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.
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
Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011Will Woods
Final presentation for CSULB FEMBA capstone course competition
August 2011
Team Erie: Industry C43894
Jessica Archer
Meredith Curry
Muhammad Soomar
Veronica Mimi Ta
William James Woods
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.
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
Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011Will Woods
Final presentation for CSULB FEMBA capstone course competition
August 2011
Team Erie: Industry C43894
Jessica Archer
Meredith Curry
Muhammad Soomar
Veronica Mimi Ta
William James Woods
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.
This was the final presentation that my group presented to the judges at the 2009 Business Policy Strategy Competition. We placed 2nd overall and also won 1st place for best business plan and annual report. I served as the Vice President of Marketing.
David Paulsen, President Transamerica Distributors, talks Aegon’s strategy, the US insurance market, Transamerica’s products and services, and answers audience Q&As.
Lesson 2 a balanced approach to setting objectivesSamuel Lee Mohan
In this lesson you learned that a balanced approach to setting objectives involves Financial and Strategic objectives. You also learned that financial objectives are lag indicators while strategic objectives are lead objectives.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Business Valuation Principles for EntrepreneursBen Wann
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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3. Vision/Mission Our vision is to provide every unique customer with a product that perfectly matches the demand within the sensor industry Our brands keep up with customers’ demand and needs, fully satisfying their most valued preferences. Our significant stakeholders are customers, management and employees, stockholders, and bondholders.
4. Strategy Review Broad differentiation strategy Operate both as a cost leader in the Low Technology segments and as a quality leader in the High Technology segments Core competency satisfies buyer criteria for every segment. Combine elements of a Niche Differentiation strategy with those of a Niche Cost Leader strategy
21. Performance Snapshot – Stock Price & Market Cap. Consistent investor ROI Balanced & predictable increase in company valuation
22. Financial Management Capital Budgeting Strategy Minimize costs in low tech segments to price competitively Rapid expansion, large initial investment in capacity Leverage Avoid financing solely through debt or equity by mitigating asset/equity ratio Leverage returns to shareholders Dividends Retain earnings for reinvestment At 15%-20% ROE, begin dividend issue Repurchase stock beginning in 2016 to create value for loyal shareholders
23.
24. Strongest Competitor – Erie Strategy Low Cost Smaller company that benefitted from early profits and consistent controlled growth Capabilities High automation (less than us) Low capacity in early years Future Goals Foresaw exit from High End segment Assumptions Profitability Compliance
25. Key Learning and Adjustments Early investments in Plants, HR, and TQM key to profitability. Adjusting to current market factors, but maintain foundation. Stockdale Paradox: Early forecasting difficulties are being corrected. Better inventory management. Missed opportunities from withholding cash Fear of bankruptcy Overestimating competitor products and market share Total Project vs. Actual (25.4%) to (28.0%).
26. Why Executive Team Should Continue Growth Last years increase in net income 2017-$64,730 to 2018-$105,098 Understanding of Current Economic/Investor Ideology High dividend payout. AAA Bond Rating. Diversified product portfolio. Asset allocation across all 5 segments-8 products. Time Tested company Large Scale jump- Stock price (+83.90), Net income (+43,368) Can manage this growth Cohesive management team
27. Future Outlook Continued commitment to paying dividends. Continued Jack Welsh philosophy to every product line, may abandon Low End as competition intensifies. Continued implementation of the balanced score system to follow success and steer company action. Maintain core strategy. Improved understanding of sales forecasting.
(Megan)- *Talk about new products. We introduced one product in 2012, and another two products in 2013. Quickly exceeded expectations. We will introduce new products in the future.
(Brian)- New products from competitors in 2015 and 2016 impacted our growth. We also viewed this an ideal time to pursue intensive R&D projects on our product line. During this period, competitors gained market share, however we re-gained this market share (and more) over the past two years.
(Brian)This chart illustrates the revenue growth seen on the last slide (indicated by the size of the bubbles, each representing one year)Also shows net margin, represented by the bubble’s coordinates on the horizontal axis, and sales growth from the previous year, represented by the bubble’s coordinates on the vertical axis.We grew revenue every year (only company in the industry to do so), same with revenue. Highest contribution margin (53.9%) & net margin (39.4%)Growth has been entirely organic, and we expect organic growth alone to continue to average above 10% for the foreseeable future.
(Brian)Market share leader every year since we restructured the company in 2011.
(Matt)- After reaching 15-20% ROE, decide to issue dividends. Viewed ROE as a benchmarking tool, continually retained earnings in order to boost company growth.- Sustainable ROE.
(Matt)Quick slideErie only real competitor
(Matt)- Finance aggressive investmentswith 10 year notes and stock offerings;maintain healthy leverage until recent years…retired some bonds early. - Leverage returns – ties company performance to stockholder returns. They get more money if we finance partially through debt because there are fewer shareholders. (SHORTEN THIS?)- Rapid expansion – increase sales NOW to gain control over the industry, seek profits later (MAYBE REMOVE & put in Revenue slides)