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Baldwin Team

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Jay Carter

on 6 November 2013

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Transcript of Baldwin Team

AVG ROS: 25%
Baldwin Team
Capstone 303
Marketing and pricing strategies
- Sought high and aggressive customer awareness and accessibility strategies

- High end and performance focus products peaked in awareness and accessibility between years 3-5 with customer awareness and accessibility fluctuating between 88% and 60% during this time, leading our competition.

- Spent heavily on promotion from rounds 1-4, before endorsing a more conservative approach from 5-6 due to optimal awareness and the need to lower costs due to high inventory on hand

- Focused on increasing awareness for size and high end products primarily through online media channels

- This channel supports Berthona, Pitt, Plangger and Shapiro’s (2012) belief that to optimally grasp customer awareness, consumer engagement and technology exploitation must be included in a marketing strategy to optimally satisfy the current societal environment

- Pricing strategy was inaccurate for the first few years, hurting sales forecasts

- Bad forecast particularly in year 5 led to significant expenses such as inventory on hand

- Became more conservative with significant improvement from years after, effectively clearing out remaining inventory and minimising additional labour and production costs
(Woolmington, 2012)

- Steady investment in recruitment which depicted the current production and demand environments; as demand increased, so did spending on recruitment

- As product specialisation and demand for efficiency increased, labour wages increased by roughly $3 for each labour offers, an annual raise of between 3-4%

- In addition to this, training hours also increased, staying around 45-55 hours, thus minimising potential turnover and low production issues

- Increased stability, reward and investment helped form a workplace free of labour disruption or dispute, avoiding unnecessary costs and pauses in production

- No strikes in either rounds of labour negotiations validate this claim

- Avoided overtime throughout simulation due to high inventory on hand, demand fluctuations and thus, the need to reduce costs
(Bassi 2011)

Human Resources
Jayllee Carter
Brooke Wauchope
Matthew Williams
Samuel Richards
Haidy Baskin

AVG Asset Turnover: 50%
AVG ROA: 20%
Research & Development
Cumulative Profits: 5%
Total Quality Management
- Financial resources predominately from stock issues and retained earnings
- 2015, a problem with financial resources resulted in a small emergency loan
- Responded to this by issuing more shares to raise capital
- In 2018 and 2019 Net profit increased dramatically
- By 2019 credit rating improved to AAA, higher than all competitors

Baldwin Mission

Freeman, R. E., A. C. Wicks, and B. Parmar. 2004. Stakeholder Theory and "The Corporate Objective Revisited", Organisation Science 15(3)
Berthona, Pierre, Leyland Pitt, Kirk Plangger and Daniel Shapiro. 2012. ‘Marketing meet web 2.0, social media and creative consumers: Implications for international marketing strategy'. Business Horizons. 55(3).
Collis, D. J. and M. G. Rukstad. 2008. Can You Say What Your Strategy Is? Harvard Business Review 86(4)
Baldwin will provide stakeholders with incomparable high-end quality sensors.
Leading the field in the sensor research and development industry.
(Borgatti 2004)
Technology orientated relatively high socio economic customers.
Internal management
(Freeman et al. 2004)

Baldwin will be the market-leader in Performance and high-end segments of the market.

Gain a competitive advantage by distinguishing its products with an
excellent design, high awareness, easy accessibility and new products.

• New sensor designs, staying at the forefront of the sensor industry.
• Products will keep pace with the market, offering improved size and performance.
• Price above average, expand capacity as it generates higher demand.
• Cash to invest will be generated through stock issues and retained earnings. Reward stockholders with dividends when a profit is made.

(Collis & Ruskad 2008 )
- In 2016 began investing a substantial amount in TQM, to ensure ethical business practice
- Sort guidance from UNEP for better, green business practices
- “People want corporations to consider broad human needs.”
(How to Become a Sustainable Company)
- Shareholder wealth maximisation not the primary focus
- Involvement in GEMI for better environmental, health and safety practices
- High investment in GEMI and UNEP paid off
(Pyne, 2011)

By year 2016:
- High selling and general administration costs
- Emergency loan
- Reduced market share (3 product lines)
- Significant drop in stock price (low capitalisation)
- Decided to choose average success measures over cumulative

- Baldwin had a reduced asset base (liquidated 2 product lines)
- Average mark instead of cumulative
- Aim: Increase sales figures, relative to asset base

- Baldwin had a reduced asset base (liquidated 2 product lines)
- High contribution margin, to increase profit figures
- Average mark instead of cumulative
- Aim: Increase profit figures, relative to asset base
Keep contribution margin levels high

- High contribution margin
- Average mark instead of cumulative
- Aim: Generate more sales volume and higher profits
Reduce base costs and overheads to improve ROS
Keep selling price per unit high

- Identified key weaknesses and performed strategic adjustments
- Mostly achieved original mission, values and goal, but not all.
- Its an ongoing process that Baldwin continually aspires to
-Must also be flexible and adaptive to changes

- Continued future sustainable growth for all stakeholders
- Any questions?

Eccles, Robert G., Kathleen Miller Perkins, and George Serafeim. "How to Become a Sustainable Company." MIT Sloan Management Review 53 (4) : 43-50. http://search.proquest.com/docview/1023761949
Borgatti, S. 2004. Manual for Working in Teams: 1-4.

Bassi, L. 2011. Raging Debates in HR Analytics. People & Strategy 34(2): 14-18.

Correct pricing strategy
Training employees
Allocation of financial resources
Ensuring ethical business practice

Pyne, Andrew. 2011.Interview. Gemcom Software International Inc.CBS Digital Media Platform.
Woolmington, Charles. 2012 Interview. Compass Group Hong Kong Ltd. CBS Dugital Platfom.

Cook, Warren. 2012. Interview.Acquire Technology Solutions. Cbs Digital Media Platform.
(Cook, 2012)
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