1. Cheryl, the new CEO of Fun-Toys, wants to implement a new strategy to grow the company and satisfy shareholders after experiencing economic issues and declining confidence. 2. Her initial strategy is to produce mid-market products at reduced costs and gain a new retailer partner, but analysts find the strategy is not well-defined and high risk. 3. They recommend Cheryl thoroughly analyze the company's strengths, customers, market opportunities, and develop a long-term strategic vision to ensure sustainable growth and buy-in from employees and stakeholders.

1. BUSINESS CASE HOMEWORK
Group 2
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NGUYEN Aymeric
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LARGEMAIN
Nathan
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GAILLARD Jean-
Baptiste
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SANSAS Nicolas
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HELDERLE
Charlotte

2. I – Context
II- The strategy that she wants to set up
III – What's wrong with her strategy ?
IV – How to solve thoses problems ?
V-Conclusion
SUMMARY

3. I-CONTEXT
Fun-Toys , 94 yrs old , 5k employees
Cheryl, 6-months CEO
CHALLENGE
Confidence of her employees
Economics issues
Change retailers, Made in USA
WISHES
Produce midmarket products
Growthandreachgoals
Satisfy the shareholders
New Customers
More communication with employees
Change retailers

4. II-Cheryl' strategy
Medium quality: mid market
Reduce production prices
Bull's-Eye deal
=Entrepreneurial strategy

5. II-Analysis of Cheryl's strategy
Degree of strategy structure : not really well
defined
Low experience : no habit to set up a strategy
Large change strategy : too much complacency
==> Very High Risk

6. Customer positioning
External Environment
Internal Resources and Competencies
Innovative Capabilities
Alliances, Supplies
Expectations und influence of Shareholders
III-Company's analysis

7. III-Company :values and working process
until now
"Made in USA"
Familiar company, long term workers
Production: three plantations and producers in
Minessota, not used to change and flexibility.
Positionning: High Quality Products
A design company not innovative enough
= Ideological strategy

8. 1.Redifine the world the company evolve in?
2.What does Cheryl want to sell?
3.Why do they want Bull's eyes as customer?
4.Where does Cheryl want to sell?
5.Where is the market to grow?
6.Which will need the most investment?
7.What " competitive advantage" will you need to
succeed?
8. What capabilities are essential to back up
competitive advantage and win the needed markets?
9.Last, but not least, what and non-financial benefits
are you going to targets?
======>
IV-Building a strategy
Foresight Strategy

9. IV-Final goals
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Long-term vision strategy implemented
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Better relationship with employees
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Growth and goals for the shareholders
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Convince Mark to be part of the project
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Pilot project :Test the new midmarket
product to make sure you can afford to
get the contract with new designers and
under a new name with same resources
==>Medium-Low Risk

10. IV-Internal strategy:Be an effective
leader
1.Communication of her strategy and her vision
with the staff
2.Find a way to make the production staff working
more
3.Bring new staff in the executive
4.Get some help from the shareholders
5.Elaborate a long-term
6.Cheryl needs to understand company's values
7.Create an urgency

11. IV-Steps-change process (According
to Kotter)
1 )Loose contract = we loose customers
create urgency , no contract = lay off people
2 )What we say to the Unions
5)How to we help to motivate people to produce
more , we won't go china
6)More and more production , more hour , expand
factory we want them to produce more,
7)The importance of an urgency , combinaison
feelings and behaviors, determination , something
to win, to alarm people to make something
happen , we need to change talk few and good

12. IV-Dealing with resistance
Create an urgency:
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Need more customers to diversify
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Need to focus on market evolution
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Future hard time for employees, exec ,
shareholders
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Communication plan in order to seduce
customers and employees
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Include Mark in the project

13. V-Long-term vision for everybody
For Cheryl, for Mark( the executive), for
Unions,for shareholders:
-Profit proposition
-value proposition
-people proposition