CEMO Enterprises is a camera manufacturer established in 2008 with its manufacturing plant in Taiwan. It produces multi-featured and entry-level cameras for export to North America, Latin America, Asia Pacific and Europe Africa. Its vision is to be the leading choice for premium cameras through continual innovation, and its mission is to offer superior quality cameras at good value. Its goals are to be a low cost provider and use the best cost provider strategy. CEMO faces competition from companies E, G and H in entry-level cameras and E, F and G in multi-level cameras. A SWOT analysis identifies strengths in credit rating and image rating, while weaknesses include a narrow focus and high warranty periods. Actions to take include minimizing costs

1. GLO-BUS
CEMO ENTERPRISE
MBA 440

2. OUTLINE
• Introduction
• Mission / Vision / Goal
• Strategy
• Performance
• Competition
• SWOT
• Actions to Take
• Lesson Learnt

3. INTRODUCTION
 CEMO ENTERPRISES
 Established: 2008
 Manufacturing Plant : Taiwan
 Product – Multi Featured & Entry Level Cameras
 Exports – North America , Latin America , Asia
Pacific and Europe Africa

4. Taiwan
Plant

5. CEMO VISION MISSION GOAL
VISION
leading
cameras
through
innovation.
is to be the consumers’
choice
in
premium
and sustain growth
continual
efforts
in
MISSION
is to offer superior
quality cameras that provide
customer with the ultimate visual
experience at good value.
GOAL
is to use the best cost
provider strategy where we would
provide excellent product qualities
at a competitive price.
GOAL
MISSION
VISION

6. ENTRY LEVEL STRATEGY
 Low cost provider
strategy
 Our strategy was to
focus on Market share
 Offer All cameras
everywhere .

7. MULTI LEVEL STRATEGY
Our strategy was to focused on providing
the highest quality camera
Similar to our entry-level strategy to be cost
leader in market

8. PRODUCTION STRATEGY
 Build market leadership in production operation through
relatively low cost and high quality
 Rely on internal staff with minimal use of outsourcing
 Provide industry leading compensation and benefits
package to attract and retain the best employees
 Provide Training
 Offering high Warranty periods

9. FINANCIAL STRATEGY
• Achieve and maintain A+ credit rating
• Achieve and maintain Image Rating of 100
• Re-purchase Shares from stockholders to
increase the value of our company
• Eliminate Long-term Debt

10. PERFORMANCE OVERVIEW
ANNUAL TREND ANALYSIS
(YEARS 6-14)
 Total revenues
 Earnings per share
 Return on equity
 Credit rating
 Year end stock price
 Image rating

11. NET REVENUES

12. EARNINGS PER SHARE

13. RETURN ON EQUITY

14. STOCK PRICE

15. CREDIT RATING

16. IMAGE RATING

17. COMPETITIVE VARIABLES
• Price
• Performance/quality (P/Q) rating
• Number of quarterly sales promotions
• Length of promotions in weeks
• Promotional discounts
• Advertising
• Number of camera models
• Size of dealer network
• Warranty period
• Technical support provided to camera owners

18. ENTRY LEVEL COMPETITION
Companies E, G, and H as our strongest
competitors in the long run, even though our
strategy and our competitors’ strategies changed
over the years
Competitive Weaknesses:
Tech Support Budget
Advertising
Entry-Level Warranty Period
Market Shares
PQ Rating

19. MULTI-LEVEL COMPETITION
• Competition changed throughout the course of
the game, but we considered our strongest
competitors to be E, F, and G in multi-level.
Competitive Weaknesses:
Tech Support Budget
Advertising
Entry-Level Warranty Period
Market Shares
PQ Rating

20. SWOT ANALYSIS
STRENGTHS
•
•
•
•
Strong Credit Rating
Good Image Rating
Low Cost Cameras
Focused
management
communication
WEAKNESSES
Focus may be too narrow
in ;
•marketing
•operating projections
•labour cost
•High warranty period
•lack of geographical
focus strategy

21. SWOT ANALYSIS
OPPORTUNITIES
• geographical focus
• reduction in cost of
production
• broadening the
market, reduction in
labour cost
• Reduction in
warranty period
THREATS
• Competition,
• Expectations, and
pricing pressures
from competitors,
• Fluctuating
exchange rates
affects profit

22. ACTIONS TO TAKE
 Follow Strategies
 Minimize labor and production costs while
maintaining high quality standards.
 Increase in quarterly tech support and advertising
to gain increased market share against our
competitors.
 More Promotion and Innovation
 Follow Strategies
 Address the Warranty period and Length of
promotions in weeks

23. LESSONS LEARNED…
Many lessons were learned while doing this:
Paying off debts early allows more income later
Investing in Marketing innovation and Technical
supports always pays off.
Aggressive approaches is not always a good
thing
Use Competitive Intelligence Report
Make decisions by Strategies

24. REFERENCE
GLO-BUS
Developing Winning Competitive Strategies
http://www.glo-bus.com

25. THANK YOU