Price was increased continuously over eight years.
Each member should read the team member guide and be well-acquainted with the contents of the work. We had four individual rehearsal rounds and three more group practice rounds. Most people do not focus and work hard but the practice rounds are very important. They should focus and prepare from practice rounds. Each member should know what their competitors were doing.Each member should manage and control their decisions and each member should have responsibility for all decisions.
Round 1: Out of 82 PointsRound 2: Out of 89 PointsRound 3: Out of 89 PointsRound 4: Out of 100 PointsRound 5: Out of 100 PointsRound 6: Out of 100 PointsRound 7: Out of 100 PointsRound 8: Out of 100 Points
