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Baldwin[2][1]
- 1. Maricruz Chavez Daniel Gandara JessicaGonzalez 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 Round1: 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 (Rounds6-10) R&D Increase Budget for R&D Product Placement Marketing Customer Awareness Customer Accessibility Productions Maintain Automation Increase Automation
- 18. Lesson Learned (Rounds6-10) Human Resources Employee Turnover TQM Maintain Investment Finance Buyback Shares Increase Long-Term Debt
- 19. Lesson Learned (Rounds1-5) R&D Increase Budget for R&D Product Placement Marketing Customer Awareness Customer Accessibility Productions Maintain Automation Increase Automation
- 20. Lesson Learned (Rounds1-5) Human Resources Employee Turnover TQM Maintain Investment Finance Combination of Debt and Stock options
- 21.