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/
detail?vid=13&sid=fec2639b-7b85-4c12-9057-beb
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
F2364E6BPQ/13?accountid=33575
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