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Strategy Template

Transcript: STRENGTHS Combination of catalog protective products and custom molding capabilities is a differentiator Qualified vendor at most medical device manufacturers Brand recognition in the Design Engineering community Quality system that understands needs of medical customers Library of standard materials with supporting certifications increases customer’s confidence and expedites approval WEAKNESSES Lack of clear direction on types of opportunities to pursue Sales team’ technical sales capabilities Industrial manufacturing company trying to add Medical Capabilities (e.g. automation, cleanliness) organically, competing against specialized, existing Medical Molders Significant gaps in non-protective/functional catalog product offering Lack of Strategic sourcing to support Long quote turnaround on custom opportunities THREATS Updated costing on cannulas shows this is not profitable and we will likely lose all of this revenue ~$500K in addition to $550K already lost Long sales cycle and frequency of product development stalls/cancellations Decline in number of new product introductions due to FDA (recalls and slower 510k/PMA) Low cost off shore sources for functional products Directives to move away from vinyl OPPORTUNITIES Promote Extrusion capabilities to support orthopedic and other packaging Traditional and Specialized materials Focus on Custom, Manufactured Silicone Poor market perception of Qosina due to pricing Show how things would improve Pro Conclusion Con SWOT EXAMPLE Describe the next steps Describe the desired state Get your audience excited Idea 2 Pro Pro Con Con Refer back to the pros and cons Idea 1 How problems can be resolved Pro Describe the idea you think is best Strategy Recommendation What if we do nothing? Medical Segment Dashboard Based on Jim Harvey's speech structures Explain how it will help Con

Company Strategy

Transcript: Lost a well-performing market Left us short of profits in the next round It was too early to leave a market that was still improving Trying to enter a new market without sufficient profits in previous rounds Lack of equity due to loss of sales in TKL-17 meant we couldn't finance new manufacturing equipment Time needed to manufacture DVD-A led to drop in production of TKL-32 as well THese 2 factors made sure that we can't improve our financial standing for a long time One round of 0% margins on nearly 100% production Inability to produce enough for other markets due to commitment given to SAME SONG Crippling margins and lack of funds for production expansion BIGGEST FAILURE TEAM A3 CONTRACTS We were able to reach the first objective of satibilizing our financial situation With regards to the investment in the machine, we didn’t obtain the loan that we were waiting for. Therefore we did an other investment (in R&D). We didn't manage to increase production capacity. Our decisions have changed but we still introduce new markets. Reduce communication/distribution budgets Good on the level of motivation of our employees MOST SIGNIFICANT ACHIEVEMENT To sum up... "Houston, we need a loan!" THANK YOU! oBJECTIVES SUCCESSES Team Apollo 13 Alize Blouin Sébastien Tubeuf Karine Coquemont Arun Prasad Nagarajan Florent Duval ACTION PLANS Capitalize on the stabilisation Forecast and recommandations FAILURES APOLLO 13 Quick improvement and stabilization of the starting situation increase in prices to make profits (production capacity at maximum & demand higher than offer) optimization of the production capacity: share the production according to the margins of each product, few stocks good indices: social and technological follow-up of the market through market studies After one year: good market shares (14% for TKL 17 and 15% for TKL 32) objectives of new product-market development(s) EXITING TKL17-HYPERMARKETS Introduce TKL 32 in specialized stores in order to use our full production capacity TARGETS NOT INCREASING OUR PRODUCTION CAPABILITY BRAND IMAGE SHORTCOMINGS Improve working capital capacity Stabilise financial situation and optimize the setup for steady improvement of equity Maintain near 100% production efficiency Improve production capabilities at the earliest Obtain first mover advantage in all high-end markets Be the leader in TKP-37, DVD-A and ISY SHUT-60 product markets Establish ourselves as the best brand for high quality electronic appliances SELLING DVD-A TO SAME SONG Maintain the situation and prevent any new deterioration : A three pillars strategy to recover our previous situation Recover financial health Be able to achieve our first aims Get a loan in order to develop production and reintroduce other markets A SUCCESSFUL FAILURE INITIAL OBJECTIVES

Company Strategy Presentation

Transcript: Nasser George Strengths Microsoft owns MSN which is a big part of everyday e-mailing for people and businesses. Hardworking and loyal workforce to get work down and produce new innovations. Famous software like Microsoft Office which most people use Globally known all around the world for their operating systems. Weaknesses Most products use just a single operation and is not all in one. Employee turnover went from 6% to 7.4% Sales have fallen for operating systems. Opportunities Cheaper global telecommunication prices create new markets as people connect to the Internet Popularity among people for Internet access Demand for computers is strong despite the growth and popularity of hand held devices. Threats -Apple, Google, Oracle, Linux and Sony -Iphone 5, Google Chrome, Android, PlayStation 3 Luckily, Microsoft has such a monopoly on the PC operating system game that their buyers have no choice but to purchase Windows. In this instance, more buyers means less power for individuals. However, customers do have power if they purchase in large volumes. Companies willing to upgrade to Windows 7 have a lot of power. Threat of substitute for Windows is low, even with the developments Mac OS X has made. In order for users to switch over to Mac OS X, they would have to buy an Apple computer. These machines are, on average, much more expensive for the same amount of money. While some people do it, many people cannot explain the extra cost. Linux could show some threat of substitute as it is a free fully functioning stable GUI, but many users would see the continual manual updating as a hassle and do not want to take the time to learn how to overcome the related tech obstacles. The threat of entry for Microsoft is somewhat low for all of their divisions. In the personal computing business, they have a hold of the majority share of operating systems that are used by buyers/consumers. At this time, there is really only one main competitor with any real market share, which would be Apple and the Max OS X. Overview of our company Strategies used by Microsoft Microsoft launched Windows 8 and also made a deal with china so they would have Windows 365 and 8. This causes diversity in another part of the world and is good because Microsoft gets recognitions for it. Microsoft now wants to make apps and go even further with that. Microsoft not only want to compete with apple but better than them starting with the app process. Microsoft wants to extend their employment recruiting by using pipeline with certain organizations such as schools and professional organizations. VMware Internal Corporate Strategy Ethics and code of conduct • Values are, integrity and honesty. • Passion for customers and technology. • Willingness to take on big challenges. • Open and respectful to customers and employees. • Top line business standards for partners and employees. Google Political -Microsoft has taxation policies - International laws for Microsoft products -Highly rated company for Operating systems. Economical - Huge money supply for research and development -Economic growth is high -Stock is doing good and rising Social - Windows used in almost every school - Many people use windows rather than mac. -Easy step-by-step instructions to use windows by the older population Message from Microsoft CEO Windows CEO, Steve Ballmer To Our Stakeholders: We’ve always believed that technology creates opportunities for people and organizations to achieve their dreams. This belief continues to drive us towards new inventions and new markets so we can impact the lives of billions of people around the world. This report shares some of the important work we’re doing in our communities, and our efforts to manage a responsible business. It explains our Citizenship actions in fiscal year 2011 and together with our annual financial report gives a complete picture of our work and highlights our focus for the year ahead. Our Citizenship work supports our mission – to help people and businesses throughout the world realize their full potential. It is reflected in the frequent and candid interactions we have with our stakeholders – employees, shareholders, customers, suppliers, partners, and neighbors – all critical to a responsible and sustainable business. The impact we have made through our Citizenship initiatives during the past year spanned disaster relief to education. For example, we developed new ways to help teachers and schools use technology to make learning more engaging. We created a new system that supports volunteerism by matching employees with nonprofits in need based on their skills. We were also honored to partner with the organizations in Japan to deploy our cloud technologies to help those affected by the earthquake and tsunami get the critical information and help needed as part of the relief and recovery efforts. At Microsoft, we believe that hope rests

Company Strategy

Transcript: Image Source: Google Earth 3 Year Vision OUR VISION Achieved sustainable growth and built greater company resilience through our commitment to our people, customers and our core values Our Mission To empower governments and other organisations with the tools, technology and expertise needed to address key economic, social and environmental challenges OUR MISSION Operations Operations To increase effectiveness and profitability, and support growth, we will improve our business model and cost structure To streamline operations, we will implement state-of-the-art business support systems Growth Growth To support our Vision and Mission, we will significantly increase our customer base and revenue from existing market segments To challenge ourselves, we will establish and grow our business in new market segments Customers Customers To better serve our customers, we will seek more "trusted advisor“ relationships To support global sustainability, we will leverage our expertise to champion specific SDGs For mutual benefit and promotion of our core values, we will foster partnerships with like-minded organisations People People To empower our people and deliver optimal value to our customers, we will develop highly skilled and capable teams To address future challenges and opportunities, we will become a more diverse, resilient and environmentally sustainable organisation Teamwork Teamwork Enable our collective success Creativity Creativity Be pioneering Ethical Ethical Have integrity Client Focus Client Focus Work in partnership Passion Passion Invest energy Responsibility Responsibility Own the outcome

company strategy

Transcript: Developments which will increase or decrease customer power: Some hospitals are organized and grouped under an agency to lower their costs. These groups have a bargaining power over the suppliers due to their size. Buyers have a large bargaining power over the suppliers of medical devices. The bargaining power of the buyers has been increasing because of a consolidation in the hospitals industry and a process of cost reduction from insurance companies Fallon Annarino and Natalie Williams Developments which will ease or impede entry of new competitors: There are some barriers to potential new entrants: FDA regulations are very strict and the process of getting approval can take several years even for the leaders in the market used to fill FDA regulations. Even when these corporations get the FDA approval they are not covered against products recalls that can cost a lot of money and also lead to a decrease in the image of the company. A few firms develop, manufacture, market and sell medical devices at the same time. Five forces model developments for Johnson & Johnson Developments which will raise or lower competitive rivalry: Products recall cost a lot of money to the company involved and is a gif for the competitors. Competition plays sometimes in the court room. Litigation about patents among competitors is usual and so can lead to high costs. It can also delay the introduction of a new product Weaknesses There is increasing pressure within pharmaceutical markets to reduce prices in line with medical budgets and maintain patent expiration to ensure generic programs are updated within critical path movements. Challenges have been faced within Johnson and Johnson where a reduction in the market demand for key products has been identified; some of these products were branded and have been replaced by generic programs at the end of patent time lines. Internal weakness across the industry and not isolated to Johnson and Johnson would be the level of theft and counterfeiting of drugs managed through internal personnel. Mission Statement (Credo) We believe out first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs everything we do must be of high quality. We must constantly strive to reduce our costs in order to maintain reasonable prices. Customers ‘ orders must be serviced promptly and accurately. Our suppliers and distributors must have an opportunity to make a fair profit. Strengths Diversified product offerings: company operates in three segments: Consumer, Pharmaceutical, and Medical Devices and Diagnostics Company covers the almost the full spectrum of the supply chain (research and development, manufacture and sale of products) Growing presence in oncology Support from non-pharmaceutical businesses Significant sales and marketing capabilities Developments which will augment or reduce supplier power: Contract manufacturers do not have a lot of bargaining power due to the low customization of their work. The device makers do not rely too much on one contract manufacturer or could easily find another one. It enables device makers to deal with speed-to-market and cost pressure by closing plants requiring fixed costs and laying off employees. Moreover the FDA imposes strict rules that restraint the percentage of production that can be done overseas such as in Mexico for example. Strengthen geographic presence – The pharmaceuticals business will grow its geographic footprint and increase investments in emerging markets, evaluating market appropriate commercial approaches and portfolios. Invest in talented people and organizational capabilities – The company’s pharmaceuticals business is strengthening leadership capabilities locally, regionally and globally. Company Growth Strategy: Deliver differentiated medicines – In recent years, the pharmaceuticals business has transformed its portfolio by expanding its leadership in immunology, deepened its expertise in oncology and entered vaccines. Build transformational pipeline – The pharmaceuticals business’ prioritized investments in internal R&D, strategic licensing arrangements, partnerships and select acquisitions continue to build a robust pipeline for the long-term. . Developments which will increase or reduce substitutes Substitute products can be drugs prescribed to a patient instead of doing an operation to put a medical device. Generic products can enter the market and substitute the former patented products Threats Dependence on the success of launch products Negative impact of recent product recalls Healthcare regulations Private Potato label growth; generic drugs growth Weaker consumer environment expected in the US Spreading too thinly - made investments in non-core areas Opportunity Development into new functions of medical devices and diagnostics will provide new markets to entry which will result in business growth. With the development of WTO rules

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