2006 1st Place Thammasat University
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The document outlines a strategic plan for the Rainforest Action Network (RAN) to expand its campaigns and membership over the next 5 years. It proposes a "Triple-EX" strategy involving expanding membership through various marketing efforts, exposing Exxon's environmental damages through fact-finding alliances, and excelling human resources through training and compensation programs. The plan sets objectives to increase membership 15% annually and broaden campaigns from rainforests to climate change issues. A timeline, financial projections, and assumptions are included to support the 5-year goals.
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The Membership Lifecycle by Tony Rossell
Three decades of partnering with associations and other membership organizations has given Marketing General Incorporated unique insights into the workings of successful membership growth management.
The people of MGI have drawn on their experience to develop a comprehensive membership marketing model we call the MGI Membership Lifecycle.
The Lifecycle helps organizations appreciate how an integrated membership marketing methodology can increase success in finding and keeping members.
The MGI Membership Lifecycle segments the membership experience into five consecutive steps:
Awareness … when prospects first discover you.
Awareness is developed through targeted messaging and multichannel brand recognition strategies. Go-to-market research and tactical analysis frame awareness campaigns that build recognition and generate new relationships through information exchange and lead generation.
Recruitment … when prospects choose to try you.
Recruitment utilizes many marketing disciplines that are consistently tested to discover the best performing strategies. This merges market segmentation, creative development, and value driven offers to maximize returns in the most cost-effective ways.
Engagement … when new members feel they belong with you.
Engagement is key to high retention rates and sustained membership growth. Successful engagement programs convert new members into active users of benefits and encourage involvement to build member loyalty. Engagement programs are a crucial lead-in to Renewal.
Renewal … when lapsing members decide whether to keep you.
Renewal is a confirmation of the value members feel they have received from their organization. It is a vote of confidence … or no confidence. Renewals are a critically necessary foundation for organizational growth that demand close attention to process and member communications.
Reinstatement … when former members agree to return to you.
Reinstatement programs offer opportunities for lapsed members to reconsider the decision to join when presented with fresh messaging and perhaps new offers. Reinstatements are a regular component of membership growth programs that every organization should have in place to bring the Membership Lifecycle full circle.
The MGI Membership Lifecycle is a framework to design and implement customized solutions that maximize recruitment, engagement, and retention to optimize membership growth.
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Mkt plan-Veterinary CA
This document outlines the objectives, vision, mission, market trends, and strategic plans of DVM Resources. The key objectives are to increase overall margin by 0.5%, increase brand awareness and sales of Company Brand A by 10%, maximize customer retention for a 15% sales increase, and reduce sales force turnover by 25%. The vision is to be the leading provider of animal health products and services worldwide, and the mission is to develop long term strategic relationships with customers and vendors. Market analysis shows growing demand for pet products and pharmaceuticals driven by more pets being treated like family members. Strategies to meet the objectives include securing higher margin products, evaluating pricing, educating sales reps, and offering promotions tied to margin growth.
2006 2nd Place University of Auckland
RAN is considering refining its strategic focus to better utilize its limited resources. It proposes concentrating on campaigns directly related to protecting threatened forests by leveraging its expertise. Specific strategies include exiting its Ford campaign, expanding to Japan through a partnership with an NGO there, and launching a "Sponsor a Campaign" funding program. This would allow RAN to more efficiently achieve its mission while also pursuing concentrated growth over the next 5 years.
Recommended
The Membership Lifecycle by Tony Rossell
Three decades of partnering with associations and other membership organizations has given Marketing General Incorporated unique insights into the workings of successful membership growth management.
The people of MGI have drawn on their experience to develop a comprehensive membership marketing model we call the MGI Membership Lifecycle.
The Lifecycle helps organizations appreciate how an integrated membership marketing methodology can increase success in finding and keeping members.
The MGI Membership Lifecycle segments the membership experience into five consecutive steps:
Awareness … when prospects first discover you.
Awareness is developed through targeted messaging and multichannel brand recognition strategies. Go-to-market research and tactical analysis frame awareness campaigns that build recognition and generate new relationships through information exchange and lead generation.
Recruitment … when prospects choose to try you.
Recruitment utilizes many marketing disciplines that are consistently tested to discover the best performing strategies. This merges market segmentation, creative development, and value driven offers to maximize returns in the most cost-effective ways.
Engagement … when new members feel they belong with you.
Engagement is key to high retention rates and sustained membership growth. Successful engagement programs convert new members into active users of benefits and encourage involvement to build member loyalty. Engagement programs are a crucial lead-in to Renewal.
Renewal … when lapsing members decide whether to keep you.
Renewal is a confirmation of the value members feel they have received from their organization. It is a vote of confidence … or no confidence. Renewals are a critically necessary foundation for organizational growth that demand close attention to process and member communications.
Reinstatement … when former members agree to return to you.
Reinstatement programs offer opportunities for lapsed members to reconsider the decision to join when presented with fresh messaging and perhaps new offers. Reinstatements are a regular component of membership growth programs that every organization should have in place to bring the Membership Lifecycle full circle.
The MGI Membership Lifecycle is a framework to design and implement customized solutions that maximize recruitment, engagement, and retention to optimize membership growth.
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Perhaps the number one mistake in membership marketing is not conducting marketing tests in each promotion. By not testing, organizations sub-optimize the effectiveness of their marketing. This presentation highlights the power of adding marketing tests in membership promotions and highlights high leverage testing opportunities.
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The document summarizes the agenda and strategic plan discussion from the Membership Town Hall 2021 meeting. The strategic plan for 2021 was developed with input from staff, board, membership, and a strategic planning committee. It focuses the organization's policy priorities on issues related to climate change, infrastructure, a circular economy, and advancing racial equity across all policy areas. Key campaigns and policy focus areas were identified based on membership survey results and the political environment. The organization will take a disciplined approach to campaign planning and evaluation to maximize impact.
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The document proposes a framework for accelerating economic development in Appalachia through collaboration among funders. It involves funders from the Appalachian Regional Commission, USDA Rural Development, and the Appalachia Funders Network identifying and jointly supporting promising initiatives in sectors like food systems, energy, and healthcare to create jobs and build local wealth. The framework's key benefits are seen as increasing the efficiency of investments, aligning objectives, and developing new economic opportunities for the region.
Mkt plan-Veterinary CA
This document outlines the objectives, vision, mission, market trends, and strategic plans of DVM Resources. The key objectives are to increase overall margin by 0.5%, increase brand awareness and sales of Company Brand A by 10%, maximize customer retention for a 15% sales increase, and reduce sales force turnover by 25%. The vision is to be the leading provider of animal health products and services worldwide, and the mission is to develop long term strategic relationships with customers and vendors. Market analysis shows growing demand for pet products and pharmaceuticals driven by more pets being treated like family members. Strategies to meet the objectives include securing higher margin products, evaluating pricing, educating sales reps, and offering promotions tied to margin growth.
2006 2nd Place University of Auckland
RAN is considering refining its strategic focus to better utilize its limited resources. It proposes concentrating on campaigns directly related to protecting threatened forests by leveraging its expertise. Specific strategies include exiting its Ford campaign, expanding to Japan through a partnership with an NGO there, and launching a "Sponsor a Campaign" funding program. This would allow RAN to more efficiently achieve its mission while also pursuing concentrated growth over the next 5 years.
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The document discusses Exeter Consulting's strategy to engage current clients, enhance operations, and expand domestically and internationally over the next few years. It recommends focusing on the healthcare and higher education industries in the US and India. Key initiatives include strengthening project management, aggressively recruiting new talent, and opening new offices in San Francisco and Mumbai. Financial projections estimate $255-489 million in total revenues through 2014 depending on project success.
MMICC 2010 - SFU
The document outlines Cirque du Soleil's strategic expansion plans into new markets like Macau, France, and Alegria arena shows. It discusses moving the Alegria show into arenas in Europe, expanding into the attractive French market through a partnership with Disneyland Paris, and continuing growth in Macau through the successful Wynn partnership model. Financial projections show strong returns from expanding into these new areas. The strategy aims to diversify Cirque's business model by utilizing arenas and new geographic regions to ensure future growth and stability.
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Cirque du Soleil is facing challenges from the global recession and a need to expand globally while maintaining its unique brand. Short-term recommendations include a viral marketing campaign, performing at music festivals, and developing an IMAX 3D film. Long-term recommendations include establishing a new resident show in Honolulu to pursue profitable growth with minimal risk. The proposals are projected to return Cirque du Soleil to revenue growth and profitability by 2014 while balancing artistic integrity with business objectives.
MMICC 2010 - NUS
The document discusses Cirque du Soleil's strategic plan to expand globally and deliver new forms of creativity through multisensory experiences. It analyzes expanding to London and Singapore through resident and arena shows while partnering with local organizations. It also considers developing an augmented reality platform through a technological partnership to create interactive performances. Financial projections show higher revenue and profits through this approach compared to focusing only on big top shows.
MMICC 2010 - MCG
The document discusses recommendations to improve Cirque du Soleil's financial sustainability by diversifying its revenue streams. It recommends expanding resident shows to cities like Paris, Hong Kong, and Shanghai. It also suggests partnerships with Disney and developing a Wii game and brand extensions. Implementing these recommendations from 2010-2016 would increase Cirque's revenues by $12.2 to $24.5 million annually.
MMICC 2010 - UCB
Cirque du Soleil is considering three recommendations to expand its business: 1) Expand resident shows through partnerships with MGM in new cities like Macau, Abu Dhabi, and Atlantic City. 2) Develop a nightlife business called "Soleil by Night" in areas with Cirque shows. 3) Launch a reality TV show called "The Artiste" to build its brand among new demographics. The recommendations aim to grow the resident show segment, increase spending per consumer, and attract new fans while maintaining Cirque's creative values.
MMICC 2010 - CBS
Cirque du Soleil proposes a three-pronged strategy of analyzing, negotiating, and expanding by partnering with Royal Caribbean cruise ships to perform resident shows. This would allow Cirque to enter the European market and leverage Royal Caribbean's large theater spaces on its cruise ships. The strategy involves negotiating a deal with Royal Caribbean to produce two new shows and have Cirque perform on two Royal Caribbean ships by 2014. This partnership would provide sustainable growth opportunities for both companies and increased revenues for Cirque du Soleil.
MMICC 2010 - 1st Place - THM
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
Cirque du Soleil
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MMICC 2010 - 3rd Place - PEN
Cirque du Soleil should pursue new programs, partners, and places to extend its experience and drive growth. It should continue touring and resident shows while launching a nightclub experience and flagship theater. Expanding successful partnership models to hotels and introducing corporate sponsors for tours can further growth. Global expansion to cities like Dubai, Sydney, Berlin, and London will also push creative frontiers and profits. Pursuing the right programs and partners in new places can sustainably grow Cirque du Soleil.
MMICC 2010 - 2nd Place - HKU
Cirque du Soleil is considering expanding into Asian markets like China through touring shows, limited-run shows, resident shows, and partnering to develop resorts. A resort in Shanghai is recommended to diversify revenue and tap new opportunities in emerging Asian markets with strong economic growth and an increasing affluent population. Financial projections estimate the Shanghai resort partnership could generate over $100 million in annual profit within 5 years.
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This document provides an overview of Cirque du Soleil, a Canadian entertainment company known for producing circus performances without animals. It outlines Cirque du Soleil's mission to provoke imagination and emotion through its shows. The company has grown from its founding in 1984 to over 5,000 employees and 100 million spectators across 31 different shows. The document also includes a PEST analysis noting political bans on animal circuses, economic challenges from decreased entertainment budgets, and a more socially conscious audience. Finally, it maps out Porter's five forces and value chain models to analyze Cirque du Soleil's business environment and operations.
Cirque du soleil case analysis team 6
Cirque du Soleil is a Montreal-based circus troupe founded in 1984. It combines traditional circus acts with theatrical production. In 2001, it had over 2,100 employees from over 40 nationalities performing 8 shows simultaneously on 4 continents. While Cirque du Soleil has achieved great success with its unique artistic style, it now faces challenges of market saturation and lack of innovation. To sustain its growth, alternatives such as expanding into new geographic regions and diversifying products are proposed. The recommended action plan is to decentralize decision making into regional divisions to better adapt strategies to local conditions.
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The document discusses Exeter Consulting's strategy to engage current clients, enhance operations, and expand domestically and internationally over the next few years. It recommends focusing on the healthcare and higher education industries in the US and India. Key initiatives include strengthening project management, aggressively recruiting new talent, and opening new offices in San Francisco and Mumbai. Financial projections estimate $255-489 million in total revenues through 2014 depending on project success.
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The document outlines Cirque du Soleil's strategic expansion plans into new markets like Macau, France, and Alegria arena shows. It discusses moving the Alegria show into arenas in Europe, expanding into the attractive French market through a partnership with Disneyland Paris, and continuing growth in Macau through the successful Wynn partnership model. Financial projections show strong returns from expanding into these new areas. The strategy aims to diversify Cirque's business model by utilizing arenas and new geographic regions to ensure future growth and stability.
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The document discusses a strategy called the 3C Strategy to help a company maintain sustainable long-term growth. The 3Cs stand for Correct, Change, and Create. The Correct approach involves reorganizing departments. The Change approach uses a hybrid business model. The Create approach focuses on expanding into the hotel market through partnerships. The strategy aims to establish new revenue streams while enhancing operations through the 3Cs to achieve long-term growth.
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The document discusses Cirque du Soleil's strategic plan to expand globally and deliver new forms of creativity through multisensory experiences. It analyzes expanding to London and Singapore through resident and arena shows while partnering with local organizations. It also considers developing an augmented reality platform through a technological partnership to create interactive performances. Financial projections show higher revenue and profits through this approach compared to focusing only on big top shows.
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The document discusses recommendations to improve Cirque du Soleil's financial sustainability by diversifying its revenue streams. It recommends expanding resident shows to cities like Paris, Hong Kong, and Shanghai. It also suggests partnerships with Disney and developing a Wii game and brand extensions. Implementing these recommendations from 2010-2016 would increase Cirque's revenues by $12.2 to $24.5 million annually.
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Cirque du Soleil is considering three recommendations to expand its business: 1) Expand resident shows through partnerships with MGM in new cities like Macau, Abu Dhabi, and Atlantic City. 2) Develop a nightlife business called "Soleil by Night" in areas with Cirque shows. 3) Launch a reality TV show called "The Artiste" to build its brand among new demographics. The recommendations aim to grow the resident show segment, increase spending per consumer, and attract new fans while maintaining Cirque's creative values.
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MMICC 2010 - 1st Place - THM
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
Cirque du Soleil
Cirque du Soleil was selected as the brand of choice to be analyzed for a Services Marketing course within IE Business School's Master in International Management marketing specialization. Delivered to Professor Teresa Recio Naranjo.
MMICC 2010 - 3rd Place - PEN
Cirque du Soleil should pursue new programs, partners, and places to extend its experience and drive growth. It should continue touring and resident shows while launching a nightclub experience and flagship theater. Expanding successful partnership models to hotels and introducing corporate sponsors for tours can further growth. Global expansion to cities like Dubai, Sydney, Berlin, and London will also push creative frontiers and profits. Pursuing the right programs and partners in new places can sustainably grow Cirque du Soleil.
MMICC 2010 - 2nd Place - HKU
Cirque du Soleil is considering expanding into Asian markets like China through touring shows, limited-run shows, resident shows, and partnering to develop resorts. A resort in Shanghai is recommended to diversify revenue and tap new opportunities in emerging Asian markets with strong economic growth and an increasing affluent population. Financial projections estimate the Shanghai resort partnership could generate over $100 million in annual profit within 5 years.
Cirque du Soleil's BLUE OCEAN STRATEGY: One-page Story of How Cirque du Solei...
The document outlines Cirque du Soleil's blue ocean strategy for reinventing the circus. It describes their value innovation focus of eliminating traditional circus elements like animal acts and concessions, while increasing their unique venue and creating new productions with music and dance themes. The strategy canvas shows how they targeted new customer segments like adults and corporations and delivered the product through premium ticket sales and media partnerships to experience live entertainment in an artistic show format.
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This document provides an overview of Cirque du Soleil, a Canadian entertainment company known for producing circus performances without animals. It outlines Cirque du Soleil's mission to provoke imagination and emotion through its shows. The company has grown from its founding in 1984 to over 5,000 employees and 100 million spectators across 31 different shows. The document also includes a PEST analysis noting political bans on animal circuses, economic challenges from decreased entertainment budgets, and a more socially conscious audience. Finally, it maps out Porter's five forces and value chain models to analyze Cirque du Soleil's business environment and operations.
Cirque du soleil case analysis team 6
Cirque du Soleil is a Montreal-based circus troupe founded in 1984. It combines traditional circus acts with theatrical production. In 2001, it had over 2,100 employees from over 40 nationalities performing 8 shows simultaneously on 4 continents. While Cirque du Soleil has achieved great success with its unique artistic style, it now faces challenges of market saturation and lack of innovation. To sustain its growth, alternatives such as expanding into new geographic regions and diversifying products are proposed. The recommended action plan is to decentralize decision making into regional divisions to better adapt strategies to local conditions.
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MMICC 2009 - 3rd Place - UC Berkeley
The document summarizes a consulting firm's presentation recommending strategies for Exeter Consulting to increase growth. It recommends that Exeter expand its education practice domestically and globally in India, create an energy sector focused on renewable energy, and restructure internally to support these initiatives. Over 5 years, this strategy is projected to more than triple Exeter's revenue growth rate and establish new long-term client relationships.
MMICC 2009 - 2nd Place - NUS
Exeter aims to expand its business by taking on new clients and projects in education. Its overall strategy involves enabling education through two initial projects with Tulane University and a large private university. It will then expand into India by opening an office in Bangalore and targeting private and public higher education clients. Exeter expects this strategy to significantly increase its growth rate and provide a net present value of over $12 million. It will implement this strategy over two phases from 2009 to 2014, first focusing on the two education projects and then expanding its operations and team in India.
MMICC 2009 Rules Briefing
This document outlines the rules and procedures for the MMICC 2009 case competition. It details:
1) The appeals committee that will address any rule interpretations is composed of members from different participating regions.
2) Teams will make two presentations to different judging panels - once in the morning and once in the afternoon. Presentations are limited to 20 minutes plus 10 minutes of Q&A.
3) Teams can only use the provided materials and resources during their preparation time and presentations. Outside assistance, technology, or materials are prohibited.
4) Judges will rank the top teams after deliberations following all the presentations. Advisors cannot assist teams once they receive the case until after their second presentation is complete
2007 3rd Place
The document discusses strategies for Shimano, a Japanese bicycle component manufacturer, to increase revenue and efficiencies. It identifies opportunities to capture more market share in climbing gear, diversify product lines, and optimize supply chain management through a new production facility. Recommendations include hedging currency risk, pursuing ISO certifications, and expanding marketing efforts globally.
2007 2nd Place
Sygma Consulting provided recommendations to Shimano on achieving growth while sustaining its dominant market position in bicycle components. The recommendations were to target growth in emerging markets like China by capitalizing on the 2008 Beijing Olympics, expand its product line into cross-country ski bindings, and implement a "tribal marketing" strategy to support enthusiast communities. A timeline outlined plans for the China strategy from 2006-2010 and product diversification from 2007-2010. The recommendation aimed to leverage Shimano's strengths in precision manufacturing and brand reputation to enter higher potential markets in a manner aligned with its environmental and quality values.
2008 2nd Place
The document outlines E+Co's vision and plans to increase its impact and scale of operations significantly by 2020. The key points discussed are:
- E+Co aims to increase its customer base from 3 million to 100 million and entrepreneur reach from 3 million to 42,235 by 2020.
- To achieve this, E+Co plans to increase the number of entrepreneurs it works with, attract more funding from various sources including carbon markets, expand to new geographical markets and sectors like water, while maintaining a strong business model and learning culture.
- The implementation plan outlined timelines and approaches for increasing entrepreneurs, funding, expanding globally and entering the water sector between 2008-2020 to achieve the ambitious vision and targets.
2008 3rd Place
E+Co is an organization that provides energy services and invests in small and medium enterprises (SMEs) in developing countries. The document discusses expanding E+Co's operations by increasing its investments in SMEs, especially in Africa, to serve more people while achieving strong financial returns. It proposes hiring local ambassadors to promote E+Co's services and recruit new entrepreneurs in rural areas. The strategies aim to empower local communities through sustainable enterprises while staying aligned with E+Co's mission.
2008 1st Place
Thammasat Consulting Group provides a summary of their business background and situational analyses of energy access in Africa and India. They identify issues in these markets and objectives to increase environmental/social impact. Strategies proposed include the Path Finding Strategy to invest in sub-Saharan Africa, the Peacock Strategy targeting reduced coal use in India, and the Fund Raising Strategy to generate more funds. Financial projections estimate $36 million cash available for investments by 2020.
2008 1st Place
Thammasat Consulting Group provides a summary of their business background and situational analyses of energy access in Africa and India. They identify issues in these markets and their objectives to increase environmental/social impact. They propose three strategies: 1) The Path Finding Strategy to increase impact in Africa by prioritizing countries and leveraging past experiences. 2) The Peacock Strategy focuses on reducing coal use in India by promoting biomass briquettes. 3) The Fund Raising Strategy aims to generate more funds through partnerships, corporations, banks, and carbon offsets to facilitate more operations in Africa and India.
2008 3rd Place
E+Co is an organization that provides energy services and invests in small and medium enterprises (SMEs) in developing countries. The document discusses expanding E+Co's operations by increasing its investments in SMEs, especially in Africa, to serve more people while achieving strong financial returns. It proposes hiring local ambassadors to promote E+Co's services and recruit new entrepreneurs in rural areas. The strategies aim to empower local communities through sustainable enterprises while staying aligned with E+Co's mission.
2008 2nd Place
The document outlines E+Co's vision and plans to increase its impact and scale of operations significantly by 2020. The key plans include:
- Increasing the number of entrepreneurs engaged from 3 million to 100 million
- Expanding into new geographic markets like Nigeria, Indonesia and sectors like water purification
- Raising funds via strategies like carbon markets to increase funding from $3 million to $100 million
- Financial projections estimate the plans can achieve over $1.8 billion in net present value and exceed targets for customers and entrepreneurs reached by 2020.
2006 1st Place
The document outlines a strategic plan for the Rainforest Action Network (RAN) to expand its campaigns and membership over the next 5 years. It proposes a "Triple-EX" strategy to 1) expand membership through various marketing efforts, 2) expose Exxon's negative environmental impact, and 3) excel RAN's human resources. Key elements include increasing the annual budget to $5 million, targeting Exxon for its climate change impact, and implementing employee training and benefits programs to reduce turnover. Financial projections estimate growing membership to over 20,000 members and achieving a positive net present value.
Knowledge Management @ Ogilvy Renault
The document discusses knowledge management at the law firm Ogilvy Renault. It outlines how knowledge resides primarily with experts and their practices or in documents like policies, case records, and emails. It also discusses drivers for knowledge management from the competitive environment and business model, as well as challenges from a lack of knowledge management. The document recommends that knowledge management be a continuous process supported by top management and integrated into the company culture.
MMICC '08 Ambassadors Team First Meeting
The document provides information about the McGill Management International Case Competition (MMICC), including that it is a top undergraduate business case competition that takes place over 3 days of social events and 2 days of the competition. 12 teams, each composed of 4 students and an advisor, are given 24 hours to solve a case study requiring skills in various areas of management. Teams then have 2 hours to present their solutions to a panel of professional judges, with cash prizes awarded to the top 3 teams. The document outlines the ambassador's role in supporting the event and preview's the week's schedule of activities from team arrivals to the closing ceremonies.
MMICC 2008 Ambassadors Team
The document provides information about becoming an ambassador for the McGill International Case Competition (MMICC), which is an inter-university case competition involving 12 schools from 10 countries. As an ambassador, individuals would act as a liaison between competing teams and the executive committee, help welcome and guide teams, ensure teams get to locations on time and safely, monitor hotel rooms during the case period, assist with logistics, and promote participation at the event. Ambassadors would be required to attend all MMICC events from March 25-29 and miss school, but would receive an exemption and have their attendance and activities covered.
2007 1st Place
The document recommends that Shimano create a joint venture with bicycle manufacturer Trek to develop an innovative high-end bicycle called Trek-Shimano X. This would allow them to stay ahead of competition through continued research and development. Financial projections estimate the JV would yield $996 million in net profit over 10 years, higher than other options considered like focusing on low-cost or hybrid bicycles. The recommendation is to establish an R&D lab with Trek and launch the new bicycle in Europe, then expand globally.
MMICC 2007 Rules
This document outlines the rules and schedule for the MMICC 2007 competition. It provides details on:
- The presentation site and schedule, with teams presenting twice on Friday and Saturday to different judge panels.
- Restrictions on team communication and internet/device use during the 24 hour case preparation period between presentations.
- Logistics for printing, submitting presentation materials, and time limits for presentations/Q&A.
- What materials teams can and cannot bring to the preparation site.
- The judging process and goal of ranking the top 3 teams.
- Guidelines for team advisors in terms of communication with teams and event participation.
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2006 1st Place Thammasat University
- 2. The Rainforest Action Network Manita Sirunya Tarin Chananun T HE H IGH T IMES
- 3. Company Profile Market Analysis Issues & Objectives Recommendations Time Line Financial Justifications Key Success Factors Conclusion T HE H IGH T IMES
- 4. Company Profile RAN: The Rainforest Action Network Mission: to protect the Earth’s rainforests and the rights of their inhabitants. Previous Success: Home Depot stop exploiting wood from old forest Citigroup deny funding extractive industries Member: 10,000 Annual Budget: $ 2.4 million Currently Old Growth Campaign Global Finance Campaign Jumpstart Ford Campaign Corporation to change Private policy Target
- 6. Market Analysis Most Promising Target III. Critical Environmental Issues Source: Compas for Health, Canada (March 2002) Trend towards Climate Change II. US Demographics Source: US Census Bureau 2002 Age Group Population (in thousand) Annual Income 15-24 6,611 27,828 25-34 19,055 45,330 35-44 24,069 53,521 45-54 22,623 59,021 55-64 16,260 47,203 65> 22,659 23,152
- 7. Current Position & Ultimate Objective Focusing on the Rainforest related campaign with the annual budget of US$2.4Million in 2004 Broaden the Campaign Scope ranging from Rainforest to Climate Changes with the total annual budget of over US$5Million in 2009 Current Position Ultimate Goal in 5 years
- 8. Issues to be solved… ISSUES OBJECTIVES Financial Limitations on Project Funding Increasing Difficulty in Targeting Company Dependence on Key Personnel and High turnover rate Increase membership base by CAGR 15% per year over the next 5 years Identify the highest probability of success and most Influential Target available Develop proper Training program and value enhancement for employee
- 9. The Triple-EX Approach Triple-EX Strategy OBJECTIVES Financial Limitations on Project Funding Increasing Difficulty in Targeting Company Dependence on Key Personnel and High turnover rate Increase membership base by CAGR 15% per year over the next 5 years Identify the highest probability of success and most Influential Target available Develop proper Training program and value enhancement for employee
- 12. Expose Exxon Triple-EX Strategy OBJECTIVES EXPAND Membership Base Increasing Difficulty in Targeting Company Dependence on Key Personnel and High turnover rate Increase membership base by CAGR 15% per year over the next 5 years Develop proper Training program and value enhancement for employee Identify the highest probability of success and most Influential Target available
- 14. Expose Exxon: Alliance Support Exxon’s Damages to Environment Finding Strategic Alliance ? Potential Strategic Alliance
- 15. Excel Human Resources Triple-EX Strategy OBJECTIVES EXPAND Membership Base EXPOSE Exxon Dependence on Key Personnel and High turnover rate Increase membership base by CAGR 15% per year over the next 5 years Develop proper Training program and value enhancement for employee Identify the highest probability of success and most Influential Target available
- 17. Timeline Expand Magazines Direct Mailing Event Marketing Expose ExposeExxon Excel Welfare Training Program Value Enhancement Network Expansion
- 18. Membership Base 20,038 members
- 19. Budget (figures in $) Revenue $5,163,433 Budget $5,128,544
- 20. Cost Estimation (figures in $) Total Cost in 5 Years $5,357,947 Financed by: Member Support and Public Donation NPV $778,787
- 21. Key Success Factors Strategic Alliance Human Resource Financial Support
- 23. Thank You
- 26. Pro Forma Income Statement (figures in $)
- 27. Assumptions on Income Statement
- 28. NPV Analysis
- 29. Cost Assumption
- 30. Market Share