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BSG Game Presentation 2

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Kyle Mack

on 11 December 2012

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Transcript of BSG Game Presentation 2

External Analysis Porter's 5 Forces:
Supplier Power: Being that we wanted a higher quality product, we had to be cautious of what the competition was doing. Our suppliers increased the price of superior materials if the demand for those materials increased.
Buyer Power: Customers are very keen on knowing the quality rating on our shoes and put us under pressure to make a higher quality product.
Potential Entrants: No threat of potential entrants in our industry.
Rivalry: Early attempt at being first movers and differentiating ourselves from competition in year 13.
Threat of Substitutes: Camelback playing in our space starting in year 14. About E3: Our Name: Means whatever you want it to mean. Internal Analysis Value Chain Analysis: Financial Analysis Future Plans CEO Anthony Walton, CFO Kyle Mack, COO Jeremy Cremeens BSG Game Presentation Mission Statement: To provide affordable, quality shoes to every person in the world and to be a leader in the industry in best practices. Marketing Slogan: Be the first you. Value Statement: Keep an honest and ethical relationship with our customers, employees, suppliers, environment, and community that make our job possible. Past Opportunities: Developing the highest quality shoe in our industry Past Threats: Retailer support, competitor pricing, private label Current Opportunities: Private label, celebrity endorsements Current Threats: Low market share, stock price Questions? Benchmarks: Initially we wanted to be at 9 stars by year 13 (accomplished), then realized we failed on other levels. Benchmark after that was to dig ourselves out of near failure by cutting costs but never dropping below industry average quality. Past Strengths: Flexibility. Quality. Past weaknesses: Forecasting. Price. Escalation of commitment. Current Strengths: Flexibility. Growth Potential. Quality. Current weaknesses: Stagnation. Capacity. Lack of Advertising. Better forecasting
More investments in advertising
Continued leadership in corporate citizenship
Stay flexible and creative in our operations Consistently had great credit every year after
Maintained highest credit rating throughout game, although not utilized because of bad EPS, ROE, and our strategy to remain liquid with low amounts of debt Ditching private label allowed us to sell more wholesale
Helped us to maximize our capacity because we got rid of "all or nothing" risk in private label bids, and didn't have leftover capacity if we didn't win the bid Year 14 was our best year in every other category even though it was one of our worst revenue earning years
This was due to cuts in costs like advertisement and retailer support Earnings Per Share Debt to Asset Ratio: A company with a higher debt to assets ratio than the industry has a greater debt load than the average company in the industry Net Profit Margin: Indicates the percentage of profit being generated from each dollar of sales Year 13 - -9.5%
Year 14 - 16.4%
Year 15 - 5.2%
Year 16 - 7.8%
Year 17 - 12.7%
Year 18 - 7.4% Year 13 - 0.21
Year 18 - 0.00 Current Ratio: Measure of liquidity. The higher the ratio, the better the able the company is to meet their short term obligations Year 13 - 2.80
Year 18 - 11.55 Players Guide: "Your company’s stock price is a function of EPS, ROE, credit rating, dividend per share growth, and managements ability to consistently deliver good results." Losing $5 a pair in year 13
Issued 4,000 shares of stock which diluted EPS and more it worse than it was going to be
Players Guide: Board of Directors expects a 7% annual increase in EPS Board of Directors expects a 15% ROE annually
Consistently missed that mark, besides year 14.
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