The document outlines the mission, values, SWOT analysis, performance targets, and competitive and production strategies of B&B Photography over multiple years. Key lessons learned include the importance of paying attention to competitors, effective communication within the team, training employees, and ensuring strengths are properly managed to avoid becoming weaknesses.

1. Carey Book
Rory Calhoun
Urban Fleming
Amanda Hardie
John Peeples

2. Strategic Vision
Mission Statement:
To be the premier provider of quality products and services, through mutually
rewarding relationships with our customers, associates, business partners and
the community.
Team Vision and Values:
•B & B Photography holds respect to a high level of value.
• All team members will demonstrate respect towards one another, and toward our
fellow classmates and professor.
•B & B Photography envisions a group project that will be executed with
exemplary precision and meet all preset project objectives.

3. SWOT Analysis
• Entry-Level Warranty • Multi-Store Chains
Period • Online Retailers
• Multi-Featured • Local Camera Shops
Warranty Period • Advertising Budget
• Multi-Featured Models
Strength Weakness
• Europe/Africa & Threat • Exchange Rates
Asia/Pacific regions had Opportunity • Taxes and Fines
the largest amount of
sales volumes 40% and
30% respectively

4. Performance Targets
Investor Expectations Year 12 Results
• Earnings Per Share: $3.42 • Earnings Per Share: $2.34
• Return on Equity: 15% • Return on Equity: 22.8%
• Credit Rating: B+ • Credit Rating: A
• Image Rating: 70 • Image Rating: 53
• Stock Price: $37.58

5. Competitive Strategy
Entry-level cameras
• Our strategy with the Entry-level cameras was
to provide the best value in the various
markets.
• Regions were divided among co-managers to
allow more attention and focus on creating a
more marketable product in their respective
markets.

6. Competitive Strategy
Multi-Featured Cameras
• Our strategy with the Multi-Featured cameras
was very similar to the Entry-Level cameras in
that we wanted to create a high value
product, but with added quality in mind.
• Regions were also distributed among co-
managers to allow more attention and focus
on creating a more quality product and
provided each market with high value as well.

7. Production Strategy
• We tried various Product Design strategies to increase P/Q rating on both entry
level and multi-feature cameras. Prior to beginning the simulation, we researched
Consumer Reports for the top entry level and multi-feature cameras and pricing.
Based off that information, entry level MSRP should have been in the ballpark of
$476 and multi-feature in the ballpark of $899.99.
• Year 6 we settled on a specific product design and allowed it to run two years in
order to get a history. According to industry averages at the time, we were
extremely high in core components and too low in brands specific components
and special utility features.
• Year 10 we adjusted our core components on both levels as not within industry
average and results earned us a leap frog award for most improved overall score.
• Year 12 we adjusted brand specific components as it was the last year of
simulation and we were hoping for a nice increase finish. However, we were
extremely over on brands specific components compared to industry average on
both levels.

8. Lessons Learned
Pay attention
to competitors
Training
A team must Employees is a
have key factor in
communication running a
to run the company
project smoothly
If not managed
properly, strengths
can quickly
become a
weakness