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Team Erie Capsim

Capsim Presentation


on 10 December 2012

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Transcript of Team Erie Capsim

Review of Strategic Planning Method Product Material Cost Team Erie Kelly Herndon
CFO Marshall Burke
COO Mohammad Masud
CPO Michael Gayton
CMO Amreen Ali
CIO AGENDA Strategy & Vision Statement
Performance Alignment
Target Markets Emphasized
Round-8 Results
Future Changes
Strategic Issues & Solution Vision & Strategy Maintain products in all segments
Natural obsolescence along high, traditional and low-end segments
Obtain highest market share in these segments
Introduce 3 new product offerings in high-end
Automate new product offerings
Maintain at least 30% contribution margin
Maintain low D/E ratios for optimal financing Performance Alignment Maintained product offerings in all segments until 2016 (Round 6) and 2017 (Round 7)
Adjusted “natural obsolescence” strategy as increases in market preferences slowed Target Markets Low–End
Achieved contribution margins (CM) > 30%
Achieved CM > 30%
Introduced 2 new product offerings
Experienced volatility in CM Competitors: Launch new products in High end market segment every 2 years
Focus on investing in automation
Focus on TQM
Continue to watch size & performance market segments for opportunity to re-enter Future Performance: Future Changes: Automate production lines sooner
Invest in TQM sooner
Invest more in HR training hours Any Question? 0=Trouble, 1=Poor, 2=Satisfactory, 3=Excellent Financial Results Member Responsibilities

Each member had a role COO, CIO, CFO, CMO, and CPO. The roles were determine each individuals primary responsibility.
The CEO was considered a rotating position that whose responsibility would be to submit/input that rounds decisions.
This management structure was done to provide each person a chance to make the final decisions for a round and to spread the work out evenly.

Decision Making Process

Each week we would meet after class to make final decisions for the week.
Every group members is responsible for their area of expertise, loosely based on their title.
The group would then discuss the prior rounds results for R & D, Marketing, Production, Human Resources, Finance, and TQM for the upcoming round.
The upcoming rounds decisions were made one by one after reaching a consensus on each.
All final decisions would be rendered by the rotational CEO for that given week. Decision Making Process: Reaching Consensus
Full transcript