glo bus cemo enterprise usp_mba 440
TRANSCRIPT
GLO-BUS CEMO ENTERPRISE
MBA 440
OUTLINE
• Introduction
• Mission / Vision / Goal
• Strategy
• Performance
• Competition
• SWOT
• Actions to Take
• Lesson Learnt
INTRODUCTIONCEMO ENTERPRISES
Established: 2008
Manufacturing Plant : Taiwan
Product – Multi Featured & Entry Level Cameras
Exports – North America , Latin America , Asia Pacific and Europe Africa
Taiwan Plant
CEMO VISION MISSION GOAL
GOAL is to use the best cost provider strategy where we would provide excellent product qualities at a competitive price.
MISSION is to offer superior quality cameras that provide customer with the ultimate visual experience at good value.
VISION is to be the consumers’ leading choice in premium cameras and sustain growth through continual efforts in innovation.
GOAL
MISSION
VISION
ENTRY LEVEL STRATEGY
Low cost provider strategy
Our strategy was to focus on Market share
Offer All cameras everywhere .
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
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
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
PERFORMANCE OVERVIEWANNUAL TREND ANALYSIS
(YEARS 6-14)
Total revenues
Earnings per share
Return on equity
Credit rating
Year end stock price
Image rating
NET REVENUES
EARNINGS PER SHARE
RETURN ON EQUITY
STOCK PRICE
CREDIT RATING
IMAGE RATING
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
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 BudgetAdvertisingEntry-Level Warranty PeriodMarket SharesPQ Rating
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 BudgetAdvertisingEntry-Level Warranty PeriodMarket SharesPQ Rating
WEAKNESSESSTRENGTHS
SWOT ANALYSIS
• Strong Credit Rating• Good Image Rating• Low Cost Cameras • Focused
management communication
Focus may be too narrow in ;•marketing •operating projections •labour cost •High warranty period •lack of geographical focus strategy
THREATSOPPORTUNITIES
• geographical focus• reduction in cost of
production• broadening the
market, reduction in labour cost
• Reduction in warranty period
• Competition, • Expectations, and
pricing pressures from competitors,
• Fluctuating exchange rates affects profit
SWOT ANALYSIS
ACTIONS TO TAKEFollow 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
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
REFERENCE
GLO-BUS
Developing Winning Competitive Strategies
http://www.glo-bus.com
THANK YOU