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Turbo Tech Business Plan Gloria Alvarez, Danny Herman, Ellen Holcomb, Louis Jaime, Bobby Yanik, Andrea Yario “Bringing innovation to the modern world”

Turbo Tech Final Plan

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  1. 1. TurboTech BusinessPlan GloriaAlvarez,DannyHerman,EllenHolcomb,LouisJaime,BobbyYanik,Andrea Yario Bringinginnovationtothemodernworld
  2. 2. 2 TurboTech TableofContents VentureCapitalFundingRequest.3 ExecutiveSummary.4 BackgroundSummary......5 SituationAnalysis......21 CustomerAnalysis. CompetitorAnalysis. IndustryAnalysis... InternalAnalysis SustainableCompetitiveAdvantage.......47 WhereWeCompete..... AgainstWhomWeCompete... WhatWeOffer. HowWeComplete. MarketingStrategy...52 Product. Price... Place... Promotion... OtherStrategies..57 Product. Financial.. ImplementationandControl60 AppendixA(TacticalPlan)..........62 AppendixB(ProFormaAccounting)............63
  3. 3. 3 TurboTech VentureCapitalistFundingRequest April14,2015 Mr.RobertRoundtree ProfessorofMarketing LoyolaUniversityChicago 25E.PearsonStreet Chicago,IL60611 DearProfessorRoundtree, SincethelaunchinJanuary2015,TurboTechbecamealeaderinthemicrocomputerindustryand excelledinboththetravelerandinnovatorsegments.Fromdayone,themissionhasbeentodeliver high-speedcomputersthroughcontinualinnovationandreinvention.TurboTechisdedicatedtothe missionanddeterminedtoleadglobaltechnologyadvancementsinthemicrocomputerindustry.In ordertofurtherperuseourgoalsandexpandthebusiness,TurboTechconstantlyinvestsinmarket research,R&D,andmanufacturing.AsTurboTechpreparestoenterthreenewmarkets,the executiveteaminvitesyoutojoinourteamthroughaninvestmentinourmission. ThiswouldbeasecureinvestmentbecauseTurboTechunderstandstheneedsofinnovatorand travelerconsumers,possessesthelargestoverallmarketshare,hasremainedprofitablethrough Quarter7,andhasthehighestcumulativetotalperformance.Currently,TurboTechholds48%of themicrocomputermarketshareandhashighestcumulativemarketperformance.Locatedin Chicago,LosAngeles,Toronto,andTokyoTurboTechhasfoursalesoffices,andplanstoexpandto Shanghai,Sydney,andParisinQuarter8.AsTurboTechgoesglobal,theexecutiveteamplansto increasethesalesforceandmakesignificantinvestmentsinR&Dtomaintainacompetitive advantage. Inordertoremaincompetitiveandmoveforwardwiththebusinessstrategy,TurboTechisseeking a$5,000,000dollarinvestment.Enclosedisadetailedbusinessplanwhichanalyzesthecurrent marketpositioning,andthestrategiesTurboTechimplementedtoachievesuccess.Wegreatly appreciateyourconsiderationandlookforwardtohearingfromyou. Sincerely, AndreaE.YarioPresident,TurboTech
  4. 4. 4 TurboTech ExecutiveSummary TurboTechisafastgrowingtechnologyfirmthatprovidestopofthelinecomputerscatered specificallyfortheambitiousinnovatorandthefrequentbusinesstraveler.Ourgoalistobe receptivetoourmarketdemandsandrespondefficientlysothatourconsumersdirectlybenefit fromourevolution.HereatTurboTechweconsiderourselvestobeateamratherthana corporationandaninnovatorratherthanamanufacturer.Wefocusonthelargest,mostprofitable segmentswithinourmarketwhichwehavedeterminedthroughmarketresearchandanalyticsto betheTravelerandtheInnovatorsegments. Ourfirmhasproducedtwotechnologicallyadvancedandeasyuseproductsthatcaterspecifically toeachchosenmarketsegment:Fusion3.0fortheTravelersegmentandInnovofortheInnovator segment.WehavetopsalesinbothNorthAmericaandAsiaPacific.Additionally,westeadilyand regularlyinvestinResearchandDevelopmenttoproliferateourproductupdatestomeetconsumer demands. Throughthispoint,wehaveusedacombinationofconsumerresearch,economicbehavior,and competitoranalysistodetermineanappropriatepricepointforeachproduct.TurboTechexamines customerwillingnesstopayrelatedtoCOGStoensurethatwegrossourcorporationsdesired marginstosustainaprofitablefiscalyear. ThissubsequentbusinessplanoffersacomprehensivesummaryofTurboTechsdecisions throughoutQ8andapreviewofTurboTechsplannedfutureadvancementsandcontinuedsuccess.
  5. 5. 5 TurboTech BackgroundSummary Quarters1-4 Quarter1Decisions: CompanyName: ThecompanyisnamedTurboTechtoreflectthebenefitsinnovatorsandtravelerswillexperience byusingTurboTechcomputers.Throughhigh-speedinnovationandcomputingpower,TurboTech computerspromisetokeep-upwiththefastpacedlifestylesofinnovatorsandtravelers. ExecutiveResponsibilities: Executiveresponsibilitiesweredeterminedbythestrengthsandweaknessesofeachexecutive teammember.Providedbelowisalistwhichincludesthenameofeachexecutiveteammember, theirprimaryresponsibility,andtheirsecondaryresponsibility: OfficerName PrimaryResponsibility SecondaryResponsibility Yanik,Robert VP-AccountingandFinance VP-SalesManagement Yario,Andrea President-OverallLeadership VP-Manufacturing Jaime,Louis VP-Manufacturing President-OverallLeadership Herman,Danny VP-Marketing VP-MarketingResearch Alvarez,Gloria VP-MarketingResearch VP-Marketing Holcomb,Ellen VP-SalesManagement VP-AccountingandFinance
  6. 6. 6 TurboTech TeamNorms: Decision-MakingProcess: Allimportantdecisionsshouldbemadebyaconsensusvoteoftheentireteam TeamNorms: Attendanceatallmeetingsismandatory,unlessmembersinformothersinadvanceofa conflict. Meetingsstartandendontime. Memberscomepreparedforallmeetings(havingcompletedallassignments). Ifatopicisgoingbeyondtheallottedtime,theteammustdecidetoeithertableitforlater orreconsidertheagenda. Membersbrainstormsolutionstoproblems,andonlycritiquesuggestionsafterallideasare onthetable. Everyonehasanopportunitytoparticipateindiscussions. Membersuseactivelisteningtechniquesandrefrainfrominterruptingeachother. Membersmaintainconfidentialityofwhatisdiscussedinteammeetings. Membersareopentogivingandreceivinghonestfeedbackto/fromeachother. Rolesforatimekeeperandmeetingfacilitatorarerotatedformeetings. Marketing: MarketingResearch: Inordertoobtainabetterunderstandingoftheinnovatorandtravelersegmentsneedsanduse patterns,theexecutiveteampurchasedmarketingresearchforNorthernAmerica.Providedbelow isadetailedlistingoftheinitialmarketingresearchpurchasedbytheexecutiveteam: Finance: Inordertofundcurrentoperations,eachmemberoftheexecutiveteampurchased10,000sharesof commonstockat$100pershare.Afterspending$88,000onmarketingresearch,theexecutive teamdeposited$912,000intoa3-monthCertificateofDepositaccountwithaquarterlyinterest rateof1.5%.ProvidedbelowisadetailedlistingofthefinancialdecisionsfromQuarter1:
  7. 7. 7 TurboTech Quarter2Decisions: Goals&Strategy: TargetMarkets: Whileanalyzingthemarketingresearchonmarketsize,theexecutiveteamrecognizedthetop5 citiesintheinnovatorandtravelersegmentsareidentical.Becauseofthis,theexecutiveteam decidedthattheinnovatorandtravelersegmentswouldprovideTurboTechwiththebest opportunityforsuccess. MissionStatement: Weareafastgrowingtechnologyfirmthatprovidestopofthelinecomputerscateredspecifically fortheambitiousinnovatorandthefrequentbusinesstraveler. StrategicDirections: Toprovidecomputerstoinnovatorsandtravelers,theexecutiveteamofTurboTechelectedto focusonthefollowingstrategicdirections: Focusonsmaller,highmarginsegments Focusonlargestgeographicmarkets,eveniftheyaremoreexpensive Buildamarketpositionanddefendit Taketheleadandkeepit Betheleaderinallthings Sidestepthecompetitionwheneverpossible Betheprofitmarginleader Bethetechnologyleader Bethehighserviceproviderinthemarket Providethemostreliableproductonthemarket
  8. 8. 8 TurboTech Marketing: Modify Brand: In Quarter 2, introduced Launch Pad and Launch Pad +. These introductory TurboTech computers are based on the needs and use patterns of innovators and travelers. Provided below are the specs for Launch Pad and Launch Pad +: LaunchPad (Traveler) LaunchPad+ (Innovator) Essentials BaseComponents x x Case Standard(Desktop) x x RewritableOpticalDrive Standard x x Harddrive UltraCapacity x x OfficeSoftware Professional x x OtherSoftware Bus.Graphics x x Presentation x x Database x x Bookkeeping x WebDesign x x Statistical x x Engineering x Manufacturing x Games x SecuritySuite x x Monitor 19"standard(Desktop) x 21"highres.(Desktop) x
  9. 9. 9 TurboTech ComputingPower HighSpeed x x Keyboard&Mouse Standard x Expanded x SpecialFeatures ExpansionSlots x x AutoBackup x x Networking Standard x OperatingSystem ForProfessionals x x SalesChannel: Becauseprimarydemandislesscostlyandmoreprofitablethansecondarydemand,theexecutive teamsoughtouttoopenasalesofficeinatopperformingmarketfortheinnovatorandtraveler segments.Whilethesetupandquarterlyleasecostsarehigherthananyothercity,theexecutive teamdecidedthatthe12monthpotentialdemandandpricewillingtopayjustifiedopeningthe initialsalesofficeinLosAngeles. Manufacturing: InordertokeepthemanufacturingcostsforTurboTechcomputerslow,theexecutiveteamchose toopenamanufacturingfacilityinShanghai.Additionally,theexecutiveteamplannedtoexpand intoAsia-Pacific,andamanufacturingfacilityinShanghaiwouldallowTurboTechtomaximize profitswithinthatmarket.Providedbelowisadetailedlistingofthemanufacturingfacility,aswell asthecurrentandplannedfixedcapacityofthefacility:
  10. 10. 10 TurboTech Finance: Inordertofundcurrentoperations,eachmemberoftheexecutiveteampurchasedanadditional 10,000sharesofcommonstockat$100pershare.AttheendofQuarter2,theexecutiveteamchose toleavethe$912,000ina3-monthCertificateofDepositataquarterlyinterestrateof1.5%. ProvidedbelowisadetailedlistingofthefinancialdecisionsfromQuarter2: Quarter3Decisions: Marketing: ModifyBrand: InQuarter3,TurboTechstoppedtheproductionofLaunchPadandLaunchPad+,andintroduced AxiomPadandFusionPad.AlthoughtheintroductoryTurboTechcomputershaveadifferentname anddesign,AxiomPadandFusionPadarestillbasedontheneedsandusepatternsofinnovators andtravelers.ProvidedbelowarethespecsforAxiomPadandFusionPad: FusionPad (Traveler) AxiomPad (Innovator) Essentials BaseComponents x x Case Standard(Laptop) x x RewritableOpticalDrive Standard x x HardDrive
  11. 11. 11 TurboTech UltraCapacity x x OfficeSoftware Professional x x OtherSoftware Bus.Graphics x x Presentation x x Database x x Bookkeeping x WebDesign x x Statistical x x Engineering x Manufacturing x Games x SecuritySuite x x Monitor 14"Standard(Laptop) x x ComputingPower HighSpeed x x Keyboard&Mouse Standard x Expanded x SpecialFeatures ExpansionSlots x x AutoBackup x x Networking Standard x OperatingSystem ForProfessionals x x
  12. 12. 12 TurboTech Price&Priority: BasedonthepricewillingtopayinLosAngelesandtheaveragecostofproduction,theexecutive teamdeterminedtheretailpriceforAxiomPadandFusionPad.Attheretailpriceof$2,300.00, FusionPadwasgivensalesprioritynumber1,nopricerebatewasoffered,andapointofpurchase displaywaspurchased.Attheretailpriceof$3,000.00,AxiomPadwasgivensalesprioritynumber 2,apricerebateof$300wasoffered,andapointofpurchasedisplaywasoffered.Providedbelowis adetailedlistingofthepriceandpriority,aswellastheupdatedspecsforAxiomPadandFusion Pad: ModifyAdvertisements: ToboosttheexposureofAxiomPadandFusionPad,theexecutiveteampurchasedlocalmediain LosAngeles,andregionalmediaacrossNorthAmerica.AlthoughtheonlyTurboTechsalesoffice wasinLosAngeles,theexecutiveteamdecideditwouldbebeneficialtoseedtheregionalmarket beforeexpandingintoChicagoandToronto. Whendecidingonthestructureoftheadvertisements,theexecutiveteamreferencedthemarketing researchonusepatternandmediapreferences.Basedoninsightsobtainedfromtheresearch,the executiveteampurchased4localand4regionalmediaplacements,totalingto$86,506.Provided belowishierarchicallistingoftheadvertisementsforAxiomPadandFusionPad,aswellasthe localandregionalmediaplacements: Axiom Pad Fusion Pad Most Powerful PC On Market 1 2 Largest Data Storage On Market 5 Feature Office Applications 5 Business Graphics Applications 9 8 Data management applications 6 Presentation Applications 4 7
  13. 13. 13 TurboTech Statistical Applications 2 Web Design Applications 3 Easy To Use, Simple Design 1 Smart Backup System 7 Portable Design 4 Link PCs With Network/Internet 8 9 Picture Business Professionals 6 Picture People In Travel Setting 3 MarketingResearch: Tobetterunderstandcustomerneedsandusepatterns,theexecutiveteamspent$20,000.00on marketingresearchforNorthAmerica. SalesChannel: HireSalesPeople: Tomeettheforecasteddemandof300computers,theexecutiveteamhired5salespeopleforthe officeinLosAngeles.Becausetheexecutiveteamwasunsureofthedemandeachsegmentwould generate,2salespeoplewerehiredfortheinnovators,2salespeoplewerehiredforthetravelers, and1salespersonwashiredforsupport.Providedbelowisadetailedlistingwhichoutlinesthe
  14. 14. 14 TurboTech totalnumberofsalespeoplehired,thecosttohirenewsalespeople,andthecosttoemploythe salespeopleforQuarter3: Manufacturing: InQuarter3,thefixedcapacityavailablewas25units/day.Duetotheavailablefixedcapacitybeing 90unitshigherthanprojecteddemand,theexecutiveteamelectednottoincreasefixedcapacityfor Quarter4.Asaresultofonlyutilizing77%ofthemanufacturingfacility,overheadcostsandlabor chargedtoexcessoperatingcapacitywere$105,790.00.Providedbelowisadetailedlistingofthe TurboTechmanufacturingfacilityefficiencymetrics:
  15. 15. 15 TurboTech Finance: Inordertofundcurrentoperations,eachmemberoftheexecutiveteampurchasedanadditional 10,000sharesofcommonstockat$100pershare.AttheendofQuarter3,theexecutiveteamchose toleavethe$912,000ina3-monthCertificateofDepositataquarterlyinterestrateof1.5%. ProvidedbelowisadetailedlistingofthefinancialdecisionsfromQuarter3: Quarter4Decisions: Marketing: ModifyBrand: InQuarter4,TurboTechstoppedtheproductionofAxiomPadandFusionPad,andintroduced Axiom2.0andFusion2.0.AlthoughtheintroductoryTurboTechcomputershaveadifferentname anddesign,Axiom2.0andFusion2.0arestillbasedontheneedsandusepatternsofinnovators andtravelers.ProvidedbelowarethespecsforAxiom2.0andFusion2.0:
  16. 16. 16 TurboTech Fusion2.0 (Traveler) Axiom2.0 (Innovator) Essentials BaseComponents x x Case Standard(Desktop) x Standard(Laptop) x RewritableOpticalDrive Standard x x HardDrive UltraCapacity x x OfficeSoftware Professional x x OtherSoftware Bus.Graphics x x Presentation x x Database x x Bookkeeping x x WebDesign x x Statistical x Engineering x Manufacturing x SecuritySuite x x Monitor 21"HighRes.(Desktop) x 14"Standard(Laptop) x ComputingPower HighSpeed x x Keyboard&Mouse Standard x Expanded x SpecialFeatures
  17. 17. 17 TurboTech ModifyAdvertisements: ToboosttheexposureofAxiom2.0andFusion2.0,theexecutiveteampurchasedlocalmediainLos Angeles,andregionalmediaacrossNorthAmerica.AlthoughtheonlyTurboTechsalesofficewasin LosAngeles,theexecutiveteamdecideditwouldbebeneficialtoseedtheregionalmarketbefore expandingintoChicagoandToronto. Whendecidingonthestructureoftheadvertisements,theexecutiveteamreferencedthemarketing researchonusepatternandmediapreferences.Basedoninsightsobtainedfromtheresearch,the executiveteampurchased4localand4regionalmediaplacements,totalingto$86,506.Provided belowishierarchicallistingoftheadvertisementsforAxiom2.0andFusion2.0,aswellasthelocal andregionalmediaplacements: Axiom2.0 (Innovator) Fusion2.0 (Traveler) MentionBrandName 1 2 DoesAWideVarietyOfTasks 7 MostPowerfulPCOnMarket 5 NewAndImprovedBrand 2 1 LocalSalesandSupport 8 FeatureOfficeApplications 3 BusinessGraphics Applications 3 DataManagement Applications 8 ExpansionSlots x x AutoBackup x x Networking Standard x x Battery Standard(Laptop) x OperatingSystem ForProfessionals x x
  18. 18. 18 TurboTech PresentationApplications 9 StatisticalApplications 4 MoreSecure(Viruses,Attacks) 7 EasyToUse,SimpleDesign 6 SmartBackupSystem 9 PortableDesign 4 LinkPCsWith Network/Internet 6 5 MarketingResearch: Tobetterunderstandcustomerneedsandusepatterns,theexecutiveteamspent$100,000.00on marketingresearchforNorthAmerica,MiddleEast,LatinAmerica,Europe,andAsiaPacific.
  19. 19. 19 TurboTech SalesChannel: ToincreasethedemandofTurboTechcomputersandmovetouncontestedmarketspace,the executiveteamopenedsalesofficesinChicago,Toronto,andTokyo.Byopening2moresalesoffices inNorthAmericaand1salesofficeinAsiaPacific,itcostTurboTech$580,000.00.Providedbelowis adetailedlistingwhichoutlineswheresalesofficesareopening,andthetotalsalesofficescosts: Manufacturing: InQuarter4,thefixedcapacityavailablewas25units/day.Duetotheavailablefixedcapacitybeing 50unitshigherthanprojecteddemand,theexecutiveteamelectednottoincreasefixedcapacityfor Quarter4.Asaresultofonlyutilizing89%ofoperatingcapacity,overheadcostsandlaborcharged toexcessoperatingcapacitywere$51,936.00.ProvidedbelowisadetailedlistingoftheTurboTech manufacturingfacilityefficiencymetrics:
  20. 20. 20 TurboTech Finance: Inordertofundcurrentoperations,eachmemberoftheexecutiveteampurchasedanadditional 10,000sharesofcommonstockat$100pershare.AttheendofQuarter4,theexecutiveteamchose towithdraw$939,360.00fromthe3-MonthCertificateofDepositaccount.Providedbelowisa detailedlistingofthefinancialdecisionsfromQuarter4:
  21. 21. 21 TurboTech SituationAnalysis ExternalAnalysis: CustomerAnalysis: There are 5 customer segments in our market. The first is the Costcutter segment. This customer is looking for a no-hassle experience and desires minimum complexity for operators. The costcutter is looking for a machine that is easy to use, easy to set up and something that requires little to no training to use. They are typically influenced by the recommendation of others and prefer courteous personnel. Desired features include word processing, bookkeeping, budgeting and data management software. The costcutter is looking to pay the lowest price for their product. According to our market research, Los Angeles, Mexico City, and Sydney are the top three cities where costcutter consumers are located. These consumers are willing to pay up to $1,860, $1,843, or $1,822 for a computer in each city respectively. Costcutters are interested in sports media, leading trade journals, general business, and new venture magazines. The second market segment is the Innovator. These consumers prefer the brand vendor to be a technical leader and the computers to reflect the most updated software. Innovators look for larger computer screens so they can view multiple tabs at once and want as much storage space as possible. They require fast access to graphical images and are interested in high performance over price. Some of the most desired features include technical graphics, web design and management, statistical analysis, communication with other computers, data management- accounts and engineering and design features. According to our market research, Chicago, Los Angeles, and Warsaw are the top three cities where innovator consumers are located. These consumers are willing to pay up to $3,209, $3,126, or $3,058 for a computer in each city respectively. Innovators have the following media interests: new venture magazines, computer magazines, science, and technology. The Mercedes consumer is the third segment in our market. This customer looks for the best of the best and demands the most features out of all of the other segments. Mercedes consumers look for easy to use, fast working, up to date computers with the latest software technology and access to the most amount of applications. They demand the highest quality product with the best service. Some of the most desired features for the Mercedes consumers include: manufacturing
  22. 22. 22 TurboTech process control, communication with other computers, technical graphics and computer aided design manufacturing. The Mercedes customer is willing to pay the most for the best product. According to our market research, Chicago, Toronto, and Los Angeles are the top three cities where mercedes consumers are located. These consumers are willing to pay up to $4,164, $4,106, or $4,065 for a computer in each city respectively. Their media preferences are general news magazines, science and technology, business newspapers and computer magazines. Workhorse is our fourth market segment. These consumers are looking for an easy to use, secure, no-hassle computer with a multi-purpose work station. Workhorses desire monitor that is easy on the eyes and reliable but affordable and available in all local markets. Desired features for the workhorse segment include: bookkeeping and budgeting, word processing, communications with other computers, data management-accounts, web design and management, business graphics, presentations and statistical analysis. According to our market research, Toronto, Los Angeles, and Warsaw are the top three cities where workhorse consumers are located. These consumers are willing to pay up to $2,707, $2,698, or $2,649 for a computer in each city respectively. Workhorses are interested in general business and sports magazines, leading trade journals, business newspapers and general news magazines. Our fifth and final market segment is the Traveler market segment. The most important feature to this consumer is the ability to connect to the office when on the road. In addition, travelers need reliability, ease of access and the ability to send and receive emails. They want a small, lightweight, easily portable machine that is secure and easy to use. Travelers desire a fast network connection and a lot of storage space. Desired features for the traveler segment include: presentation capabilities, communication with other computers, word processing, business graphics, data management-accounts and bookkeeping/budgeting software. Travelers are willing to pay a reasonable price for a good quality product. According to our market research, Mexico City, Chicago, and Toronto are the top three cities where traveler consumers are located. These consumers are willing to pay up to $3,019, $2,977, or $2,894 for a computer in each city respectively. Travelers are typically interested in the following medias: new venture magazines, leading trade journals, sports magazines, general news magazines, and business magazines
  23. 23. 23 TurboTech Costcutter: Thecostcuttersegmentisthesecondlargestsegmentofthefive.Consumersinthissegmentare extremelypricesensitiveandwantacomputerthatiseasytouseandincludesbasicoffice applications. Needs&Wants:
  24. 24. 24 TurboTech UsePatterns: PriceWillingtoPay:
  25. 25. 25 TurboTech MajorCities: MediaPreference: Workhorse: TheWorkhorsesegmentisthelargestsegmentintheindustry.Theyaresimilartocostcutterand wantacomputerthatiseasytouse,secure,andmoderatelypriced.
  26. 26. 26 TurboTech Needs&Wants: UsePatterns:
  27. 27. 27 TurboTech PriceWillingtoPay: MajorCities:
  28. 28. 28 TurboTech MediaPreference: Traveler: Thetravelersegmentneedsacomputerthatisportableandreliable.Theseconsumersare primarilybusinessesmenandwomenwhoarepricesensitiveandalwaysontheroad. Needs&Wants:
  29. 29. 29 TurboTech UsePatterns: PriceWillingtoPay:
  30. 30. 30 TurboTech MajorCities: MediaPreferences: Innovator: Theinnovatorsegmentisasmallsegmentthatwantsatopofthelinecomputerthathastheability tohandlelargecomputationalproblemsandincludesanarrayofapplications.Theseconsumers wantthelatest,highestperformingtechnologyandtheyarewillingtopayforit.
  31. 31. 31 TurboTech Needs &Wants: UsePattern:
  32. 32. 32 TurboTech PriceWillingtoPay: MajorCities:
  33. 33. 33 TurboTech MediaPreferences: Mercedes: TheMercedessegmentisthesmallestsegmentandtheleastpricesensitive.Consumersseekhigh performing,ultra-fastcomputersthatcanhandlelargetasks. Wants&Needs:
  34. 34. 34 TurboTech UsePatters: PriceWillingtoPay:
  35. 35. 35 TurboTech MajorCities: MediaPreferences:
  36. 36. 36 TurboTech CompetitorAnalysis: TherearetwodirectcompetitorsforTurboTech.ThosecompetitorsareMicroTechandSHIFT, whichalsomanufacturecomputersforourtargetmarket. Tostartoff,MicroTechhastheirproductionplantplacedinSaoPaulo,locatedintheLatinAmerican Region.SHIFThastheirproductionplantplacedinShanghai,locatedintheAsian/PacificRegion. Furthermore,MicroTechhassalesofficesinToronto,CanadaandMexicoCity,Mexico.SHIFThas salesofficesinChicago,USAandLondon,England.Neithercompetitorshasasalesofficeinthe samecityasTurboTechdoes,butthelocationsalsofavorsimilartargetmarketsofourownfirm. Transitioningintotargetedsegments,MicroTechtargetsworkhorses,traveler,andcostcutter segmentedmarkets.SHIFTtargetsworkhorsesandinnovatorsegmentedmarkets.Both competitorshaveanoverlapwithatleastoneofthetargetmarketsthatTurboTechhaschosento target. Now,morespecifically,MicroTechhasstrengthsandweaknessesoverTurboTechasacompetitor. Microtechofferssixdifferentbrands:threedesktops(VulcanZ2,VulcanZ3,andVulcanM1)and threelaptops(Innova,InnovaX1,andPegasus).ThisisastrengthbecauseMicroTechisabletooffer awidervarietyofproductsthananyothercompetitorinthemarkettosuittheirtargetmarkets needs.Microtechalsoadvertisesmoreinbothlocalandregionaladvertisingbrackets.Thisis anotherstrengthbecausetheirbrandawarenesswillincreasefasterwithmorecontactwiththe public.However,MicroTechdidnotscoreaswellforpricejudgmentsacrossallthetargetmarkets whenitsbrandsandpriceswerecomparedtoTurboTechsbrandsandprices.Thisisaweakness becausemoreconsumersbelievethattheirpricingistoohighfortheproductsoffered,ultimately losingmoneyforthefirm.Lastly,asforadvertising,MicroTechhasthebestadvertisinginthe marketwhencomparedagainstothercompetitorsandbrandsacrossthetargetedsegmentsof innovatorandtravelers.ThisisastrengthforMicroTechbecausethosetwomarketsarethetargets marketsforTurboTech.Iftheiradvertisingisbetteramongconsumers,thenMicroTechwillearn moresalesfortheirfirm. Movingforward,SHIFTalsohasstrengthsandweaknessesoverTurboTechasacompetitor.SHIFT offersfourdifferentbrands:twodesktops(UpperCaseandUpperCase2.0)andtwolaptops (LowerCaseandLowerCase2.0).ThisisastrengthbecauseSHIFToffersmorebrandsthan TurboTechdoestosimilartargetmarkets,allowingSHIFTtoaccommodatedifferentneedsfor differentconsumers.SHIFTdoesnothaveasmanybrandsasMicroTech,butstillmorethan TurboTechcurrentlyoffers.SHIFTalsoadvertisesmoreinbothlocalandregionaladvertising bracketsthanTurboTech.Whichisalsoanotherstrengthbecausetheirbrandawarenesscouldalso increaseasaresultofmorecontactwithconsumers.However,SHIFTstilldoesnotadvertiseas muchasMicroTechdoes.Additionally,anotherstrengthforSHIFTishowtheyfaredwithprice
  37. 37. 37 TurboTech judgmentsamongconsumersinthetargetmarketsegments.SHIFTonlyhadthreescoresbelow 100,outoftwentytotalscoresamongconsumers.Thisisastrengthbecauseconsumersarereally happywithSHIFTsprices,makingconsumersseethevalueinwhattheyarepurchasing.However, aweaknessforSHIFTistheiradvertisingjudgmentsamongconsumers.SHIFTdoesnothaveas higharatingasTurboTechforadvertisementsamongthetargetmarketsegments.Thisisa weaknessbecausealthoughpeoplefindtheproductstobeagoodpriceforthevalue,theymaybe morelikelytolookelsewherebecausetheadvertisementsmaynotcatchconsumersattentionor mayturnthemawayifthecorrectinformationisnotpresentedforeachtargetmarket. MarketIndustryAnalysis: PotentialDemand/PriceWillingtoPay: Thetotaldemandfortheentiremicrocomputermarketis220,360unitsperyear.Theleading demandliesintheWorkhorsesegmentwithademandof58,979andthelowestdemandliesinthe Mercedesmarketwithademandof34,300.Detailsofthedemandaredepictedbelow: Thegraphbelowdepictstheaveragepricethateachsegmentiswillingtopayperunit.Consumers intheMercedessegmentareonaveragewillingtopaythemostandtheCostcuttersegmentis willingtopaytheleast.
  38. 38. 38 TurboTech To-date,theindustryhassold5,898units.TheindustryhassoldthemostunitstotheWorkhorse marketsegment(2640units)andtheleastamountofunitstotheMercedessegment(130).The mercedesmarketsegmentisextremelyparticularabouttheirproductandmaynotbefully interestedinsomethingthatdoesnothaveallofthequalitiesthattheydemand. TotalUnitsSoldtoDate Costcutter Innovator Mercedes Workhorse Traveler TotalUnits MicroTech 189 260 23 923 206 1601 SHIFT 89 323 61 1,563 929 2965 TurboTech 2 597 46 154 533 1332 Total 280 1180 130 2640 1668 5898 PercentofDemandSatisfied: Thechartbelowshowsthedemandsatisfied(Q3-Q4)throughouttheindustry.Thelowestdemand satisfiedisintheMercedessegment(0.38%)ThehighestdemandsatisfiedisintheWorkhorse marketsegment(4.48%).Again,Mercedesmarketsegmenthasveryhighstandardsforitsproduct preferences.Asaresult,theirmarketsegmenthasthelowestamountofdemandsatisfied. DemandSatisfied Costcutter Innovator Mercedes Workhorse Traveler Percentage 0.52% 3.27% 0.38% 4.48% 4.55% Total$Satisfied $482,524.00 $3,417,516.00 $488,338.50 $6,495,060.00 $4,596,340.80 Belowisagraphlabelingthedemandavailableineachmarketsegment:
  39. 39. 39 TurboTech DemandAvailable Costcutter Innovator Mercedes Workhorse Traveler Total$Available $93,582,083.20 $106,177,588.20 $128,846,235.00 $145,103,084.75 $101,023,051.60 Total$Remaining $93,099,559.20 $102,760,072.20 $128,357,896.50 $138,608,024.75 $96,426,710.80 Belowisthegrowthrateofallcompaniesacrosstheindustry.TurboTechhasgrown177.34%from Q3-Q4.Industrycompetitorshaveamuchhighergrowthrate,howeverthatdoesnotnecessarily meantheyareproducingmorecomputers.TurboTechheldthemajorityofthemarketshareforQ1- Q3andothercompetitorsonlyrecently(Q4)begantosignificantlyincreasetheirproduction,thus leadingtoamuchhighergrowthrate. ProductLifeCycleStage/CostStructure: Sinceourgrowthrateispositiveandover10%,ourcompanyiscurrentlyinthegrowthstageofthe productlifecycle.Thismeansthatwearestillgrowingournicheandhavenotyetsolidifiedour market.ConsideringthisPLCstage,wehaveabalancebetweenfixedandvariablecostswithinour coststructure. Distribution(CompanyOwnedSalesOffices): Everycompanyownedsalesofficeforourcompanyandourcompetitorsisdisplayedinthegraph below: GrowthRate MicroTech SHIFT TurboTech UnitsSold 853.29% 4160.29% 177.34% CompetitorsinCity NORAM City Micr oTech SHIFT Turbo Tech LosAngeles X Chicago X X Toronto X X MexicoCity X MEA AbuDhabi Accra Cairo Johannesburg LATAM SantoDomingo
  40. 40. 40 TurboTech InternalAnalysis: Santiago SaoPaulo X Quito EUROPE Paris X Warsaw Moscow London X APAC Tokyo X Mumbai Shanghai X Sydney X
  41. 41. 41 TurboTech FinancialPerformance: TurboTechsnetprofitfromcurrentoperationsequals-$3,560,605duetotherecentlyopenedsales officesinParis,Shanghai,andSydney.InQuarter7,TurboTechinvested$5,318,753inR&Dto remainup-to-dateonthenewesttechnology,maintainacompetitiveadvantage,andcontinueto acquirebusinessfromtheinnovatorandtravelersegments.BetweenQuarters1-5,TurboTech issued90,000sharesofstocktoshareholdersandearnedthehighestfinancialperformancemetric scoreof19.57throughquarters1-7. Sales&MarketShare: TurboTechcurrentlyowns41%ofthetotalmarketshare,whichhasincreased9%sincequarter6. ProvidedbelowisagraphwhichliststhetotalunitssoldfromQuarter3through7: Quarter Costcutter Innovator Mercedes Workhorse Traveler Total 3 0 235 2 19 97 353 4 2 362 44 135 436 979 5 1 623 171 158 998 1,951 6 1 1,242 570 123 2,459 4,395 7 0 789 168 132 1,894 2,983 SegmentsTargeted: TurboTechtargetedtheinnovatorandtravelersegmentstoavoidpricesensitivemarkets.Dueto TurboTechsinvestmentinmarketresearchandR&D,targetsegmentswereselectedbywhowas willingtopaymoreforinnovative,high-qualitycomputers.Wealsobegantargetingthemercedes segmentaftertheinitialbusinessstrategyattractedmanyoftheirconsumers.However,inQuarter 7TurboTechrealizedthattheyfailedtopurchaseenoughR&Dtosatisfytheconsumersneedsand wants,resultinginthediscontinuationofEliteChromemodelthatwasdesignedfortheMercedes segment.InQuarter7,TurboTechrefocusedontheinnovatorandtravelersegments.Asaresult,
  42. 42. 42 TurboTech TurboTechdominatedthetravelersegmentbyobtaining69%ofthemarketshare.After discontinuingEliteChrome,TurboTechlost9%ofitsmarketshareintheinnovatorsegment.The graphsbelowdisplayTurboTechscurrentmarketshareineachsegment. TravelerSegment: InnovatorSegment TurboTechs$5,318,753investmentinR&Dwillresultintheimplementationofnewtechnology andanincreaseinbrandjudgmentfromtheinnovatorsegment.
  43. 43. 43 TurboTech Strengths&Weaknesses: BrandJudgments: Traveler: Inquarter7,TurboTechhadthehighestbrandjudgmentratingintheentireindustry.However, Fusionsbrandratingof82helpedusrecognizetheopportunityforimprovement. Innovator: Inovoistailoredtotheinnovatorsegment,butremainsinsecondplacetoMicroTechsInnovaX2. FollowingrecentinvestmentsinR&D,TurboTechisconfidentthatitwillregainmarketshareafter Quarter8. AdJudgments: Wefindadvertisingtobeoneofourbiggestchallenges.Fusionsadjudgmenthasremained consistentinquarters6and7withanadjudgmentof70.AsforInovosadvertisement,itstillneeds alotofworksinceitranksinthelow50s.Welookplantoreviseouradvertisementsandmake improvementsinquarter8.
  44. 44. 44 TurboTech Quarter7: PriceJudgment ThepricejudgmentofFusion3.0increasedfrom98to100,inQuarter7.Inthesamequarter, Inovospricejudgmentdecreasedfrom100to79afterupgradingthepreviousmodeland increasingtheprice.InAsiaPacific,pricejudgmentremainedthesame. UnitedStates: PriceJudgment Company Brand Cost-Cutter Innovators Mercedes Workhorse Travel TurboTech Inovo 52 87 100 72 79 TurboTech Fusion 72 100 100 98 100 AsiaPacific: PriceJudgment Company Brand Cost-Cutter Innovators Mercedes Workhorse Travel TurboTech Inovo 63 100 100 90 98 TurboTech Fusion 62 100 100 88 96 BalancedScorecard: Industryresultsforquarter7showthatTurboTechscoredhighestinfiveofthetotalseven categoriesforthebalancedscorecard.Thefirmstotalperformancescorewas26.026andisthe largesttotalperformanceoverall(industryaveragewas11.89). Thefollowingperformancemetricsarefoundbasedonvariousequationsconsideringthe informationprovided:
  45. 45. 45 TurboTech FinancialPerformance: Netprofitfromcurrentoperationsis$2,043,422andthetotalsharesofstockissuedis90,000 leavinguswithafinancialperformanceof22.70whichisnearlydoubletheindustryaverage. MarketPerformance: Averagemarketshareinourtargetedsegmentsis55andpercentofdemandactuallyservedforQ7 was100%givingusaperformancescoreof0.55whichis.04pointsabovetheindustryaverage. MarketEffectiveness: TurboTechsaveragebrandjudgmentis81whiletheaverageadjudgmentis62,equalinga marketingeffectivenessscoreof.71percent,.06belowthehighestintheindustry. InvestmentsintheFirmsFutureCurrentexpendituresthatbenefitthefirmsfutureequal $10,848,631asnetrevenuesequal$29,999,456;givinginvestmentsinthefirmsfutureascoreof 4.62whichis3unitsbelowtheindustrymaximum. CreationofWealth: Netequityequals$5,316,832andtotalstockholdersequityis$9,000,000makingawealthscoreof .59,theleadingscorefortheindustry. AssetManagement: Theassetturnoverofthefirmis1.69whilethepenaltyforexcessinventoryis1.00,makinganasset managementscoreof1.69,.6belowtheindustryaverage. FinancialRisk: Minimum Maximum Average TurboTech TotalPerformance 0.576 26.028 11.896 26.028 MarketPerformance 0.34 0.55 0.463 0.55 FinancialPerformance 1.661 22.705 11.772 22.705 InvestmentinFuture 4.616 7.645 5.703 4.616 MarketingEffectiveness 0.708 0.763 0.728 0.708 Wealth 0.187 0.591 0.376 0.591 AssetManagement 1.249 2.314 1.752 1.693 ManufacturingProductivity 0.556 1 0.731 0.638 FinancialRisk 0.8 1 0.933 1
  46. 46. 46 TurboTech TurboTechstotalequityis$5,316,832anditstotalcapitalis$5,316,832,givingafinancialrisk scoreof1.00,thehighestintheindustry. Totalbusinessperformance: 22.705*0.550*0.708*4.616*0.591*1.693*0.638*1.000=26.028
  47. 47. 47 TurboTech SustainableCompetitive Advantage MarketSegmentation: Afteranin-depthanalysis,thetwosegmentswechosetotargetposttestmarketaretheInnovator andtheTravelersegment.WeconsideredtargetingtheMercedesmarketanddidforafewquarters butdecidedtodropthesegmentaltogether.Wedidthistoavoiddissatisfiedcustomersbecausewe didnothavethefundstoappropriateadequateR&DinvestmentstosatisfyMercedesconsumer demands.Throughouranalysis,wewereabletodeterminethetwomostsimilarmarketstotarget foreaseofR&Dinvestmentpurposesandforstrategicallocationofmonetaryfunds. Innovator:Theseconsumerspreferthebrandvendortobeatechnicalleaderandthe computerstoreflectthemostupdatedsoftware.Innovatorslookforlargercomputer screenssotheycanviewmultipletabsatonceandwantasmuchstoragespaceaspossible. Theyrequirefastaccesstographicalimagesandareinterestedinhighperformanceover price.Theyareinterestedinthelargestdesktopdisplayandpreferthatoverportability. Traveler:Themostimportantfeaturetothisconsumeristheabilitytoconnecttotheoffice whenontheroad.Inaddition,travelersneedreliability,easeofaccessandtheabilityto sendandreceiveemails.Theywantasmall,lightweight,easilyportablemachinethatis secureandeasytouse.Travelersdesireafastnetworkconnectionandalotofstorage space.Travelersarewillingtopayareasonablepriceforagoodqualityproductandarethe onlymarketsegmentthatdemandsportability. MarketSegmentAttractiveness: Fiveimportantfactorsforconsiderationwhendeterminingmarketsegmentattractiveness: 1. IndustryProfitability:determinedbymultiplyingtotalpotentialdemandbyaverageprice willingtopayacrossallfivesections. 2. SegmentSize:determinedbythe12-monthpotentialdemandreportforeachsegmentin eachcity.Citieswiththelargestdemandinthattimeperiodarethemostattractive. 3. PriceWillingtoPay:thesemetricsarebasedonthemarketresearchdataprovidedtous. Segmentswithahigherpricewillingtopayhaveahigherrating. 4. Competition:thisiscontingentonthenumberofdirectcompetitorslocatedineachcityas wellastheirdesignatedtargetmarketsandthedesignoftheirproduct.
  48. 48. 48 TurboTech 5. PotentialforGrowth:determinedbycomparingmetricsofcurrentdemandvs.potential sales.Allmarketsegmentshaveahighgrowthpotential. BelowisachartthatnotatesTurboTechsviewofmarketsegmentattractivenessbasedonour companygoals: MarketFactors Criteria Weight Costcutter Innovator Mercedes Workhorse Traveler IndustryProfitability 0.25 2 3 3 2 4 MarketSize($) 0.3 1 3 4 5 2 Growth 0.15 3 4 1 2 5 PriceWillingtoPay 0.15 1 4 5 2 3 MarketShareof Competition 0.15 2 3 1 4 5 Total 100% 1.8 3.4 2.8 3 3.8 BusinessPositionFactors ThesefivebusinesspositionfactorshelpdetermineTurboTechspositionwithinthemarket. Positionswitharatinggreaterthan3areconsideredtobefavorable,1isthelowestratingand5is thehighest. 1. MarketShare:percentageofsalesthatourcompanyhasineachmarket 2. Research&Development:properinvestmentinproductiondesignandtechnologyto generateproductsthatappropriatelymatchdemandsofeachmarketsegment. 3. FinancialPerformance:thismetricanalyzesthegrowthandwealthgenerationofour companyovertimeandthemarginofournetincomecomparedtoouroperatingcost. 4. PriceJudgment:theabilityofourfirmtoappropriatelypricecomputersbasedonconsumer demandinawaythatmeetstheirneedsandsatisfiesourdesiredprofitmarginwithout losingcustomers. 5. BrandJudgment:adequatelydesigningandmarketingbrandsbasedofoffcloselyanalyzed marketingresearch.
  49. 49. 49 TurboTech ThegraphbelowshowsTurboTechsbusinesspositionbasedonthecomparisonofour marketattractivenessandourcurrentbusinessposition: CompetitorSelection: TurboTechisfocusingtocompeteonspeedandnetworkingcapabilitiesfortheinnovatorsegment. Theseproductattributesslightlyoverlapwithourothertargetedmarket,Traveler,forwhichwe arefocusingonportabilityandnetworkingcapabilities. InnovatorAnalysis: Brand Speed Networking 1. Inovo 1.75 1.75 2. Innova X2 1.5 1.75 3. Pegusus M2 1 1.5 4. Vulcan Z5 0.75 1 5. UpperCase 2.0 0.5 1 6. Market 1.1 1.4 1.7, 1.75 3.25, 4.25 2.95, 4 3.15, 2.95 3.65, 4.75 1 2 3 4 5 12345 BusinessPosition Market Attractiveness Costcutter Innovator Mercedes Workhorse Traveler
  50. 50. 50 TurboTech TravelerAnalysis: Brand Portability Networking 1. Fusion 3.0 2 2 2. LowerCase 2.0 1.5 1.5 3. Pegusus M2 0.5 0.5 4.Innova X2 -1 -1.25 5.Lovercase Opt -2 -2 Market 0.2 0.15 -2 -1 0 1 2 -2 -1 0 1 2 Networking Speed Speed vs. Networking Ours Brand 1 Brand 2 Brand 3 Brand 4 Market -2 -1 0 1 2 -2 -1 0 1 2 Networking Portability Portability vs. Networking Ours Brand 1 Brand 2 Brand 3 Brand 4 Market
  51. 51. 51 TurboTech ValueProposition: TurboTechprovidestwohigh-techcomputerproductsthatcatertoconsumerswhovalue innovation,speedandportability.Asacorporationwearehighlyrankedwithinourextremely competitivemarketandaimtoprovidethebestsolutiontoourcustomersneeds.Weholdthe largestmarketshareofallofourcompetitorsandfocusonup-to-date,sleekproducts. Assets&Competencies: MarketShare: TurboTechhasconsistentlyheldthemajorityofthemarketsharefortheentiretyoftheproject.We currentlyhold41%andarecompetingwith2otherteamssoweownmorethanourthirdofthe marketshare.Wehavebeenabletoconsistentlyholdthisdominantmarketsegmentwitha maximumof3machinesatonepoint(allofourcompetitorsproducedover4differentproducts each). BrandJudgment: Ourcompanyhasbeenconsistentlyabletoappropriatelyunderstandourconsumersneedsand relaythemadequatelywiththeproductionofourproducts.TheteamofTurboTechistalentedat examiningconsumermarketingresearchandcateringtothosedemands.Althoughwedontpush morethantwoproductsatonetime,weregularlyinvestinR&Daccordingtothedesireforspecific technologicaltrendsthatourcompanyissensitiveto. CustomerSatisfaction: BecauseofTurboTechsstrengthinbrandjudgment,itonlymakessensethatwearealsostrongin customersatisfaction.Forawhile,ourteamhadahardtimeexpandingproductioncapabilitiesand meetingdemand.Thiswasreflectingnegativelyonourcustomersatisfaction,however,wemadea crucialchangeinQ7thathelpedusbettermeetdemand.Inq7wefinallyhadnostock-outswhich significantlyimprovedourcustomersatisfaction. SalesOfficeLocations: TurboTechisarapidlygrowingcompany.Asourfirmexpands,wemakesuretocompensatethat growthwiththeexpansionofsalesofficesthroughoutNorthAmericaandAsiaPacific.
  52. 52. 52 TurboTech MarketingStrategy Product: TurboTechprovideshigh-speedcomputerstocomplimentthelifestylesofinnovatorsandtravelers. Toachieveasuperiorbrandjudgment,TurboTechinvested$3,613,211onR&Dtoaccuratelymeet theneedsandusepatternsofinnovatorsandtravelers,aswellas$5,318,753todevelopa32high resolutionmonitoranduninterruptiblepower. Objective: TurboTechwillcontinuetoinnovateandreinventproductsofferingstomeettheneedsanduse patternsofinnovatorsandtravelers.Touncoveruncontestedmarketspace,TurboTechhasthe followingobjectives: Maintainthehighestmarketshareamonginnovatorsandtravelers ContinuallyutilizeR&Dtostayaheadofindustrytrendsandcompetition Designeffectiveadvertisementstoreachinnovatorsandtravelers Achieveaminimumstandingsof: o Brandjudgment:80 o Pricejudgment:95 o Adjudgment:70 TurboTechaimstohavethehighestbrandjudgmentfrominnovatorsandtravelers,aswellasmore salesvolumethancompetitors. Strategy: UseR&DtomakerelevantupdatesandimprovementstoTurboTechcomputers Delegatethesalesstafftosalesofficeswiththehighestdemandandhighestpricewillingto pay Expandtouncontestedmarketspaces Remaincurrentontheofferingsofcompetitorsandthelocationsoftheirsalesforce
  53. 53. 53 TurboTech Tactics: Quarter5: o Spent$3,613,211onR&D o High-speedcomputingpower o Long-lastingbattery o UpdatedAxiom2.0andFusion2.0 Quarter6: o IncreasedproductiontolowertheaverageCOGS o UpdatedAxiom3.0andFusion3.0 o AddedEliteChrome Quarter7: o Spent$5,318,753onR&D o 32highresolutionmonitor(desktop) o Uninterruptiblepower o AddedInova o DiscontinuedEliteChrome Quarter8: o UpdateInovaandFusion3.0 Price: Objective: Theobjectiveforpriceistohavenolessthanapricejudgmentof95forallbrands.TurboTechaims toaccomplishthisbyreducingtheCOGSthroughcreatingeconomiesofscale,streamliningeach brandtoprovidecustomerswiththefeaturestheytrulywant,andusepricingtoincreasemarket share. Strategy: TurboTechspricingstrategyistoslightlyraisepricesbasedoffofbrandjudgmentandprice judgment.TurboTechcanremaincompetitivebymatchingtheretailpricewiththepricewillingto pay,andprovidingarebatetofacilitatesalesinallmarketswithsalesoffices. Tactics: Quarter4: o Offereda$300rebateforAxiom2.0 Quarter5: o Offereda$100rebateforFusion2.0(NORAM) o Offereda$200rebateforAxiom2.0(NORAM)
  54. 54. 54 TurboTech o Offereda$100rebateforFusion2.0(APAC) Quarter6: o Offereda$300rebateforFusion3.0(NORAM) o Offereda$300rebateforAxiom3.0(NORAM) o Offereda$100rebateforFusion3.0(APAC) o Offereda$100rebateforFusion3.0(APAC) Quarter7: o Offereda$300rebateforFusion3.0(NORAM) o Offereda$300rebateforInovo(NORAM) o Offereda$100rebateforFusion3.0(APAC) o Offereda$100rebateforInovo(APAC) Quarter: 3 4 5 6 7 8 AverageSellingPrice: $2,650$3,433$3,350$3,350$3,187.50$3,187.50 NORAMPrices: Quarter Fusion2.0 Axiom2.0 Elite Fusion3.0 Axiom3.0 EliteChrome Inovo 5 $3,000 $3,300 $4,200 - - - - 6 - - - $3,000 $3,200 $4,100 - 7 - - - $3,000 - - $3,900 8 APACPrices: Quarter Fusion2.0 Axiom2.0 Elite Fusion3.0 Axiom3.0 EliteChrome Inovo 5 $3,000 $3,000 $4,100 - - - - 6 - - - $2,950 $2,900 $3,950 - 7 - - - $2,950 - - $2,900 8 Place: Objective: Usingforecasteddemand,pricewillingtopay,andthelocationofourmanufacturingfacility, TurboTechopenedaninitialsalesofficeinLosAngelestohavehigherprofitmargins.Usingthe samecriteria,aswellasmarketresearch,TurboTechhassuccessfullyopensalesofficesin uncontestedmarketswithhighdemandandlowshipmentcosts.
  55. 55. 55 TurboTech Strategy: Openedsaleslocationswheremarketdemandishigh Continuedtopurchasemarketresearch Goglobal Tactic: Quarter4: o OpenedsalesofficesinChicago,Toronto,andTokyo o Purchasedmarketingresearch Quarter5: o Purchasedmarketingresearch Quarter6: o Hired34salespeople o Purchasedmarketingresearch Quarter7: o OpenedsalesofficesinSydney,Shanghai,andParis
  56. 56. 56 TurboTech o Purchasedmarketingresearch Quarter8: o Hired28salespeople Promotion: Objectives: Maintainthehighestadjudgmentamongstinnovatorsandtravelers Useadvertisingtogeneratebrandawarenessinalltargetlocations Strategy: Placeadvertisementsinthemagazinesandnewspaperscommonlyreadbyinnovatorsand travelers Advertisemorefrequentlythancompetitors Createadvertisementsthateffectivelycommunicatetotargetcustomersthebenefitsof TurboTechcomputers RemindinnovatorsandtravelersofTurboTechcomputerstoensuretheymakeinformed decisions Tactic: PrioritizedthetravelersegmentinNorthAmerica Usedpop-updisplays Usedrebateoffers
  57. 57. 57 TurboTech OtherStrategies: Production: Quarter4: o Maintainedafixedcapacityof25units Quarter5: o Increasedfixedcapacityfrom25to75units o Increasedproductiontoloweroverheadcostsandaccuratelymeetdemand Quarter6: o Maintainedafixedcapacityof75units o Increasedproductiontoloweroverheadcostsandaccuratelymeetdemand Quarter7: o Increasedfixedcapacityfrom75to125units Quarter8: o Maintainedafixedcapacityof125units TheproductionofTurboTechcomputersheavilyreliedondemandfromtheinnovatorandtraveler segments.Throughinnovationandconsistentproductdevelopment,eachquarterTurboTech increaseddemandandmoreaccuratelymatchedfixedcapacity.ByQuarter5,demandfor TurboTechcomputersoutweighedmanufacturingcapacityandforcedtheexecutiveteamto increasethelaborforce,aswellasfixedandoperatingcapacity.InQuarter6,TurboTechsatisfied demand,butoverestimatedby1%offixedcapacity.Consequently,excessinventorycarriedoverto Quarter7,setbacktheproductlaunchofInovo,andforcedtheexecutiveteamtosalvagethe remaininginventoryofEliteChrome.
  58. 58. 58 TurboTech Quarter5: Quarter6:
  59. 59. 59 TurboTech Quarter7: VentureCapitalFunding: WithTurboTechdoingsowellinthemarket,wedecidedtonotrelyonhelpfromthebanknorour competitors.Allthemoneyusedtoinvestinthecompanycamestraightoutofourpockets.This wasacrucialmovebecausewewantedtostayawayfromthebankshighinterestrates,andwealso believedthatsincewehadthemoneywithinthebusiness;whynotreinvestitinthecompanyfor moreresearchanddevelopment.ThroughouttheTurboTechsbusinesscycletherewereno outstandingconventionalloans,aswellasnocashtiedintoa3-monthcertificateofdeposit.This strategywasapivotalchoiceinthecompanybecauseasourcompetitorswereborrowingfromthe bank,wewereusingourown.Intheend,itwastherightchoice,andwestilloutsoldour competitors,andaccumulatednointerestfromthebank.
  60. 60. 60 TurboTech Implementation&Control: Implementation: TurboTechsetouttobeaninnovativecompanywiththelargestmarketshareandstrongest performanceintheindustry.TurboTechusedthefollowingmetricstomeasureoverall performancefromquartertoquarter: TotalPerformance FinancialPerformance MarketPerformance MarketingEffectiveness InvestmentinFuture Wealth AssetManagement ManufacturingProductivity FinancialRisk Usingthesecriteria,TurboTechwasabletostrategizeforeachquarterinimproveeachofour scoresineachofthesecategories.Sincequarterfive,TurboTechhasbeenthemarketleaderfor TotalPerformance.Basedonquartersevenresults,asshowninthetablebelow,weneedto improveourmarketingeffectivenessbecauseTurboTechhasthelowestscoreintheindustry. Additionally,basedonquartersevenresults,TurboTechneedstobettermanagemanufacturing productivityandassetmanagementtobringscoresupinordertobethemarketleaderinthat score. Thetablebelowillustratestheresultsfromquarter7,usingthemetricsstatedabove:
  61. 61. 61 TurboTech Control: TurboTechwillrelyonbalancedscorecardperformancemetrics,accountstatements,and marketingresearchtoidentifybusinessstrengths,weaknesses,opportunities,andthreats. TurboTechplanstoincentivizeteammembersthroughtheuseofbonusesasaresultofincrease companyperformance.Eachbusinessunitwillberesponsibleforcreatingmonthlygoalsand benchmarksusingthemeasurementcriteriaabove,accountingstatements,andmarketresearch thathasbeenpurchased.Throughthisstrategy,TurboTechwillbeabletopinpointimprovements throughoutthecompany,acrossallbusinessunits,tobringscoresupfromthebalancedscorecard metrics.
  62. 62. 62 TurboTech AppendixA:
  63. 63. 63 TurboTech AppendixB: