Team Digby creates sensor products and aims to satisfy customers better than competitors in areas like accessibility, awareness, price, performance, size, and reliability. Their mission is to become the number one sensor company chosen worldwide. Each member leads a department - Royce leads R&D, Jensen leads Marketing, Cannon leads Production, Trementozzi leads Finance, Craft leads HR. They struggled early on but adapted their strategy and increased automation, employee satisfaction, and quality to become highly successful.

1. Digby Matthew Royce David Trementozzi Clifford Jensen Noah Cannon Casey Craft “ Behind Every Company is a Strategic and Knowledgeable Team”

2. Mission Statement: Team Digby creates products that satisfy customers in every area including: accessibility, awareness, price, performance, size, age at revision and mean time before failure better than any of our competitors.

3. Vision To be the number one sensor company chosen by consumers world-wide

4. Research and Development Matthew Royce

5. Research and Development Main Purpose Customer Criteria Age at revision Position Price MTBF Difficulties Main Focuses that needed adjustments Performance and size Perceptual Map Recovery Plan

6. Weaknesses Beginning Rounds Too much emphasis on performance and size Did not meet ideal positioning High end product (Dixie) drifted into traditional product Strengths Strategic Planning Position products in a way that would benefit customer criteria in later rounds Maintained consistency on the sweet spot for the perceptual map from rounds 4-8 Invented new high end product-Dundle (in round 2) Benefited future sales

7. Round 1

8. Round 4

9. Round 8

10. Marketing Cliff Jensen

11. Marketing Main focus Customer awareness and accessibility Early round setbacks Misconception of Marketing expenditures Key configurations Perfect price Consistent sales promotion Consistent sales budget Goal Manage an average customer awareness of 80% by round 8

12. Awareness Round 1: Traditional: Daze 84 Low End: Dell 83 High End: Dixie 53 Performance: Dot 53 Size: Dune 53 Total Average Awareness 64.8% %

13. Awareness Round 8 Traditional: Daze 96 High End: Dundle 93 Size: Dune 93 Total Average Awareness % (Goal was surpassed by 14%) 94%

14. Accessibility Goal: Increase Maximum potential of accessibility for every product Example: Dune 42% 100% Expectation met

15. Production Noah Cannon

16. Weaknesses Most complex department to manage Earlier Rounds Sold off necessary capacity Hopes to increase yearly earnings We were deficient to increase our automation Stocked out of capacity Example round 5 Daze Trad. 1129 left Dell Low. stock out Dixie High. stock out Dot Perf. stock out Dune Size. stock out Dundle High. stock out

17. Strengths Sold off performance and low end products Allowed purchase of more capacity Increased our market share Allowed an increased in the automation rating Goal Increase automation rating to full potential by round 8 Round 1 Automation% Round 8 Automation % Daze 4.0 Dell 5.0 Dixie 3.0 Dot 3.0 Dune 3.0 Done 3.0 Daze 10.0 Dixie 10.0 Dune 10.0 Dundle 6.0

18. Round 1: Round 8: Production Vs. Capacity

19. Finance David Trementozzi

20. Financial Crisis Late decisions caused financial disaster Emergency Loans Created repetitive cycle of borrowing money Acquired Short and Long term debt Negative E.P.S and ROE Our Retaliation Plan Sell Dot (performance) Sell Dell (low end) Change Strategy Complete control over fewer markets Quality employment Affordable/competitive prices Faultless customer criteria

21. Success Round 7 Gained absolute control over 3 of the 4 markets Achievements Within 2 years (rounds) we were able to achieve: Round 6 ROS -19.7% ROE -66.1% E.P.S -8.54$ C.M 30.8% Round 8 -7.9% -15.4% 50.6% 1.00$ *Reached goal of achieving a positive E.P.S *Reached goal of achieving a C.M of 42%

22. Human Resources Casey Craft

23. Setbacks Employee demand was not met Met minimum wage requirement However employee demand was not met (causing Strike) Earlier rounds Spent too little on recruiting Spent too little on training Did not put enough focus on employee excellence Example : Round 1 Spent only $400 Resolution Increased employee production index each round Created employee satisfaction Higher quality workers Later rounds Spent maximum amount on recruiting Spent maximum amount on training Example: Round 8 Spent $5,000

24. Total Quality Management Casey Craft

25. Total Quality Management Goal: Achieved maximum expenditure by Round 8 Material Cost 5.32% Labor Cost 7.46% R&D Cycle 32.39% Administrative Cost 46.40% Demand Increase 6.62% Round 4: Round 8: Material Cost 11.80% Labor Cost 14.00% R&D Cycle 40.01% Administrative Cost 16.02% Demand Increase 14.40% *Highest TQM of all the Markets

26. Conclusion

27. All said…We Feel that Team Digby Deserves… A Buckeye Sticker! Special Thanks to Professor Hahn