Baldwin[2][1]
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The document outlines the vision, mission, market strategies, functional strategies, group processes, and lessons learned for a company called Baldwin over 10 simulation rounds. The company's vision is to be the leading cost sensor company through customer, shareholder, and employee satisfaction. Their mission is to provide high quality, reliable sensors at low prices across all market segments while allowing employees to thrive. The document analyzes Baldwin's strategies and processes for research and development, marketing, production, finance, and human resources over the 10 rounds.
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The Ferris Company utilized a unique strategy to win the simulation, focusing on satisfying customers and maximizing contribution margins. Their strategy maintained a presence in all market segments by distinguishing products with excellent design and keeping research and development, production, and material costs low. This allowed them to compete on price while increasing automation. In later rounds, they introduced new high-end products, bought more capacity, invested in quality management, and managed finances appropriately, learning that profitability was more important than market share.
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Chester Sensors achieved strong financial results over 8 rounds of simulation, with cumulative profits exceeding competitors by over 50% and the highest stock price. The company differentiated through reliable, cutting-edge sensors produced at affordable prices using automation. Looking ahead, Chester will introduce the highly automated Cyclops line to compete in ultra-high tech sectors while phasing out older product lines. Overall, Chester's focus on product lifecycle, R&D, and cost control supported consistent market leadership.
Chester company
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The document provides an agenda and summaries from a meeting of DIGBYCO. It discusses the sensor industry overview, DIGBY's strategy and goals, a competitive analysis of their competitors, areas where DIGBY could improve, and what they did right. Key points include maintaining a presence in every market, distinguishing products with design and awareness, increasing market share against top competitors Erie and Chester, utilizing high capacity and financial leverage, and recommendations to improve research and development, marketing, production, and finance.
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This is the presentation from the capstone simulation competition conducted at Kelley School of Business towards the completion of our MBA. The simulation involved decision on various business functions including Marketing, Operations, Finance and Investor relations. We worked in a team of 5-6 students to run a company making decisions on these functions as a team.
Team chester design 2 yb copy
1) The team presented strategies, mission, vision, research and development, marketing, production, finance, and lessons learned for innovative company Chester Inc. over multiple rounds of the business simulation.
2) Chester aimed to differentiate its premium products, build customer relationships globally, and commit to quality and excellence.
3) Though Chester struggled initially with forecasting and TQM, it improved its techniques, maintained profitability and positive cash flow, and earned 630 out of 1000 points in the simulation, placing second in its segment.
CAPSIM- Baldwin Sensor Presentation - 1
Baldwin is a startup sensor company based in Washington D.C. that specializes in affordable, reliable sensors for manufacturers. The executive management team presents their vision for Baldwin to provide moderate-cost sensor solutions. However, Baldwin performed poorly in an 8-year business simulation, finishing last but most resilient. The document discusses Baldwin's failure and several options for revitalizing the company, including liquidation, merger, bankruptcy, or selling assets. It also covers theories of disruptive innovation and risk management strategies that could help Baldwin succeed.
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The Ferris Company utilized a unique strategy to win the simulation, focusing on satisfying customers and maximizing contribution margins. Their strategy maintained a presence in all market segments by distinguishing products with excellent design and keeping research and development, production, and material costs low. This allowed them to compete on price while increasing automation. In later rounds, they introduced new high-end products, bought more capacity, invested in quality management, and managed finances appropriately, learning that profitability was more important than market share.
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The document outlines Chester Company's strategy to pursue an integrated approach of cost leadership and differentiation. It focused on investing conservatively during the recession through total quality management to reduce costs and increase demand. As the recession ended, Chester increased R&D investment in all products, poured money into sales budgets, and raised capacity while maintaining effects of TQM to lower costs and increase demand. A SWOT analysis identified strengths in promotional budgets, R&D, and cash position, while weaknesses included stocking out and forecasting ability. Opportunities included exploiting poorly run competitors and limiting recession effects, while threats included economic downturn and new competitors.
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This is the presentation from the capstone simulation competition conducted at Kelley School of Business towards the completion of our MBA. The simulation involved decision on various business functions including Marketing, Operations, Finance and Investor relations. We worked in a team of 5-6 students to run a company making decisions on these functions as a team.
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1) The team presented strategies, mission, vision, research and development, marketing, production, finance, and lessons learned for innovative company Chester Inc. over multiple rounds of the business simulation.
2) Chester aimed to differentiate its premium products, build customer relationships globally, and commit to quality and excellence.
3) Though Chester struggled initially with forecasting and TQM, it improved its techniques, maintained profitability and positive cash flow, and earned 630 out of 1000 points in the simulation, placing second in its segment.
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Baldwin is a startup sensor company based in Washington D.C. that specializes in affordable, reliable sensors for manufacturers. The executive management team presents their vision for Baldwin to provide moderate-cost sensor solutions. However, Baldwin performed poorly in an 8-year business simulation, finishing last but most resilient. The document discusses Baldwin's failure and several options for revitalizing the company, including liquidation, merger, bankruptcy, or selling assets. It also covers theories of disruptive innovation and risk management strategies that could help Baldwin succeed.
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1) The document outlines Andrews Co.'s strategy to establish market leadership in the sensor industry through quality, low-cost products.
2) The company's value proposition is to strive for market leadership in the low segment by serving customers and continuously innovating top products.
3) The initial strategy of placing all products in the middle and allowing drift was flawed, resulting in losses. The strategy shifted to focusing on key segments and products, leading to improved profits and market share gains.
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The document summarizes the Capstone simulation results of Minhee Huh, Molly McGowan, and King Tan. Their original strategy was cost leadership and differentiation but they shifted to focus on cost leadership and differentiation. They achieved peak market share in round 4 but then lost shares. Their 3-year plan focuses on developing new products, entering new segments, and making investments. They achieved high sales, profits, and stock price over the 8 rounds.
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The board meeting agenda covered Digby's past performance, strategy, competitive advantages, competitor analysis, and management review. Over the past eight years, Digby achieved market leadership in the high-end segment through TQM focus on R&D cycle time, second product development, and exiting lower segments. Competitor analysis showed Baldwin and Erie posed threats that Digby responded to quickly. Management recommendations were to invest more in early TQM, sales/promotion, and product development to improve future performance.
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This document discusses the Baldwin Company and its industry. It provides information on Baldwin's products, market share, sales growth, profit, and contribution margin. It also discusses challenges Baldwin faced, such as inefficient spending and being late to adopt total quality management practices. The document suggests ways for Baldwin to utilize cash, such as developing new products, increasing capacity, and paying off long-term debt. It reflects on what Baldwin did right and lessons that can be applied to business careers, emphasizing skills like organization, communication, and adapting strategy.
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1. Digby realized its true production potential and planned capacity accordingly to reduce unused assets and depreciation.
2. Underestimating market demand for its products led Digby to lose potential sales and profits to competitors.
3. Analyzing product segments revealed some products had low margins, so Digby cut underperforming segments to focus on more profitable ones.
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1) Ferris focused on optimizing production capacity to meet forecasted demand in each segment. Capacity for the low-end product Feat gradually increased from 1400 to 2400 units.
2) Material and labor costs were analyzed. Automation was increased for products to reduce variable costs.
3) Ferris transitioned its high-end product Fist to the traditional segment in round 7 due to weak performance.
4) Overall, Ferris sought to diversify its risk and gain market share through a broad differentiation strategy focused on production efficiency.
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The document outlines the goals and strategies of a corporation to become the leading provider in the electronic sensor industry. The corporation aims to produce high-quality, small-sized products and dominate the market. The strategies include emphasizing equal efforts on all products, establishing early market share through marketing investments, generating accurate sales forecasts, and competitively investing in marketing budgets. The corporation also focuses on accessibility, total quality management, and allocating large sums to marketing and sales budgets.
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This annual report from Andrews Inc. discusses the company's strategy, execution challenges, and performance over the past few years. The company originally planned to focus on high-margin segments but faced slower than expected market shifts and customer preference changes that slowed the transition of its products between segments. As a result, key metrics like return on equity and contribution margins underperformed. However, the report is optimistic that recent strategic changes like product improvements and exiting low-margin businesses will return the company to profitability and high performance in the coming years.
Capsim Power Point_ Chester 57
Chesters focuses on being a cost leader that offers quick changes to reliable products. Decisions are made as a team where everyone can provide input, and duties are not divided out completely as everyone is considered equals. Chesters began in the low tech market but expanded to high tech in round 4, maintaining a presence in both markets. While Andrews and Digby led in sales and profits from rounds 5-7, Digby was more competitive overall. Baldwin recovered from an emergency loan to beat all companies but Digby in round 6. The takeaways are to take advantage of loans to manipulate the market and use ratios to track incremental improvements.
Strategy DevelopmentWeek 3Objectives Week 3Devel.docx
Strategy Development
Week 3
Objectives Week 3Develop strategic objectives.
Create organizational objectives and goals.
Articulate value proposition, key activities, resources, and channels to market.
Quote……
“Successful business strategy is about actively shaping the game you play, not just playing the game you find.”
Adam M. Brandenburger and Barry J. Nalebuff
Quote……
“The essence of strategy lies in creating tomorrow’s competitive advantage faster than competitors mimic the ones you posses today”
Gary Hamel and C.K. Prahalad
Quote……
“Competitive strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value”.
—Michael E. Porter
Quote……
“Winners in business play rough and don’t apologize for it. The nicest part of playing hardball is watching your competitors squirm”
—George Stalk, Jr., and Rob Lachenauer”
Long-Term ObjectivesStrategic managers recognize that short-run profit maximization is rarely the best approach to achieving sustained corporate growth and profitability.Strategic decision makers confronts:
Should they eat the seeds to improve the near-term profit picture and make large dividend payments through cost-saving measures such as laying off workers during periods of slack demand, selling off inventories, or cutting back on research and development?
Or should they sow the seeds in the effort to reap long-term rewards by reinvesting profits in growth opportunities, committing resources to employee training, or increasing advertising expenditures?
Long-Term ObjectivesTo achieve long-term prosperity, strategic planners commonly establish long-term objectives in seven areas: Profitability Competitive PositionEmployee RelationsTechnological Leadership Productivity – In-OutEmployee DevelopmentPublic Responsibility
Qualities of Long-Term ObjectivesWhat distinguishes a good objective from a bad one? What qualities of an objective improve its chances of being attained?There are five criteria that should be used in preparing long-term objectives:
Flexible
Measurable
Motivating
Suitable
Understandable
The Balanced ScorecardThe balanced scorecard is a set of measures that are directly linked to the company’s strategy
Developed by Robert S. Kaplan and David P. Norton, it directs a company to link its own long-term strategy with tangible goals and actions.
The scorecard allows managers to evaluate the company from four perspectives:
financial performance
customer knowledge
internal business processes
learning and growth
The Balance Scorecard
The Balance Scorecard
The Balance ScorecardPerspectiveObjectiveKPIGoal for 2014FinanceBecome industry Cost Leader% Reduction in Cost per Unit20%Utilization of AssetsUtilization Rate7%Increase Market ShareMarket Share30%CustomerCustomer Retention% Retention 75%On Time Delivery% of On Time Delivery90%Zero Defects% of Good Quality.
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The document discusses new product development and the product life cycle. It covers the causes of new product failures, barriers to new product development, and the criteria for successful new products. It then outlines the typical 7-step new product development process used by companies. This includes idea generation, screening, concept development, marketing strategy development, business analysis, product development, and test marketing. Finally, it discusses the 4 stages of the product life cycle - introduction, growth, maturity, and decline - and how marketing objectives and strategies differ at each stage. It also covers extending the product life cycle and factors that influence the length of each stage.
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1) The document outlines Andrews Co.'s strategy to establish market leadership in the sensor industry through quality, low-cost products.
2) The company's value proposition is to strive for market leadership in the low segment by serving customers and continuously innovating top products.
3) The initial strategy of placing all products in the middle and allowing drift was flawed, resulting in losses. The strategy shifted to focusing on key segments and products, leading to improved profits and market share gains.
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Ferris focused on offering excellent design, value, and accessibility to customers. In Round 8, Ferris achieved a ROS of 20%, ROA of 19.6%, ROE of 1.7%, stock price of $191.72, and market share of 22% through conservative pricing, optimizing automation and plant utilization, and transitioning its underperforming Fist product to the traditional segment. Ferris withstood competitor moves through rounds 1-8 by gaining market share, improving forecasting, and increasing production capacities for top-selling products like Feat and Fume to meet high customer demand.
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Company Andrews held its quarterly meeting on April 30th, 2014. The document discusses Company Andrews as a low risk, strong buy investment option. It notes the company's low risk factors provide confidence, its strong financials lead to profitability, and its strengths position it for future promise. Key strengths include a competitive strategy, strong mission statement, favorable SWOT analysis and Porter's Five Forces analysis, and strong financial metrics like profit margin, return on equity, and high cash on hand. The company has experienced sales growth, high contribution margin, and production capacity to meet future needs. It plans continued competitive pricing, quality investments, and improved forecasting to capture more market share.
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Team Digby presented their business plan for Capsim. Their mission is to provide reliable, affordable products. Their strategy is to make a profit while satisfying customers with competitive pricing and minimal inventory. Joanne Meraz discussed pricing products and forecasting market share increases for each. Shelby Morrow emphasized focusing R&D on meeting market needs. Chi Pang Cheung explained using TQM to lower costs and increase profits. Bing Li discussed allocating promotion and sales budgets. Jennifer Ucelo outlined the team's debt and dividend strategies. They were satisfied with their HR and financial outcomes. In the end, the team achieved success.
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Capsim Strategic Management Simulation: First Place. We simulated developing silicon wafers for 6 rounds representing 6 years. We chose broad differentiation as a a strategy. Even though I was CEO for round 5 & 6, I drove the strategy starting round 1
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The board meeting agenda covered Digby's past performance, strategy, competitive advantages, competitor analysis, and management review. Over the past eight years, Digby achieved market leadership in the high-end segment through TQM focus on R&D cycle time, second product development, and exiting lower segments. Competitor analysis showed Baldwin and Erie posed threats that Digby responded to quickly. Management recommendations were to invest more in early TQM, sales/promotion, and product development to improve future performance.
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As a group we look very carefully to the Generic Business Strategy, the Business Model and the Financial Objectives for our Company (Andrews)
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This a presentation I created to present my company's (Chester) results after eight hypothetical years of competition, using the Capsim business simulation game. In the simulation, participants had to manage all aspects of the business, including R&D, manufacturing, marketing, and finance. At the end of the simulation, I was the top company in the industry.
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The document is an annual report for Digby Sensors covering years 2013-2022. It discusses the company's original strategy of being a cost leader focused on product life cycle. Digby launched one product initially and revised it to target the high-tech market in years 1-2. The company invested heavily in marketing and sales for this product but forecast sales conservatively, limiting accessibility and sales. Digby aimed to lower costs and prices through increased automation to gain market share over time.
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This document discusses the Baldwin Company and its industry. It provides information on Baldwin's products, market share, sales growth, profit, and contribution margin. It also discusses challenges Baldwin faced, such as inefficient spending and being late to adopt total quality management practices. The document suggests ways for Baldwin to utilize cash, such as developing new products, increasing capacity, and paying off long-term debt. It reflects on what Baldwin did right and lessons that can be applied to business careers, emphasizing skills like organization, communication, and adapting strategy.
Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011
Erie Sensors held its quarterly stockholders' meeting to report on company performance and strategy. The company achieved high scores on its balanced scorecard, exceeding cumulative goals. Erie has the highest market share in multiple sensor segments and places in the top 15 of companies internationally based on management performance. The meeting outlined the company's product differentiation strategy and goals for each executive to maximize growth, customer acquisition, processes, and learning/innovation. Stockholders were encouraged to continue investing in Erie due to its financial effectiveness, stability, and continued growth prospects in the sensor industry.
Capsim - Digby
1. Digby realized its true production potential and planned capacity accordingly to reduce unused assets and depreciation.
2. Underestimating market demand for its products led Digby to lose potential sales and profits to competitors.
3. Analyzing product segments revealed some products had low margins, so Digby cut underperforming segments to focus on more profitable ones.
CAPSIM-Final-Paper_FINAL
Ferris analyzed its production capacity, material costs, labor costs, and performance over 8 rounds of the CAPSIM simulation. Key points:
1) Ferris focused on optimizing production capacity to meet forecasted demand in each segment. Capacity for the low-end product Feat gradually increased from 1400 to 2400 units.
2) Material and labor costs were analyzed. Automation was increased for products to reduce variable costs.
3) Ferris transitioned its high-end product Fist to the traditional segment in round 7 due to weak performance.
4) Overall, Ferris sought to diversify its risk and gain market share through a broad differentiation strategy focused on production efficiency.
Capstone Simulation 5-Year Plan
The document outlines the goals and strategies of a corporation to become the leading provider in the electronic sensor industry. The corporation aims to produce high-quality, small-sized products and dominate the market. The strategies include emphasizing equal efforts on all products, establishing early market share through marketing investments, generating accurate sales forecasts, and competitively investing in marketing budgets. The corporation also focuses on accessibility, total quality management, and allocating large sums to marketing and sales budgets.
Annual Report 2
This annual report from Andrews Inc. discusses the company's strategy, execution challenges, and performance over the past few years. The company originally planned to focus on high-margin segments but faced slower than expected market shifts and customer preference changes that slowed the transition of its products between segments. As a result, key metrics like return on equity and contribution margins underperformed. However, the report is optimistic that recent strategic changes like product improvements and exiting low-margin businesses will return the company to profitability and high performance in the coming years.
Capsim Power Point_ Chester 57
Chesters focuses on being a cost leader that offers quick changes to reliable products. Decisions are made as a team where everyone can provide input, and duties are not divided out completely as everyone is considered equals. Chesters began in the low tech market but expanded to high tech in round 4, maintaining a presence in both markets. While Andrews and Digby led in sales and profits from rounds 5-7, Digby was more competitive overall. Baldwin recovered from an emergency loan to beat all companies but Digby in round 6. The takeaways are to take advantage of loans to manipulate the market and use ratios to track incremental improvements.
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Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011
Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011
Similar to Baldwin[2][1]
Strategy DevelopmentWeek 3Objectives Week 3Devel.docx
Strategy Development
Week 3
Objectives Week 3Develop strategic objectives.
Create organizational objectives and goals.
Articulate value proposition, key activities, resources, and channels to market.
Quote……
“Successful business strategy is about actively shaping the game you play, not just playing the game you find.”
Adam M. Brandenburger and Barry J. Nalebuff
Quote……
“The essence of strategy lies in creating tomorrow’s competitive advantage faster than competitors mimic the ones you posses today”
Gary Hamel and C.K. Prahalad
Quote……
“Competitive strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value”.
—Michael E. Porter
Quote……
“Winners in business play rough and don’t apologize for it. The nicest part of playing hardball is watching your competitors squirm”
—George Stalk, Jr., and Rob Lachenauer”
Long-Term ObjectivesStrategic managers recognize that short-run profit maximization is rarely the best approach to achieving sustained corporate growth and profitability.Strategic decision makers confronts:
Should they eat the seeds to improve the near-term profit picture and make large dividend payments through cost-saving measures such as laying off workers during periods of slack demand, selling off inventories, or cutting back on research and development?
Or should they sow the seeds in the effort to reap long-term rewards by reinvesting profits in growth opportunities, committing resources to employee training, or increasing advertising expenditures?
Long-Term ObjectivesTo achieve long-term prosperity, strategic planners commonly establish long-term objectives in seven areas: Profitability Competitive PositionEmployee RelationsTechnological Leadership Productivity – In-OutEmployee DevelopmentPublic Responsibility
Qualities of Long-Term ObjectivesWhat distinguishes a good objective from a bad one? What qualities of an objective improve its chances of being attained?There are five criteria that should be used in preparing long-term objectives:
Flexible
Measurable
Motivating
Suitable
Understandable
The Balanced ScorecardThe balanced scorecard is a set of measures that are directly linked to the company’s strategy
Developed by Robert S. Kaplan and David P. Norton, it directs a company to link its own long-term strategy with tangible goals and actions.
The scorecard allows managers to evaluate the company from four perspectives:
financial performance
customer knowledge
internal business processes
learning and growth
The Balance Scorecard
The Balance Scorecard
The Balance ScorecardPerspectiveObjectiveKPIGoal for 2014FinanceBecome industry Cost Leader% Reduction in Cost per Unit20%Utilization of AssetsUtilization Rate7%Increase Market ShareMarket Share30%CustomerCustomer Retention% Retention 75%On Time Delivery% of On Time Delivery90%Zero Defects% of Good Quality.
Npd & plc
The document discusses new product development and the product life cycle. It covers the causes of new product failures, barriers to new product development, and the criteria for successful new products. It then outlines the typical 7-step new product development process used by companies. This includes idea generation, screening, concept development, marketing strategy development, business analysis, product development, and test marketing. Finally, it discusses the 4 stages of the product life cycle - introduction, growth, maturity, and decline - and how marketing objectives and strategies differ at each stage. It also covers extending the product life cycle and factors that influence the length of each stage.
Sesh Sukhdeo - Business Success
This document discusses keys to business success and growth such as understanding past successes, building on strengths, and developing tailored marketing strategies for products based on their life cycle stage and place in the product portfolio. It outlines different generic marketing strategies like being a commodity supplier with low prices and costs or a niche player with high differentiation. It emphasizes differentiating the product or service and building the brand to dominate the market. Finally, it stresses the importance of sustaining competitive advantage through reputation, continuous innovation, unique strategic assets, clear focused strategy, and effective execution.
Professionalising sales updated version by taryn 26 september 2011
This document discusses the need to transform sales into a true profession. It notes that many sales organizations are struggling due to factors like commoditization, smarter customers, and the internet shifting information to customers. To succeed, sales must focus on determining and communicating value rather than just features. The document provides examples of companies that have competed on value through approaches like guaranteeing outcomes rather than just supplying products. It argues for treating sales as a true profession with university-level training to develop specialized knowledge and skills.
New Product Development
The document discusses the new product development process. It begins with defining products and identifying strategies for obtaining new product ideas. It then outlines the 8 major steps in the new product development process: 1) idea generation, 2) idea screening, 3) concept development and testing, 4) marketing strategy, 5) business analysis, 6) product development, 7) test marketing, and 8) commercialization. It also discusses challenges in new product development such as market uncertainty and reasons why new products often fail.
Presentation Slides (Meetup - Insightful Sales & Marketing) - June 2014
These are the slides presented by Aaron Hunt at InsightfulCRM's monthly Meetup.com get-together in June 2014.
The presentation covered characteristics of a challenging business market (steel) and discussed similarities with other industries, specifically the intensification of competition.
It was suggested that differentiation is the only viable strategy for most companies, and explored some of the research which supports the view of what makes a high-performing sales teams within complex environments.
The presentation also includes a number of models which the author believes provide significant value to sales professionals within complex selling environments.
This is by no means a comprehensive presentation of the subject matter in this area of research and practice.
Marketing Management
Marketing involves creating value for customers and building strong customer relationships to obtain desired goods and services. The document outlines the key concepts and processes in marketing management including segmentation, targeting, and positioning to identify the most attractive customer groups. It also discusses the marketing mix of product, price, place, and promotion which are the tactical tools used to satisfy the targeted customer groups.
Strategies for Attracting and Growing the Right Audience
1. The document discusses strategies for attracting and growing the right audience for conferences. It emphasizes focusing on customer centricity rather than product centricity by deeply understanding attendees' needs and providing targeted solutions.
2. It argues that a customer-centric approach requires collecting and analyzing detailed data on loyal attendees to identify the most valuable customers to focus on.
3. This "flipped" conference model prioritizes satisfying customers' pain points and problems over offering a broad range of general content, in order to maximize long-term profitability and competitive advantage.
Maintaining Loyal Customers and Customer Service Strategy
The document discusses strategies for maintaining customer loyalty. It outlines different stages companies may go through when losing customers, from denial and defense to failure. It also discusses the importance of having a clear strategy and philosophy, focusing on the right customer segments, and aligning corporate objectives. An example is given of focusing on value disciplines like operational excellence, product leadership, and customer intimacy. Maintaining loyal customers requires understanding customer needs and experiences.
Insead Sales Strategy Case Study
This document outlines a sales strategy for a product management system sold with an annual license fee. It discusses targeting customers with less than 75 employees, focusing sales efforts on recruiting new customers to build annual revenue, and delivering profitability through operational excellence, competitive pricing, and easy to use modular products. Key performance indicators are identified to measure the sales process and customer interactions.
Pricing Strategy
The document discusses the need for companies to evolve their pricing strategies to be more strategic and consumer-focused. It notes that traditional pricing approaches are too tactical and bottom-up, and in the current challenging market landscape of price wars, discounters, and promo-dependent consumers, pricing must become a core strategic asset. It recommends companies drive strategy through a consumer lens, evolve pricing across channels, enhance innovation with commercial rigor, and develop pricing as a strategic capability through collaboration, data, analytics and culture change.
Retail Pricing in a Dynamic Promotional World
Retailers are stuck in the endless “death by discount” cycle destroying margins. It’s time to put the brakes on ad-hoc promotions and close the gaps. Learn the 5 must-haves to turn underperforming promotions into profit-generating offers.
Mktg stratagic planning
The document discusses strategic planning frameworks and concepts. It provides an overview of strategic, tactical, and operational planning. It also discusses market-oriented strategic planning objectives, skills, resources, and opportunities. Key aspects of strategic planning processes, implementation, and control are outlined.
J&j presentation athena
This document analyzes MediHealth's potential acquisition of Athena, a skin care company. It considers whether to license or buy Athena, pricing and distribution strategies, and marketing approaches. It recommends buying Athena, using premium pricing in mass markets, and a 360 marketing strategy. Financial projections show the strategy would be profitable, with a net present value of $173 million and 21% internal rate of return. A sensitivity analysis also supports the recommendations.
Marketing ing.
Queste mie note hanno la sola pretesa di istituire uno schema di lavoro che sia di riferimento ed indirizzo ai dirigenti del gruppo INMAN
Phoenix
The document summarizes Phoenix, a computer solutions company seeking business funding. It introduces the executive team and outlines the company's mission to provide high-quality, competitively priced products and excellent customer service. It discusses Phoenix's current product lines - ThinkPad, ThinkMobile, and ThinkSmart - and reports they are rated the best brands in their respective categories. The summary also outlines Phoenix's future plans, which include increasing market share, expanding globally, and acquiring new technologies. Phoenix is requesting $5 million in funding to support its growth plans.
The retail and online pricing game
More and more sales are moving from physical shops to online stores. A trend that was already on the rise, the COVID-19 pandemic has accelerated the digitalisation process. Now, many retailers need to create clear online retail strategies that also address the issue of price transparency
In this webinar, we will share our methodology for designing sustainable price and promotion strategies and provide some tangible actions to help you assess your current strategy.
Marketing strategies
Products pass through distinct life cycle stages characterized by changing sales, costs, and profits. The four stages are: introduction (low sales, high costs), growth (rising sales and profits), maturity (peak sales, high competition), and decline (falling sales and profits). Strategies must adapt to the challenges of each stage, focusing on creating awareness early, maximizing market share in growth, defending share in maturity, and reducing expenditures in decline. Modifying the product, market, or marketing mix can sometimes prolong the maturity stage.
RK PPT ON MANAGEMENT: MARKETING MIX DECISIONS
IT EXPLAINS THE MARKETING MIX DECISIONS WITH PRODUCT DECISIONS INCLUDES PRODUCT LINE, WIDTH, DEPTH ETC
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Professionalising sales updated version by taryn 26 september 2011
Professionalising sales updated version by taryn 26 september 2011
Presentation Slides (Meetup - Insightful Sales & Marketing) - June 2014
Presentation Slides (Meetup - Insightful Sales & Marketing) - June 2014
Strategies for Attracting and Growing the Right Audience
Strategies for Attracting and Growing the Right Audience
Maintaining Loyal Customers and Customer Service Strategy
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Baldwin[2][1]
- 1. Maricruz Chavez Daniel Gandara Jessica Gonzalez Teresa Nogues Fraile Luis Ozaeta
- 2. Team Vision Statement At Baldwin, our vision is to be the best cost leader sensor company in the world through the eyes of customers, shareholders and people
- 3. Team Mission Statement The mission of Baldwin is to provide the highest technological sensors at the best prices in the market at no specific segment. We strive to exceed our customers expectations in quality, delivery, and cost through continuous improvement . We provide work environments where our employees can meet their potential and thrive in an atmosphere of excellence. We are committed to build in our history of product excellence and technology innovation to provide the highest quality and more reliable products that will lead a substantial profit to our shareholders.
- 4. Market Segment Strategies Generic Strategy: Cost leadership High reliability Invest more in promotion and sales Increase automation Ensure to have enough capital to pay investments
- 5. Market Segment Strategies Grand Strategy “Intensive” Market penetration Increase promotion & sales budget
- 6. Traditional • Price: $24.50 • Units Sold: 1779 • Awareness: 100% • Accessibility: 69% Low End • Price: $18.00 • Units Sold: 2338 • Awareness: 100% • Accessibility: 63%
- 7. High End • Price: $36.50 • Units sold: 636 • Awareness: 99% • Accessibility: 62% Performance • Price: $31.00 • Units Sold: 677 • Awareness: 93% • Accessibility: 40%
- 8. Size • Price: $31.00 • Units sold: 760 • Awareness: 93% • Accessibility: 42
- 9. Strongest Competitors by Segments Traditional: Andrews and Chester Low-End: Chester High-End: Andrews Performance: Andrews Size: Andrews and Chester
- 10. Strongest Competitors by Segments Overall: Andrews were the strongest competitors because of their continuous price leadership and high profits.
- 11. Functional Strategies R&D Round 1:Tried to hit ideal position Round 2: Tried to hit ideal position/rise MTBF Round 3: Tried to hit ideal position/rise MTBF Round 4: Tried to hit ideal position /TQM Round 5: Tried to hit ideal position
- 12. Functional Strategies Marketing Round 1: Invest on promotion budget Round 2: Decrease prices and investment Round 3: Increase/Decrease investments Round 4: Lower prices Round 5: Attractive prices
- 13. Functional Strategies Production Round 1: Sell capacity/Increase automation Round 2: Increase automation Round 3: Increase automation for Baker, Bead and Bid Round 4: Keep automation the same Round 5: Sell capacity
- 14. Functional Strategies Finance Round 1: Issue stock Round 2: Issue stock and long term debt Round 3: Issue stock Round 4: No changes Round 5: Pay dividends /retire stock/retire long term debt
- 15. Group Processes Teamwork split between members R&D- Maricruz and Teresa Marketing- Luis Production- Daniel Finance- Jessica HR and TQM worked on as a group Revised decisions as a group Went Back to Performa's section Focused on balance scorecard All decisions submitted as group Made within time limit
- 16. Group Processes Vision and mission statement not factors High product prices High investment Made own decision round 1-3 Followed the market round 4-5 Critical incident faced round 4-5 Big Al visit Getting to ideal spot and date Predicting market; avoid stockouts Issue stock to finance decisions
- 17. Lesson Learned (Rounds 6-10) R&D Increase Budget for R&D Product Placement Marketing Customer Awareness Customer Accessibility Productions Maintain Automation Increase Automation
- 18. Lesson Learned (Rounds 6-10) Human Resources Employee Turnover TQM Maintain Investment Finance Buyback Shares Increase Long-Term Debt
- 19. Lesson Learned (Rounds 1-5) R&D Increase Budget for R&D Product Placement Marketing Customer Awareness Customer Accessibility Productions Maintain Automation Increase Automation
- 20. Lesson Learned (Rounds 1-5) Human Resources Employee Turnover TQM Maintain Investment Finance Combination of Debt and Stock options
- 21. Questions?