Team Baldwin

Project Evaluation

Denisa Dobrin, Beverlye Horton, Geoffrey MacLennan, Nicole Sylvia, Janet Wolk

Click for narrated presentation MBA545 Capstone : Prof. Dr. Carla Patalano03/4/2014

Analysis of the Overall Market

• $100,000,000 corporation • Manufacturer of sensors • Government split monopoly (due to

operating inefficiencies and poor product offering)

• Post-monopoly era with identical competitors

Competition

Team Andrews

Team Baldwin*

Team Chester

Team Digby

Team Erie

Team Ferris

Simulation Teams Computer Teams

Our Company’s Performance

Customer Survey / Awareness

Cumulative Profits

Stock Price

Market Share

Position in the Market

Traditional

Low End

High End

Performance

Size

Age

Price

Ideal Position

Reliability

Market Segments Customer Buying Criteria

Initial Strategy

Broad Differentiator

Perceptual Map for Strategy

Research & Development

Marketing

Production

Finance

Tactics

Team Approach and Decision Process

Forecasting Techniques

Check the Courier – study Competition, Sales,

Positioning (Customer Survey, Awareness, Accessibility)

Do “base calculation”: unit demand grow rate,

multiplied against the leading potential market share

Adjust each sales forecast based on competitive

advantage gained from improvements made, promo& sales budget, as well as pricing.

Determine Investments

Finding the Balance

Plant and Equipment

Total Quality Management

Leveraging stock and L-T debt

HR

Broad Differentiator

• Maintains a presence in every segment

• Products are new, exciting and targeted towards customer demand

• Mission Statement: Premium products – our brands withstand the test of time

Team Tactics

Competitive Advantage

Risk Taking

“What you’re able to achieve is not solely in your hands. It depends on other players-competitors, the government and regulatory bodies.” - Tom Mitchell, President and CEO, Open Options Corporation, Waterloo

What Did We Learn

Set an timed agenda for

our meetings.

Preparation is key

Risk is “good” as long as

you are informed.

What Worked Well

Cross-functional dynamic

Team approvals

Communication

What Would We Do Differently in the Future

Earlier investment in R&D

Earlier investment in

plant capacity and

automation

What Would We Do Differently in the Future

Avoidance on long-term

debt retirement in Round

1

Establishment on a new

product.

Questions?

References

Goldsmith, D. (2013). Rethinking the company's competitive

advantage. Financial Executive, 29(6), 14-17.

Porter, M.E. (1980) Competitive Strategy: Techniques for analyzing

industries and competitors. New York, NY: The Free Press

Wade, J. (2004). How you play the game. Risk Management,

51(4), 28-32.

Wilson, W.B., (2013, May 13). A calculated risk isn’t to be fear.

National Post. Retrieved from: http://search.proquest.com/

docview/1350309746/1545C4F91E7E4FD2PQ/42?accountid =33575

References

Worster, A., Weirich, T.R., & Andrea, F. (2013). Business transformation

in a post-functional world. Strategic Finance. 95(9). 31-37. Retrieved from: http://web.a.ebscohost.com/ehost/

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8a1663678%40sessionmgr4003&hid=4109&bdata=JnNpdG

U9ZWhvc3QtbGl2ZQ%3d%3d#db=buh&AN=90123676

Young, J. (2008, June 17). Importance of planning for your venture creation. Kelowna Capital News. 20. Retrieved from: http://search.proquest.com/docview/375940342/A5715925

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