MANAGEMENT TEAMCEORicky Y. LIU

CFOJerry QIAN

R&D ManagerBrian KANG

CMOQueenie PENG

COOHao ZHU

CHOGiselle HSU

Industry 41848Professor

Raymond Zammuto

Presented by Industry 41848 DIGBY.

Production• I nc rease ove ra l l capac i t i es and

automation rates.

• Particularly increase capacity of Dot (Performance) since competitors will sooner quit this market.

Finance• Due to enough cash in hand, Account

Receivable (AR) will be at 90 days period in order to increase DCS.

• Issuing stock will be the major source to raise cash.

HR• Maintain the current Strategy.

Strategies for Next Three Rounds:

Perceptual Map in Round 8R&D• Overall positioning is shown as above.

• As Daze become more favourable, the MTBF may decrease in order to increase contribution margin.

Marketing• Maintain the current strategies - Increase

customer awareness while maintain 100% customer accessibility.

S t r a t e g i e s Wo u l d B e Employed Within the First 6 Rounds:• Low End (R&D): We would position at

yellow spot in R4 rather than the blue spot.

• Labour Negotiation: We would not pull the trigger in R5 in order to maintain lower labour cost.

• Dixie (High End) would be repositioned into Traditional in R4, while a new product line Dual would be introduced to High End segment to replace Dixie.

Overall Performance:• Digby has became the leading team in

the industry, and Digby is committed to maintain this position in the future.

4.75

1.3

4.1

5.7

3

1.8

0

1

2

3

4

5

6

Andrews Baldwin Chester Digby Erie Ferris

Milestones:• Highest cumulative profits in the industry.

($68,120,000)

• Highest market capitalisation. ($356M)

• Highest stock price. ($95.13)

• Leader on ROS. (8.3%)

• Second highest market share in dollars.

Assumption of “6 Rounds ONLY”:• The decisions were based on this

assumption. Without this premise, several choices would be different.