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Transcript of Eerie's Company
Mission, Vision Statement and Strategy
R & D, Marketing and Production Sectors
Finance, Human Resources, and TQM Sectors
Performance Measures and Challenges
Solutions and Future Direction
Differentiator with PLC focus
Strategy was achieved through:
Strong investment in sales and production budget
Maintaining high productivity level in human resources
Superior Total Quality Management (TQM)
Research & Development
The Ideal Position
Struggled to produce forecast
Especially in Low-End Segment
Max Investments kept decreasing each year
Due to: Bad debts and Low profit
Resulted in: Low Automation
Therefore, bought capacities and invest heavily on TQM instead.
8 Automation in Low-End; 5.2 in Traditional.
2,406 Capacities in Low-End; 1,814 in Traditional.
UNEP Green Programs
As a result:
R&D cycle time ↓
Admin costs ↓
Performance Indicator: Success Measure
1) Create a Successful high end product to take back that segment.
2) Increase in Automation for Low-End and Traditional, as to meet customers' demands
3) Expand production capacities, so to create a larger, more suitable revenue stream.
Erie Sensor Company
Mission & Vision
Providing premium sensors to our customers which are specifically designed to satisfy their current and future technological requirements
Our vision at Erie Sensor Company is to be the market leader in the next generation of sensory techonology
Maximise the training hours to increase productivity and lower turnover
Offer the highest wages, benefits etc to cause competitors’ labours to be on strike
Did not have enough cash to do so- 76 days of strike
Lack of cash on hand
Problems with emergency loan
Large amounts of long term debt
Negative cumulative profit
Insufficient Automation level
Insufficient production capacity
Inability to raise additional share capital
Strikes caused by wage negotiations
Over supply of inventory
Promo and Sales Budget
Income has always been negative due to emergency loan
Material Cost Reduction
Labor Cost Reduction
Reduction R&D Cycle Time
Reduction Admin Costs
TQM Summary in Year 8
Year 5 Average Market Share
established in Year 3 (Pfmn: 11.3, Size: 14.0)
established in year 6 (Pfmn: 17.1, Size: 3.0)
(high end product)
"Leaders need to win the trust of followers".
(Antonakis et al, 2000)
1) Customers' Demand
*Higher concern in Traditional and Low-End Segments*
2) Can the company afford it?
*Sales > Costs = Profit?
3) Competitors' Prices
*Can we match it?
Pricing Setbacks Example
Increased in investments from year 2 onwards.
Year 3: Spent $3,440 in Sales budget and only spent $1,260 in Promo budget.
Year 4 onwards: Adjusted to match competitors.
Spend More= "Good Target Segment"
Spend Slightly Lesser= "Fair Target Segment"
Spend Less= "Poor Target Segment"
Spend More= "High Effectiveness"
Spend Slightly Lesser= "Medium Effectiveness"
Spend Less= "Low Effectiveness"
Achieved 98% Accessibility & 79% Awareness
Year 1-4: Guessing Game
Year 5: Used Calculation to forecast
Highest sold units per segment
Next yr's segment growth rate(%)
Highest sold units per segment
Next year's Forecast
Total TQM Investments
1) Increase Profitability
2) Removal of Debts
3) Market Leader