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Final

  1. 1. Team Digby: Capsim Performance BUSINESS PLAN PRESENTATION MGMT 483: BUSINESS POLICY AND STRATEGY APRIL 24, 2013 PRESENTERS: JENNIFER UCELO, SHELBY MORROW, BING LI, CHI PANG CHEUNG AND JOANNE O. MERAZ
  2. 2. Agenda 1. Team Digby’s: Mission, Vision and Strategy 2. Joanne O. Meraz: 1. Marketing: Pricing & Forecast 3. Shelby Morrow: 1. Research and Development (R&D) 4. Chi Pang Cheung: 1. Total Quality Management (TQM) 5. Bing Li: 1. Marketing: Budgets 6. Jennifer Ucelo: 1. Finance and Human Resources (HR) 7. Joanne O. Meraz: 1. Company Ratios 8. References and Conclusion
  3. 3. Mission OUR MISSION IN MARKETING: PRICING & FORECAST IS TO PROVIDE A RELIABLE AND AFFORDABLE PRODUCT TO THE END-USER.
  4. 4. Vision AS A CUTTING-EDGE INNOVATOR OF HIGH-QUALITY PRODUCTS, WE DESIRE TO PRODUCE SUSTAINABLE AND PROFICIENT PRODUCTS INTO SOCIETY.
  5. 5. Strategy: OUR STRATEGY IS TO MAKE A PROFIT WITH EQUAL IMPORTANCE TO SATISFY ALL LEVELS OF END-USERS, PROVIDING COMPETITIVE PRICING AND MANAGING THE MOST MINIMAL INVENTORY IN OUR WAREHOUSE.
  6. 6. Marketing: Pricing and Forecasts PRESENTER: JOANNE O. MERAZ
  7. 7. Pricing Product Sell Price Contribution Margin % Buying Criteria Importance Daze $27.75 50% *$16.00 - 26.00 2/4 Dell $19.50 64% $11.00 - 21.00 1 Dixie $38.00 48% *$26.00 - 36.00 4 Dachi $37.50 53% $26.00 - 36.00 4 Dynami $37.00 56% $26.00 - 36.00 4
  8. 8. Forecast Product Market Share Strategy Daze 12.5% 45% Increase each round Dell 20.9% 30% Increase each round Dixie 9.1% 30% Increase each round Dachi 6.0% 25% Increase each round Dynami 1.1% 20% Increase each round
  9. 9. R&D PRESENTER: SHELBY MORROW
  10. 10. Importance of R&D • Backbone of the company – Consistently improve existing products – Invent competitive new products • Establish ideal positions for products – Keep positioning ahead of competition; Be Leaders.
  11. 11. Team Strategy: 1. FOCUS ON ‘DIFFERENTIATOR WITH PRODUCT LIFESTYLE FOCUS’ SEGMENT 1. Meet market needs with age, reliability and MTBF 2. CONSTANTLY UPDATE THE LOCATION AND PLACEMENT FOR PRODUCTS 1. Fulfill needs and expectations of consumers 3. INVENT AND PROPERLY PLACE NEW PRODUCTS 1. Adjust and adapt existing products
  12. 12. 1. OVERALL, TEAM ACHIEVED SUCCESS. 2. FOCUS ON COMPETITOR’S DECISIONS RATHER THAN THE INDUSTRY FORECASTS 3. TAKE MORE RISKS; SET HIGHER STANDARDS What we would do differently…
  13. 13. TQM PRESENTER: CHI PANG CHEUNG
  14. 14. What is TQM? • TQM: Total Quality Management • Management skill to lead company to approach a long term goal. • Manage the quality from all aspects • We hope to Lower Cost & Increase Profit
  15. 15. What can change by TQM?
  16. 16. What is the outcome? • Resources distributions (Examples) • Quality Initiative Training - Reduces labour costs • Concurrent Engineering - Reduces R&D cycle time
  17. 17. Team Strategy
  18. 18. 0 2 4 6 8 10 12 Round 3 Round 4 Round 5 Round 6 Round 7 Round 8 Costs Costs Team Vision
  19. 19. What our company would do differently in TQM? NONE 1. OVERALL GREAT JOB 2. WE WILL LEARN FROM THE EXPERIENCE AND MAKE CHANGE IN FUTURE
  20. 20. Marketing: Budgets PRESENTER: BING LI
  21. 21. Marketing: Promotion & Budgets Steve Jobs: The Lost Interview “John came from Pepsico. And they at most would change their product once every 10 years. A new product was like a new size bottle. So if you were a product person, you couldn’t change the course of that company very much. So who influenced the success of pepsico? The sales and marketing people. Therefore they were the ones that got promoted and ran the company. The success of pepsico relies on the sales and the marketing people, it makes no difference for the company to make a great product versus a bad product. The product people in such companies get driven out of the decision-making forums. The success of pepsico is the success of the marketing department of Pepsico. That may work on companies like Pepsico, may work on some monopolistic technology companies like IBM and Xerox. But it may not work on Apple. ”
  22. 22. Marketing: Promotion & Budgets • Awareness – Promotion Budget – Before the sale; • Accessibility – Sales Budget – After the sale; • Relationship with Pricing & Forecasting
  23. 23. Marketing: Promotion & Budgets • Sales budgets are less effective when products are not completely positioned in the fine cut circle, when prices rise above segment guidelines or when MTBFs fall below segment guideline.
  24. 24. Marketing: Promotion & Budgets • Lessons Learned: 1. Focus: Resources are limited; Good to focus on one or two products instead of spending little in each product. 2. Keep an eye on your competitors than the booklet.
  25. 25. Finance PRESENTER: JENNIFER UCELO
  26. 26. Finance Used to raise money needed to cover the expense of R&D, Marketing and Production activities.
  27. 27. Team Strategy: NOT ACQUIRE ANY CURRENT DEBT, AND TO ONLY ACQUIRE LONG TERM DEBT. WE WOULD PAY OUT HIGH DIVIDENDS PER SHARE, SO THAT OUR STOCK PRICE WOULD BE INCREASING CONSTANTLY. WE WOULD NOT ISSUE STOCKS, BECAUSE WE HAD ENOUGH LIQUIDITY IN OUR HANDS.
  28. 28. Vision: ACQUIRE ALL THE LONG TERM DEBT AVAILABLE AT THE BEGINNING, AND AS THE ROUNDS WENT ON TO PAY OFF THAT DEBT, AND TO ACQUIRE SOME AS THE ROUNDS WENT ON. PAYING HIGH DIVIDEND PRICES, SO THAT THE EARNING PER SHARE COULD INCREASE. HAVE NO EMERGENCY LOANS WHATSOEVER, BECAUSE THAT WOULD BE OF HIGH INTERESTS.
  29. 29. What Would We Do Differently? WE ARE SATISFIED WITH THE OUTCOMES OF OUR DECISIONS, THEREFORE WE WOULD DO EVERYTHING AS WE DID. THE ONLY THING WE WOULD CHANGE IS TO PAY OUT DIVIDENDS SOONER, SO THAT THE EARNINGS PER SHARE WOULD INCREASE SOONER.
  30. 30. Human Resources PRESENTER: JENNIFER UCELO
  31. 31. Human Resources • Human resources was given an increase attention, so that employees were happy and satisfied to work with us. We gave an overall 5.9% wage increase, a good paying salary, and maximized the recruiting budget and hours to have the best employees in the market.
  32. 32. Strategy: DIGBY’S STRATEGY IS TO HAVE A LOW TO NONE TURNOVER RATE. THIS IS TO BE ACCOMPLISHED BY HAVING A HIGH AMOUNT OF RECRUITING BUDGET WITH HIGH RECRUITING HOURS. GIVING EMPLOYEES GREAT BENEFITS, AND A WAGE INCREASE WOULD BENEFIT EVERYONE
  33. 33. Vision: OUR VISION IS TO HAVE LITTLE TO NO TURNOVER RATE, AND THIS IS TO BE ACCOMPLISHED BY GIVING THE GOOD BENEFITS, HIGH SALARIES AND BY INVESTING ON OUR EMPLOYEES SO THAT ALL EXPECTATIONS ARE MET.
  34. 34. What Would We Change? WE WOULD NOT CHANGE ANYTHING, BECAUSE OUR STRATEGY WORKED EFFICIENTLY. WE WILL CONTINUE WITH OUR JOB TO KEEP OUR EMPLOYEES HAPPY AND TO HAVE THE BEST ENVIRONMENT.
  35. 35. Company Ratios: Success Measures PRESENTER: JOANNE O. MERAZ
  36. 36. Ratios Cumulative Profits Avg. Market Shares Avg. ROS Avg. Asset Turnover Ending Stock Price Avg. ROA $192,202,120 2,000,000 17.2% 64% $215.81 11%
  37. 37. References • www.google.com/pictures • www.google.com/pictures • http://www.msimediaplayer.com/online_tutorial_flas h/Capstone/OnlineCapFinance_silent.htm • www.moneywalks.com • www.teceiletisim.com • hrfuturist.com • suffolkhrconsultants.co.uk • www.best-practice.com • www.ces.sdsu.edu
  38. 38. Thank you!

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