Ferris transitioned from pursuing broad differentiation and cost leadership to focusing on niche cost leadership in low-end and traditional markets. This shift helped increase profits to $36.6 million. While sales, market share, and other metrics improved steadily, customer survey scores on buying criteria and accessibility remained low. Moving forward, Ferris aims to further address customer needs while maintaining their strengthened financial position.

1. Ferris De-briefing
Kesharri Baptiste, Nicholas Basista, Parker Moncada, Kevin Cheung, Colten Dollar, James Faralli

2. Broad Leader
• Intended to be cost leader in all markets
• Accepting lower margins with higher sales
Overview
• Transition to Niche Cost Leadership
• Targeted Low-end and Traditional markets
Low Cost Provider

3. Rounds 1-3
Pursued low-cost
high production
strategy and broad
differentiation
Met customer criteria
Introduced new product for
next round
Successfully implemented
automation for future
Redefine markets, strategic
decisions to introduce and
eliminate products
Poor strategy
Invested too heavily in R&D
Poor forecast properly
High Inventory Costs.
No promo budget
Emergency loan

4. Rounds 4-8
Shifted strategy:
Niche markets
->
Low End and
Traditional Markets.
Profit increase:
$36.6M
Focus on customer criteria
Increased invested in promo &
sales budget
Higher customer awareness &
accessibility
Issue:
-Balance scorecard-
Customer Buying criteria
remained low

5. Moving Forward
*(Fast+Falcon)=Fast
(Feat+F_Le+Falcon)=Feat

6. Balance Scorecard
Recap: 125

7. Round 1 to Round 8
Round 8
Round 1

8. Balance Scorecard Recap
38
42
47
70
85
72
89
87
Recap:
125
Overall Strengths:
• Sales, Market Share,
Assets/Employees, Steady
Improvements
Overall Weakness
• Emergency Loan (Round 1),
Customer Survey Score (Buying
Criteria/Accessibility)