We undertook a a detailed market demand forecast by areas and product type, Detailed analysis on consumer purchasing pattern, Analysis on overall competitive environment, Detailed information on competitor performance including sales, branding, pricing, channel mix and incentives, Key competitors’ COGS analysis, Strengths and weaknesses of each competitor group
and the implications, High level recommendation on product mix, Brand positioning status and recommendations, Channel mix diagnosis and high level channel prioritization, Detailed breakdown comparison on costs, COGS in
particular
We undertook a a detailed market demand forecast by areas and product type, Detailed analysis on consumer purchasing pattern, Analysis on overall competitive environment, Detailed information on competitor performance including sales, branding, pricing, channel mix and incentives, Key competitors’ COGS analysis, Strengths and weaknesses of each competitor group
and the implications, High level recommendation on product mix, Brand positioning status and recommendations, Channel mix diagnosis and high level channel prioritization, Detailed breakdown comparison on costs, COGS in
particular
On 2/9/2016 I presented this workshop that the Social Media Strategies Summit in Las Vegas. The key objectives are listed below.
Attendees that participate in this workshop will receive:
An outline of how to develop a brand strategy that can be used to articulate consistent brand messaging across all social media platforms.
A framework to assess the vast array of social media tools available to determine which tools will help achieve maximum efficiency.
A complex overview of several social media tools and specific use cases that will have an immediate impact on their social media strategy
A list of the necessary tools to convey the importance of employee advocacy to key stakeholders within their business.
Country evaluation and selection - International Business - Manu Melwin Joymanumelwin
Because companies lack the resources to take advantage of all international opportunities they identify, they must determine both the order of country entry as well as the rates of resource allocation across countries.
Foundations for sustaining learning-centered practicesStephen C. Ehrmann
Learning-centered practices such as learning communities, capstone courses, studio courses, ePortfolio initiatives and service learning have remained at the margins, sparkling and fading over the years. In addition to developing such practices directly, institutions of higher education need also to promote conditions that will allow learning-centered education to flourish and become the new normal. This presentation at the 2015 Lilly Conference in Bethesda MD outlined seven such foundations, ranging from specific kinds of leadership to specific kinds of support services. The session, lasting 75 minutes, was highly interactive and the slides include some notes taken during the session, in blue.
On 2/9/2016 I presented this workshop that the Social Media Strategies Summit in Las Vegas. The key objectives are listed below.
Attendees that participate in this workshop will receive:
An outline of how to develop a brand strategy that can be used to articulate consistent brand messaging across all social media platforms.
A framework to assess the vast array of social media tools available to determine which tools will help achieve maximum efficiency.
A complex overview of several social media tools and specific use cases that will have an immediate impact on their social media strategy
A list of the necessary tools to convey the importance of employee advocacy to key stakeholders within their business.
Country evaluation and selection - International Business - Manu Melwin Joymanumelwin
Because companies lack the resources to take advantage of all international opportunities they identify, they must determine both the order of country entry as well as the rates of resource allocation across countries.
Foundations for sustaining learning-centered practicesStephen C. Ehrmann
Learning-centered practices such as learning communities, capstone courses, studio courses, ePortfolio initiatives and service learning have remained at the margins, sparkling and fading over the years. In addition to developing such practices directly, institutions of higher education need also to promote conditions that will allow learning-centered education to flourish and become the new normal. This presentation at the 2015 Lilly Conference in Bethesda MD outlined seven such foundations, ranging from specific kinds of leadership to specific kinds of support services. The session, lasting 75 minutes, was highly interactive and the slides include some notes taken during the session, in blue.
Teamnet Group is divided into four main branches acting in 4 different directions of development:
Teamnet - dealing with systems integration;
Teamnet Dedalus - Healthcare Systems
Teamnet Engineering - Engineering Solutions
Ymens - Cloud Solutions
Teamnet International
22 Tudor Vladimirescu Blvd., Green Gate, District 5, Bucharest – 050883, Romania
website: http://www.teamnet.ro
mail: office@teamnet.ro
tel: +4 021 311.66.31/ +4 021 311.66.32
fax: +4 021 311.66.34/ +4 021 311.66.36
MBA 671 Business Strategy Game_Company A_Team Presentation_061914 by Binta Au...Mark Susor
MBA Strategic Management Course. Presentation outlines strategy utilized in global marketplace. The Business Strategy Game_2014 Industry Champion. Competition-based global strategy simulation; senior executive at the best-performing company in an industry setting where teams of students ran companies and crafted strategies aimed at achieving superior financial performance and market leadership; the exercise was conducted in a course at Benedictine University (MBA 671_Strategic Management). Team ranked 6th. Worldwide.
Product Portfolio Strategies, BCG Matrix, How to make a BCG Matrix, Apple case study, BCG AND PLC, Merits and Demerits of BCG Matrix, GE Matrix, Merits and Demerits of GE Matrix
Product life cycle (PLC) & Boston Consultancy Group (BCG) MBA pptPratik Thakkar
The ppt gives details info about BCG Matrix as well as Product Life Cycle.
The ppt project is on study of Automobile industry, done during my MBA (M.U).
Mahmoud R. Fath-Allah, Training Materials on “ International Market Selection: Techniques and Analysis” , provided to Export Managers in Automotive component companies and the Engineering Export Council (EEC) in Egypt. in September 2013. and for Home Textiles companies members in Home Textiles Export Council HTEC in Egypt.(October 2013)
Orchestrating the balance between a growth strategy and cost efficiencies in ...Tristan Wiggill
A presentation by Elmien Sambandan PMP®, Manager Africa Team for Supply Chain Transformation and Operations Advisory, EY, South Africa.
Delivered during the 38th annual SAPICS event for supply chain professionals in Sun City, South Africa.
It takes a musical genius to orchestrate a rock band and classical orchestra at the same time. The contrast is similar when balancing cost efficiencies and investing in growth in an organisation. Nigeria is one of the most attractive consumer markets in Africa, with promising double digit growth whilst ensuring supply chain efficiencies. This presentation provides practical examples to address these key challenges, such as price sensitive consumers and distributors, fragmental logistics network, limited network visibility and complex product portfolios.
1. Abbott Corporate Finance Case Competition
Overview Recommendations Situational Context Analysis Future Prospects Conclusion Appendix
Presented By:
Kyle Nguyen | Chris Yamamoto | Jorrel Sto. Tomas | Nishaad Navkal
2. Overview
Case Objective
Assess if Precious Star should
expand its operations into
mainland China, Vietnam, both,
or neither.
Secondary objectives:
-If expansion is feasible, create
the most efficient and profitable
expansion plan.
-Explore potential opportunities
for continued growth into the
future.
Key Considerations
Competitive Landscape
-What are Precious Star’s
leverageable factors?
-How can Precious Star out-perform
its competitors?
Consumer Environment
-How can Precious Star capitalize on
consumer preferences?
Growth of Different Market
Segments
-Which markets have the highest
profit potential?
Manufacture + Distribution Costs
-How can we keep operational
costs at a minimum?
-What distribution channels keep
costs at a minimum?
Future Prospects
-How can Precious Star optimize
its strategy to take advantage of
future market trends?
Alternate Strategies
-What further steps can Precious
Star can take to grow its market
share?
Overview Recommendations Situational Context Analysis Future Prospects Conclusion Appendix
3. Recommendations
Mkt. Penetration Strategy
Target Markets + Segments
-China
Pediatric Premium
Pediatric Mid-tier
Adult Complete & Balance
Adult Disease State
-Vietnam
Pediatric Premium
Pediatric Mid-tier
Adult Complete & Balance
Adult Disease State
Result
-A cost of $952M for a projected profit
of $717M
-Projected ROI of 75%
Future Prospects
-Allocate remaining $548M and
reinvest portion of profits into the
acquisition of Chinese competitors in
target markets
Manufacture
-Build two production plants in
Vietnam
-Pediatric with 40M
capacity
-Adult with 40M capacity
-Ample capacity for future
market growth
Overview Recommendations Situational Context Analysis Future Prospects Conclusion Appendix
4. Qualitative Market Analysis
Situational Context
Qualitative Recommendations:
Manufacture in Vietnam:
-Labor cost is second to lowest in
the region
-Population generally cannot afford
imports
Sell High Product Volume to China:
-High demand for foreign
manufacturing
-High demand for milk-based
products
-Growing middle class indicates
more consumers
Leverageable Factors
Local brands are distrusted
Chinese Market:
Vietnamese Market:
Action
Most consumers cannot afford
expensive imports
Domestic manufacturing is
distrusted by consumers
Consumers seek foreign
products at high prices
Base manufacturing
operations in Vietnam
Emphasize product as a
Chinese Brand for the
Vietnamese market
High demand for milk-based
nutritional products and
increasing middle class
Capitalize on high demand,
sell high volume to Chinese
market
Overview Recommendations Situational Context Analysis Future Prospects Conclusion Appendix
5. Market Value Observations
● Despite rapid growth, Vietnam’s pediatric
market is still dwarfed by China’s, which is
valued at over $1B.
● At $764M, China’s adult market is about
seventeen times the size of Vietnam’s.
● The pediatric market presents a larger
market value and therefore, larger
production volume.
Analysis
Market Value Analysis Conclusions:
-Targeting the Chinese market results in the most
market value.
-Pediatric market is larger for both countries.
Market Value Analysis
Overview Recommendations Situational Context Analysis Future Prospects Conclusion Appendix
6. Cost Analysis
Manufacturing Analysis
-Fixed and variable manufacturing
costs are significantly lower in Vietnam
compared to China in both Adult and
Pediatric Markets.
-The cost differential between the two
options increases as capacity is
increased.
Analysis
Cost Analysis Conclusions:
Manufacturing:
Basing production in Vietnam results in
significantly lower costs.
Freight & Distribution:
Cost differential between Vietnam-China and
China-China F&D is offset by low
manufacturing costs.
Freight & Distr. Analysis:
-Most of the product will be sold in China.
-Producing in China will yield lower
transport costs, though only by a small
margin of about 59 cents per kilogram.
-Of the three costs (plant construction,
production, transport) transport is the least
significant.
Overview Recommendations Situational Context Analysis Future Prospects Conclusion Appendix
7. Future Prospects
Future Growth Trends
Growth Trend Observations:
● All 8 strategically selected
segments collectively show
an upward trend in market
value.
● Growth trends justify the
construction of a 40M Adult
plant over the cheaper 20M
+ 10M option.
○ 40M becomes more
profitable once 25.7M
volume is reached.
Overview Recommendations Situational Context Analysis Future Prospects Conclusion Appendix
8. Future Prospects
Alternative Strategy
Acquisition Plan
● Allocate remaining $548M into the
acquisition of smaller competitors in
China.
● In addition to the $548M, reinvest a
portion of yearly profits into the
acquisition fund.
● Specifically target competitors with
large operations in the pediatric
sector.
Benefits
● Minimizes unused assets.
● Acquisition of crucial distribution
channels.
● Cheaper to acquire existing
distribution channels than to
establish new ones.
● Grows Precious Star’s market share
in its weakest (and most valuable)
sector.
Overview Recommendations Situational Context Analysis Future Prospects Conclusion Appendix
9. Summary
Manufacture
-Base production in Vietnam
-Cheapest overall production
and F&D costs.
-Bypass Chinese consumers’
distrust of domestic
manufacturing.
-Keeps price affordable for
poorer Vietnamese market.
-Construct (2) 40M capacity plants,
one pediatric and one adult.
-Gives ample capacity for
projected future growth.
Sales
-Target aforementioned 8 market
segments.
-Slated for future growth,
holds considerable market
value.
-Market Segments are:
-Pediatric Premium, Pediatric
Mid-tier, Adult Complete &
Balance, and Adult Disease
State for both countries.
Future Expansion
-Establish an acquisition fund
-Use remaining $548M plus a
portion of yearly profits.
-Acquire strong competitors in
China’s Pediatric sector
-Grows market share,
increases distribution
channels.
Result - (1st year ROI: 75%)
-Optimal positioning to capitalize on growing market
trends in the future.
-Growth of Precious Star’s market share in its most
valuable sector.
-Acquisition of established distribution channels and
manufacturing operations.
Overview Recommendations Situational Context Analysis Future Prospects Conclusion Appendix
Con Conclusion
10. Overview Recommendations Situational Context Analysis Future Prospects Conclusion Appendix
Appendix
Appendix Table of Contents:
1: 40M Plant vs. 20M+10M Plants: The Breakeven Point
2: Condensed Market Value + Volume Trends (2014-2016)
3: Cost of Manufacture Chart, USD Standardized
11. When does the 40M plant become economical?
40M plant production = [20M plant production] + [10M plant production] (20M first)
250M + 4.1(Q) = [134M + 5.3(20M)] + [80M + 6.2(Q - 20M)]
250M + 4.1Q = 134M + 106M + 80M + 6.2Q - 124M
250M + 4.1Q = 196M + 6.2Q
54 = 2.1Q
Q = 25.7M
Appendix
Overview Recommendations Situational Context Analysis Future Prospects Conclusion Appendix
First Year Q = 23,022,320 kg
Breakeven Point = 25,700,000 kg
Breakeven growth = 11%