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.
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.
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.
Team 2C adopted a broad cost leader strategy while maintaining a presence in both high-tech and low-tech markets. They gained competitive advantage by lowering material and labor costs to offer affordable yet high-quality products. Their intended strategy was to gain market share and profits by cutting costs and improving processes as a broad cost leader. Their emergent strategy focused on providing a range of products that meet consumer needs while constantly seeking efficiencies and ecological prosperity.
Final Presentation from Chester Group Rev 0Steven Quenzel
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.
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.
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.
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.
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.
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.
Team 2C adopted a broad cost leader strategy while maintaining a presence in both high-tech and low-tech markets. They gained competitive advantage by lowering material and labor costs to offer affordable yet high-quality products. Their intended strategy was to gain market share and profits by cutting costs and improving processes as a broad cost leader. Their emergent strategy focused on providing a range of products that meet consumer needs while constantly seeking efficiencies and ecological prosperity.
Final Presentation from Chester Group Rev 0Steven Quenzel
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.
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.
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.
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.
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.
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.
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 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
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.
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.
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.
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.
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.
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.
This document provides an overview of Chester Inc, a sensor company that simulates different business strategies and product offerings across multiple practice rounds. It discusses Chester's business strategy of targeting high-end, niche segments with technologically superior products. It also summarizes their product line, financial performance, successful and unsuccessful decisions made, and lessons learned around strategic coordination between business units, awareness of competitors and stakeholders, and considering different perspectives.
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.
The DIGBY Corporation Board of Directors met on December 6, 2018 to review the company's vision, strategy, financial performance, and future outlook. DIGBY's vision is to provide customized products that perfectly match customer demands in the sensor industry. The company employs a broad differentiation strategy, operating as both a cost leader and quality leader across its product segments. DIGBY leads the market in several product segments and saw increased revenue, profits, and stock price in 2018. The Board believes the executive team should continue leading the company due to its strong growth, understanding of economic conditions, and time-tested success in managing diversified operations.
This document describes a simulation run by Capsim to teach business strategy. Students manage multiple business units across eight rounds/years. The objective is for interdisciplinary teams to coordinate strategies for research, marketing, production, finance, and quality to increase market share, profitability, and stock value. The simulation breaks up a corporation into five competing companies across a closed marketplace. Teams apply strategic planning, analyze opportunities/threats, and manage resources to demonstrate leadership in this risk-free learning environment. Effective communication and listening across units creates a collaborative team that achieves strong performance.
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.
Capstone is a rich, complex business simulation designed to teach strategy, competitive analysis, finance, cross-functional alignment, and the selection of tactics to build a successful and focused company. As part of our tragic and disastrous campaign as Digby, we have put our learnings in the form of a presentation to save ourselves from getting a C grade !!
This document contains information about Group B10's performance over 8 periods in a simulated market. It lists the members of Group B10 and provides data on the group's total market share, revenue, expenses, and brand portfolio over time. It also outlines the strategies Group B10 employed in each period, and summarizes the outcomes and lessons learned. The group worked to modify existing products, launch new products to target different segments, and expand into the Vodite market while maintaining their Sonite market share.
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.
The document summarizes learnings from various departments of Andrews, including R&D, Marketing, Production, and Finance. Some key learnings include: 1) R&D is critical and products should meet market needs; 2) Understanding customer demand through surveys allows for better forecasting; 3) Automation should be done gradually and capacity reduced to optimal levels. Finance should support the business, not drive it, and contribution margins should be monitored versus competitors. Overall, decisions have long term impacts, so following instructions and monitoring competitors are important.
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.
The document discusses improving construction industry productivity. It recommends focusing on productivity through measuring results, documenting processes, and continually improving techniques. Specific tips include having daily huddles, tracking project estimates, and selecting profitable project types and customers. The document also promotes specializing in bonded construction work as a competitive niche with reduced competition and sophisticated customers.
The document outlines a business plan for a restaurant serving fruit chat, dehi belay, golghapa, and ice cream. It includes details on products and pricing, mission and objectives, space requirements, employees and salaries, marketing plans, financial projections, and risk assessment. The entrepreneurs aim to achieve a market position in the food industry by providing quality products to customers in Multan, Pakistan. Financial projections estimate profits will increase over four years.
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.
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.
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 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
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.
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.
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.
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.
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.
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.
This document provides an overview of Chester Inc, a sensor company that simulates different business strategies and product offerings across multiple practice rounds. It discusses Chester's business strategy of targeting high-end, niche segments with technologically superior products. It also summarizes their product line, financial performance, successful and unsuccessful decisions made, and lessons learned around strategic coordination between business units, awareness of competitors and stakeholders, and considering different perspectives.
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.
The DIGBY Corporation Board of Directors met on December 6, 2018 to review the company's vision, strategy, financial performance, and future outlook. DIGBY's vision is to provide customized products that perfectly match customer demands in the sensor industry. The company employs a broad differentiation strategy, operating as both a cost leader and quality leader across its product segments. DIGBY leads the market in several product segments and saw increased revenue, profits, and stock price in 2018. The Board believes the executive team should continue leading the company due to its strong growth, understanding of economic conditions, and time-tested success in managing diversified operations.
This document describes a simulation run by Capsim to teach business strategy. Students manage multiple business units across eight rounds/years. The objective is for interdisciplinary teams to coordinate strategies for research, marketing, production, finance, and quality to increase market share, profitability, and stock value. The simulation breaks up a corporation into five competing companies across a closed marketplace. Teams apply strategic planning, analyze opportunities/threats, and manage resources to demonstrate leadership in this risk-free learning environment. Effective communication and listening across units creates a collaborative team that achieves strong performance.
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.
Capstone is a rich, complex business simulation designed to teach strategy, competitive analysis, finance, cross-functional alignment, and the selection of tactics to build a successful and focused company. As part of our tragic and disastrous campaign as Digby, we have put our learnings in the form of a presentation to save ourselves from getting a C grade !!
This document contains information about Group B10's performance over 8 periods in a simulated market. It lists the members of Group B10 and provides data on the group's total market share, revenue, expenses, and brand portfolio over time. It also outlines the strategies Group B10 employed in each period, and summarizes the outcomes and lessons learned. The group worked to modify existing products, launch new products to target different segments, and expand into the Vodite market while maintaining their Sonite market share.
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.
The document summarizes learnings from various departments of Andrews, including R&D, Marketing, Production, and Finance. Some key learnings include: 1) R&D is critical and products should meet market needs; 2) Understanding customer demand through surveys allows for better forecasting; 3) Automation should be done gradually and capacity reduced to optimal levels. Finance should support the business, not drive it, and contribution margins should be monitored versus competitors. Overall, decisions have long term impacts, so following instructions and monitoring competitors are important.
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.
The document discusses improving construction industry productivity. It recommends focusing on productivity through measuring results, documenting processes, and continually improving techniques. Specific tips include having daily huddles, tracking project estimates, and selecting profitable project types and customers. The document also promotes specializing in bonded construction work as a competitive niche with reduced competition and sophisticated customers.
The document outlines a business plan for a restaurant serving fruit chat, dehi belay, golghapa, and ice cream. It includes details on products and pricing, mission and objectives, space requirements, employees and salaries, marketing plans, financial projections, and risk assessment. The entrepreneurs aim to achieve a market position in the food industry by providing quality products to customers in Multan, Pakistan. Financial projections estimate profits will increase over four years.
The board meeting document summarizes Andrews Inc.'s business environment, operations, and performance for 2022. Key points include:
- The electronic sensor industry faced market contraction in 2020 but strong growth is expected in 2022. Consumer preferences are becoming more differentiated.
- Andrews maintained its position as the second leading firm. It transitioned products in the low-end and traditional segments to match changing preferences.
- Production constraints have stabilized at sustainable levels. Automation will be increased to drive down costs. HR costs decreased significantly due to prior TQM investments.
- Forecasting was improved through stress testing cash needs under bear, base, and bull demand scenarios. Capital will be used to further decrease costs through TQM
The document outlines 6 steps business owners can take to improve their business, including properly planning goals and actions, monitoring financial metrics, managing cash flow, organizing operations, managing growth, and planning for transition. It then discusses each of these steps in more detail, providing advice on tasks like establishing a vision and measurable goals, regularly reviewing financial statements and key ratios, using cash flow forecasts to manage cash needs, and periodically evaluating the business for improvement opportunities. The overall message is that business owners should follow a structured process to effectively operate and grow their company over time.
Exceptions are inevitable. But does your struggle against them have to be?sharedserviceslink.com
Struggling with resolving exceptions such as missing or incorrect purchase receipts, inaccurate POs, inconsistent invoice details or misrouted invoices?
In this session, Simplot share their strategy for avoiding a high cost of re-work in handling exceptions, covering how to:
- Prevent exceptions from re-occuring in the future
- Implement key workflow technologies and hear Simplot’s key results from this combined strategy
A quick & simple business plan template for fleshing out an idea into a viable business proposition. Created >10 years ago when I had Luken & May biscuits but used by many people thereafter.
Valuation in FED
The document is a summary of key topics from a book on valuation. It discusses the foundations of valuation including why companies create value by investing capital to generate future cash flows above their cost of capital. The two main drivers of value are growth and return on invested capital (ROIC) relative to the cost of capital. While acquisitions can create value, new products typically create more value for shareholders. The principle of conservation of value states that anything that does not increase cash flows does not create value.
- The 2000 Annual Report of The Great Atlantic & Pacific Tea Company summarizes the company's financial performance for fiscal year 2000 (ended February 24, 2001).
- Net sales increased 4.6% to $10.6 billion compared to fiscal year 1999, driven by comparable store sales growth of 2.2% and expansion. However, net loss was $25.1 million compared to net income of $14.2 million the previous year.
- The loss was primarily due to increased store operating, general and administrative expenses related to a supply chain initiative, as well as higher interest expenses, which offset gross margin growth from higher sales volume. Management remained focused on improving operations and financial performance.
- The 2000 Annual Report of The Great Atlantic & Pacific Tea Company summarizes the company's financial performance for fiscal year 2000 (ended February 24, 2001).
- Net sales increased 4.6% to $10.6 billion compared to fiscal year 1999, driven by new store growth and a 2.2% increase in comparable store sales. However, net loss was $25.1 million compared to net income of $14.2 million in 1999, due to increased operating expenses and interest costs.
- Management discussed key initiatives for fiscal 2001 including achieving operational excellence, implementing a new supply chain infrastructure, reducing costs, pursuing growth opportunities, and strengthening performance management to improve the company's financial results.
Capital budgeting is the process of planning for long-term investments. Key criteria for evaluating capital projects include payback period, net present value (NPV), internal rate of return (IRR), and profitability index (PI). NPV discounts future cash flows to determine if a project's value exceeds its cost. IRR is the discount rate that sets NPV to zero. PI is NPV divided by the initial investment. Multiple IRRs can occur if cash flows change signs more than once. The modified IRR (MIRR) assumes reinvestment at the required rate of return rather than the IRR.
How To Pitch - Genesis Partners (Gil Dibner)Omer Perchik
This document provides guidance on pitching innovations to venture capitalists (VCs). It discusses that pitching to VCs is difficult because they are inherently skeptical and investing other people's money. As such, VCs are looking for startups with strong teams, large market opportunities, defensible technology, competitive positioning, solid execution plans, potential for high returns, and reasonable deal terms. The document provides tips for an effective presentation structure and highlights the importance of demonstrating momentum through progress, user traction, or other validation.
Shubhankar and Moiz presented their targets and plans as Vice Presidents of the Corporate Sector for AIESEC Hyderabad in 2013-2014. Shubhankar's targets were 100 raises, 90 matches, and 88 realizations, while Moiz's targets were 102 raises, 71 matches, and 60 realizations. They then broke these down on a quarterly and monthly basis. Their presentation focused on quality exchanges, stakeholder engagement, learning networks, and other initiatives to meet their targets over the year.
1) Scania reported record earnings in the first half of 2008, with operating margin reaching 16.6% and net margin at 12.1%.
2) Scania is pursuing profitable growth through increasing vehicle and service sales. Revenue grew 15% while EBIT grew 30% in the first half of 2008.
3) Scania's vision is to reach annual production of 150,000 vehicles while maintaining a flexible cost structure and focus on customer productivity and uptime.
Strategic Planning Org Development ServicesFranCnsult
AH Cunningham & Associates, LLC (CA) is a Lexington
Kentucky firm dedicated to the owners of small and medium-sized businesses, franchise owners, and franchisors and eachs expectations for their business.
It\'s just that simple. If the reality of where you are today in your business matches your expectation for the business, there is little CA can do to make it any better.
On the other hand, if you are starting a new business, acquiring a franchise, or own a business that has concerns about lagging profits, being undercapitalized,
sagging employee morale, accounts receivable collection,
time to run the business properly, growth decisions
(such as buying a another business or franchise and/or franchising your business), divesting, or a multitude of
other business challenges, then consulting with CA can help you get off to a good start or get things back on
track to compete effectively and more profitably.
Raytheon Reports 2006 Third Quarter Resultsfinance12
The document provides an earnings summary and outlook for Q3 2006 and full year 2006-2007. It summarizes that earnings per share increased 41% in Q3 2006, bookings remained strong, and guidance was increased for EPS, bookings, operating cash flow and ROIC. The summary also mentions that net debt declined to its lowest point in over 11 years and over 5.5 million shares were repurchased in the quarter.
The document provides an earnings summary and outlook for Q3 2006 and full year 2006-2007. It summarizes that earnings per share increased 41% in Q3 2006, bookings remained strong, and guidance was increased for EPS, bookings, operating cash flow and ROIC. The summary also mentions that net debt declined to its lowest point in over 11 years and over 5.5 million shares were repurchased in the quarter.
This document discusses methods for evaluating manager performance and value creation for shareholders, including total shareholder return (TSR), market value added (MVA), and residual income (RI). It defines these terms and provides examples of how to calculate them. The key points are that RI is a better measure than profit alone because it considers the cost of capital; a project can be profitable but destroy value if returns are below the cost of capital; and while the present value of RI over time equals NPV, individual period RIs can be biased estimates of value creation.
Team U analyzed their past performance over 8 rounds. In rounds 1-3 they had the highest net contribution and market capitalization but made mistakes like inadequate advertising spending. Rounds 4 saw low sales due to conservative forecasting. Rounds 5-8 showed improved forecasting, R&D, and consistent advertising/sales spending resulting in only one inventory issue. Going forward, they recommend focusing on existing brands, targeted advertising, and matching hiring to demand. Predictions are for net contribution and SPI to increase 16.67% based on improved strategies.
Enhance your audiences knowledge with this well researched complete deck. Showcase all the important features of the deck with perfect visuals. This deck comprises of total of forty four slides with each slide explained in detail. Each template comprises of professional diagrams and layouts. Our professional PowerPoint experts have also included icons, graphs and charts for your convenience. All you have to do is DOWNLOAD the deck. Make changes as per the requirement. Yes, these PPT slides are completely customizable. Edit the colour, text and font size. Add or delete the content from the slide. And leave your audience awestruck with the professionally designed Synergy Assessment Powerpoint Presentation Slides complete deck. https://bit.ly/3fqCpqv
1. The Subaru Loves Learning program offered retailers packages to donate science books to local schools or libraries, with packages ranging from 100-200 books. 125 retailers participated, donating 16,516 books total.
2. The program utilized social media, retailer websites, and a dedicated landing page to promote the book donations and generate over 1,000 views, but the landing page and organic social posting lacked traffic.
3. While retailers responded positively to the turn-key program that benefited local charities, the assessment found that planning would need to begin earlier to accommodate summer school schedules.
- The document summarizes the results of Subaru's "Loves to Help" and "Loves to Care" campaigns run in various regions to engage retailers and customers. It found that about a third of retailers participated in events like food drives and blood drives. Social media engagement and "CareConnect" stories performed well. Overall the campaigns exceeded expectations in impressions and engagement, though retailers did not always label events under the Subaru programs.
Subaru collected 272,212 lbs of e-waste across 184 collection events in four regions, with the highest collection in Philadelphia at 124,262 lbs. Social media engagement included posts on Facebook and Twitter. Over 480,000 customers were contacted through CareConnect about the event, with a 20% email open rate and 1.5% click rate. Retailer websites saw over 5,000 visits to the e-waste event page, and 351 submissions to the Love Promise story page, with slightly more before the event. Retailers found the turn-key program effective but wanted more lead time for execution and a shorter timeframe for the program overall. Partnering with the right vendor is important to the success.
This document lists over 30 event photos from various Subaru events around the United States, including a taping of Antiques Roadshow in Boston, a fall festival in Philadelphia, a women's half marathon in Tempe, Arizona, skiing and snowboarding events in Pennsylvania, a car show in Philadelphia, auto show test drives in Washington D.C. and New York, and a cherry blossom festival in Pennsylvania.
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 increasing investments and finance. They achieved high sales, profits, and stock price over 8 rounds.
The document discusses IKEA's options regarding its sourcing in India. It notes past issues IKEA had with child labor and formaldehyde in suppliers. It recommends IKEA exit India for now due to these past issues wasting time and costs, the reputation risks, and not adhering to IKEA's mission statement. However, it suggests IKEA could re-enter India in the future if suppliers make positive changes regarding bonded labor.
The document discusses the Johnson & Johnson recall crisis of 2010. It analyzes the problem of a 20 month gap between when the recall issues started and when J&J officially recalled products. It also discusses an earlier "phantom recall" in 2008 that cost the company over $15 million. The document performs a stakeholder analysis, showing how stockholders, consumers, the CEO, and employees were impacted by both the immediate recall and the earlier phantom recall. It concludes by providing recommendations for J&J to prevent future crises, including establishing standards and codes of ethics, separating responsibility among large teams, and prioritizing job security.
1) The document summarizes research conducted on consumer awareness, preferences, and perceptions of various fast food brands like Wendy's, McDonald's, Burger King, Subway, and Chick-Fil-A.
2) Key findings include that 14% of participants were aware of Wendy's in an unaided awareness question, consumers see Wendy's as offering better value for a higher price, and an advantage is its healthier options like salads.
3) The implications are that Wendy's should find new ways to position itself without advertising, leverage its value perception, promote its healthy menu, and vary its advertising beyond the successful "Where's the Beef" campaign.
The document discusses IKEA's options of remaining in or exiting the Indian market due to past issues with child labor at its suppliers in India. It recommends that IKEA exit India for now to avoid legal and reputational risks, but consider re-entering in the future if conditions improve, as staying would waste time and money dealing with the ongoing problems while damaging IKEA's brand and mission to provide a better life for customers.
Five below promotional photo shoot for safetyMolly McGowan
Five Below is holding a promotional photo shoot. The company wants to remind participants that safety should be the top priority during the event. Photographers and models are advised to be cautious of props, equipment, and other set pieces to avoid accidents and ensure a fun, successful shoot.
The document discusses "Swing Kids", teenagers and college students in Nazi Germany who opposed the Hitler Youth movement through their embrace of American swing music and fashion styles. While the Swing Kids were seen as a threat to the Nazi regime for their defiance, their overall effectiveness is debated - from a German perspective they preserved some freedom, but from an American perspective their impact was likely small given what is typically taught about WWII. A history teacher questions how much German students today know about the Swing Kids movement.
Bulletin boards can be used for educational purposes or to celebrate holidays. Residents are also encouraged to contribute their own ideas and creations to the bulletin boards.
3. CHANGING STRATEGIES TO MAKE
BETTER PRODUCTS
• Original Strategy:
• Cost Leadership
• Differentiation Strategy
• New Strategy
• Focus Cost Leadership Strategy
• Differentiation Strategy
4. SALES AND PROFITABILITY
THROUGHOUT THE YEARS
300,000
250,000
200,000
150,000
Sales (Millions)
100,000 Profitability (Millions)
50,000
0
Year Year Year Year Year Year Year Year
-50,000 1 2 3 4 5 6 7 8
5. MARKET SHARE AND LOSS OF SHARES
• Goal:
• Obtain largest market share in
all competing segments
• Peak at Round 4
• Cut off Size Segment
• Capacity loss shares
7. 3 YEAR PLAN
Strategy Expectations
• Obtain more market • New product, same
share - traditional and segments.
low end. • High customer survey
• Invest in new product ratings.
development • Growth in performance
• We have the monetary segment.
funds to do so now.
• Keep employees
• Invest in production. happy!
8. 3 YEAR PLAN
• Products
• Create new product
• Control production in “Bid”
• Market Segments
• Enter our new product into
the performance segment.
• Investments
• Plant, Property, and
Equipment
• Employee
• R&D
• Finance
• Keep investors happy.
10. 7S MODEL:
STRUCTURE AND STRATEGY
• Structure
• The Flat Organization – no hierarchy
• The Decentralize System
• Strategy
• Our Value
• The Balanced Scorecard
11. STRENGTHS AND WEAKNESSES
Strengths Weaknesses
• The Team Member • Research and
Guide Development
• Practice Rounds • New Product
• Communication • Capacity
• Independent work • Automation
• The Competitions
12. WHAT WE’VE LEARNED
• Research and Development
• New Product
• Competitions
13. WHY WE SHOULD RETAIN OUR JOBS…
• We are winner!! 300000
250000
• Sales
200000
• Profitability
150000
• Net Income
Series1
100000
• Stock Price and Mar Series2
ket Capital 50000
0
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Year 8
14. TO FUTURE CAPSIM TEAMS:
• Read the Team Member Guide
• Practice Rounds
• Competitions
• Be Responsible
17. NET INCOME
Net Income
30,000
25,000
20,000
15,000
Net Income
10,000
5,000
0
-5,000 Series Series Series Series Series Series Series Series
1 2 3 4 5 6 7 8
18. STOCK PRICE AND MARKET CAP
300
250
200
150
Market Cap (Millions)
100 Stock Price
50
0
Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8
19. BALANCED SCORECARD:
FINANCIALS
25
20
15 Stock Price
Profits
10 Leverage
Subtotal
5
0
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
20. BALANCED SCORECARD:
OPERATIONS
25
Contribution Margin
20
Plant Utilization
15
Days of Working
Capital
10
Stock Out Costs
5
Inventory Carrying
Costs
0
Subtotal
Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8
21. BALANCED SCORECARD:
CUSTOMER
25
Customer Buying
20 Criteria
Customer Awareness
15
Customer
Accessibility
10
Product Count
5
SG&A Expense
0
Subtotal
Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8
22. BALANCED SCORECARD:
EMPLOYEE
30
Employee Turnover
25 Rate
Employee
20
Productivity
15 TQM Material
Reduction
10 TQM Material
Reduction2
5 TQM Admin Cost
Reduction
0
TQM Demand
Year Year Year Year Year Year Year Year Increase
1 2 3 4 5 6 7 8
23. BALANCED SCORECARD:
TOTAL
Total Points
90
80
70
60
50
40 Total Points
30
20
10
0
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
24. REVENUE ANALYSIS:
% REVENUE BY PRODUCT
40.00%
35.00%
30.00%
25.00% Baker
Bead
20.00%
Bid
15.00%
Bold
10.00% Buddy
5.00%
0.00%
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
25. REVENUE ANALYSIS
% REVENUE BY SEGMENT
60.00%
50.00%
40.00%
Traditional
30.00% Low End
High End
20.00%
Performance
10.00% Size
0.00%
Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8
26. CONTRIBUTION MARGIN ANALYSIS
PERCENTAGE BY PRODUCT
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
Baker Bead Bid Bold Buddy
27. CONTRIBUTION MARGIN ANALYSIS
PERCENTAGE BY SEGMENT
60%
50%
40%
Traditional
30% Low
High
20%
Performance
10% Size
0%
Year Year Year Year Year Year Year Year Year
0 1 2 3 4 5 6 7 8
28. MARKET SHARE ANALYSIS:
OVERALL
12%
10%
8%
Baker
6% Bead
Bid
4%
Bold
2% Buddy
0%
Year Year Year Year Year Year Year Year Year
0 1 2 3 4 5 6 7 8
29. MARKET SHARE ANALYSIS:
SEGMENT
45.00%
40.00%
35.00%
30.00%
Traditional
25.00%
Low
20.00%
High
15.00%
Performance
10.00%
Size
5.00%
0.00%
Year Year Year Year Year Year Year Year Year
0 1 2 3 4 5 6 7 8
30. EMERGENCY LOANS
• Year 1: $4,879,285
• Year 2: $0
• Year 3: $0
• Year 4: $0
• Year 5: $0
• Year 6: $0
• Year 7: $0
• Year 8: $0
31. FIXED COST ANALYSIS
PROMOTIONS
Promotions
18,000
16,000
14,000
12,000
10,000
8,000
6,000 Promotions
4,000
2,000
0
Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8
32. FIXED COST ANALYSIS:
ACCESSIBILITY SPENDING
Accessibility Spending
20,000
18,000
16,000
14,000
12,000
10,000
8,000 Accessibility
6,000 Spending
4,000
2,000
0
Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8
33. FIXED COST ANALYSIS:
R&D
R&D
4,000
3,500
3,000
2,500
2,000
R&D
1,500
1,000
500
0
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
34. PLANT AND EQUIPMENT CAPACITY
2000
1800
1600
1400
1200
1000
800
600
400
200
0
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
Baker Bead Bid Bold Buddy
Slide 3Original:-Cost Leadership: Attempted to keep costs low through low end, traditional and size segments. Let products drift with little R&D to keep costs low and keep selling prices low (Thin Margins – High Volume). By keeping R&D low on these segments, we lost a lot of potential sales because our product wasn’t superior. -Differentiation Strategy through High end and Performance. Attempted to make the best high end and performance from round 1. Focused a lot of R&D toward segments in the beginning. Bad choice: Through the high end and performance, R&D took too long to implement which held us back when competitors were able to release their products in a timely manner and ended up keeping up with our high end and performance products (even surpassing our products)Failed: Over projected sales and had inventory left over in every segment which caused a $4M emergency loanNew Strategy:Focus Cost Leadership: In our 4th year, we decided to focus more attention to the Traditional and Low end. Moved Size to the traditional because it held the largest percentage of the entire industry and grew at the largest rate. Differentiation Strategy: Focused on these four segments and attempted to make all four the best products overall. Moved segments with the Perceptual R&D map by staying at the tip of the circle (resulted in the best products).Throughout, attempted to keep prices low and sell a lot to retain high profits (capacity wasn’t enough to match demand however). Low bottom line: did not cheap out on Automation or Labor which created very efficient workers, no strikes, and automation helped to keep labor cost down.
Slide 4Round 1, we hit started off bad because we did not properly finance our operations and we incurred more cost than profit earned ($4M Emergency Loan). Operations generated $15M bill, Plant improvements $6M bill then financing only provided $18M to fund which left us with a net cash position of ($-3.4M)From round 2 on, Operations generated profits from sales (rd2 = $26.5M). From this point forward, operations funded most activities and covered many costs from mistakes made through the initial years. Got act together and Round 4 Net Income of $20.7 M. From then on, operations continued to fund our company.Finance was lacking. Did not properly used our leverage. Sold too much stock too early (loss revenue from selling stocks at low price). Should have borrowed high in initial round. Prevent Emergency Loan, increase cash position, and funded everything (instead of only using operations money to fund everything)
Slide 5Our companies goal was to gain the largest market share throughout Traditional, Low, High, and Performance segments. As we produced and sold products, market share increased.At round 4, we peaked with the highest overall market share at 25.43%Traditional: 43%Low: 20%High: 17%Performance: 29%Size: 11%Realizing size segment had the lowest number of buyers, Size was not worth producing or competing in.Left size and added more to Traditional which had the highest number of buyers.By not increasing capacity, demand became greater than the number of products we produced. If we increased our capacity, we would have been able to keep up with the growing market and growing number of customers. Our products sold out too fast and loss potential profits
Bead: Competed in Low endBaker: Competed in TraditionalBuddy: Competed in TraditionalBold: Competed in PerformanceBid Competed in High End
The majority of our revenue came from the traditional and the low end markets. We want to improve our products in Traditional and Low and spend more money on marketing and promotions in order to obtain more market share.Throughout the 8 years, we did not invest in new product development. We only invested in existing products. For the next three years, because we have the financial means to do so now, we think that now is the time to bring in a new product.For production, we had some issues controlling the inventory of bid. We had a large carrying cost for bid in year 8. If we cut back on production for bid, we will be able to produce more in Baker and Bead obtaining more of the market share.With our new product, we feel that we can enter it in the performance segment because we are already controlling a good portion of the segment.We also will continue to monitor the employee demands, because this was one of our main advantages during the simulation. We were the only team who didn’t have their workers go on strike.
One of our main weaknesses that we had was that we didn’t invest enough in our production facility. This limited are capacity numbers. We wish to renovate our facility and hire more employees so that we can have a higher capacity considering we are under producing for our demand.Keeping employees happy is always a great investment.Keep updating the automation levels.For finance, we have achieved a AAA rating on our bond prices. We have been consistently in the AA ratings for roughly 5 years and in year 8 achieved AAA. This shows that our Financial projections are headed in the right direction.
Structure refers to the way in which an organization’s business units relate to each other.Business needs to be organized in a specific form of shape that is generally referred to as organizational structure. Organizations are structured in a variety of ways, dependent on their objectives and culture. Our organizational structure was increasingly towards a flat structure in an organizational composition in business, where there is virtually no hierarchy present. The flat organization structure made fast and clear communication between members. Through the flat organization structure, we have used the decentralized system which each member participated to make our decisions. Strategy refers to the plans an organization has for the allocation of its resources to achieve specific goals.Our strategy was a plan of the decisions in allocating resources to achieve the goal/value over time. Our value was not only just to take first place but also to develop steadily. We wanted to make greater sales, profits, and others in current year than in previous year. We know that the plan should be devised to maintain and build competitive advantage over the competition. In addition, we looked at the balanced scordcards after every decision. And through the balanced scordcard, we focused to compensate the defect and strive for improving our decisions. Although our earned points on the balanced socrecard were decreasing, we tried to analyze why we did get any points or got lower points and decide how we could perform for next rounds.
StrengthsThe team member guide is very important to make the decisions. We read the team member guide very carefully and took some notes and we took the practice rounds seriously. We had four individual rehearsal rounds and three more group practice rounds. For every practice rounds, we checked our decisions. If we found the problems, we checked the team member guide and followed the directions. We were in regular communication by e-mail; at least once a week. We discussed for the previous decision and found some problems. And then we had some suggestions for better decision in next round. And we updated our decision. Each member had independent work. Although we had independent work, if other had a better idea in other’s work, we discussed and then accepted. In addition, each member tried to examine other member’s work and we were the complement of each other. Therefore, each member managed and controlled our decisions and all the members were responsible for all decisions. In addition, we knew what our competitors were doing. There is a famous quote by Sun Tzu, the ancient Chinese warrior: “if you know the enemy and know yourself, you need not fear the outcome of a hundred battles.” Although we had an emergency loan from the first round, we knew our competitors so we could get great result at the end. WeaknessesIn the competitive world, research and development plays an important role in the success of any business and companies need to spend on research and development to stay competitive in the market. We did not spend enough in research and development and we did not invest in new products. R&D results in the technology that brings new products and services to the market place. Innovation results in high quality jobs, successful businesses, better goods and services and more efficient processes. In addition we did not spend money on improving our facilities so because of that we were limited in capacity. With capacity, we never utilized the buying/selling of our capacity which hurt us max out on profits. Because we did not increase capacity, we lost a lot of market share and potential profits. And with automation, we invested too much in trying to beat the perceptual map and because of that our customers were not ready to purchase our products yet because it was not in their comfort zone. We should have spent more on automation - only grew automation at a rate competitors were and did not increase automation much in beginning rounds.
We realized that research and development is very important. In the competitive world, research and development plays an important role in the success of any business and companies need to spend on research and development to stay competitive in the market. It is important to innovate new products. Innovation results in high quality jobs, successful businesses, better goods and services and more efficient processes. We should identify our competitors. The competitors play a decisive role in the analysis of the supply side of the market, as they can help us gain a better understanding about our position with regards to market competition.
Sales were little fluctuated. However, we expect that Sales were increased from Year 6.Although profitability was decreased on Year 8, the profitability would be increased for next year.Net income was also decreased on Year 8. However, net income was increased from Year 5 to Year7. Therefore, we expect that net income would be increased.Market Capital and Stock Price was increased continuously over eight years.
Each member should read the team member guide and be well-acquainted with the contents of the work. We had four individual rehearsal rounds and three more group practice rounds. Most people do not focus and work hard but the practice rounds are very important. They should focus and prepare from practice rounds. Each member should know what their competitors were doing.Each member should manage and control their decisions and each member should have responsibility for all decisions.
Round 1: Out of 82 PointsRound 2: Out of 89 PointsRound 3: Out of 89 PointsRound 4: Out of 100 PointsRound 5: Out of 100 PointsRound 6: Out of 100 PointsRound 7: Out of 100 PointsRound 8: Out of 100 Points