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Business Capstone Ferris

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by

Wai FUNG

on 23 September 2013

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Transcript of Business Capstone Ferris

Concentrate in Low End market
Invested early in automation
Increase Promote & Sales Budget
Performance Indicator
Ferris Success Measure
Industry: Health Care
Provides flexible, person centered services to needy individuals
Major challenges
Considerable growth over 7 years (350 - ~1000employees)
Turnover of 27% (compare to other organizations in WA)
Retain the employees
Strategy
Review paying benefits
Provide trainings
Motivation
Video Interview – Perth Home Care Services
Industry: Enterprise Software
Licenses software programs
Major Challenges
Intense competition with lots new entrants
Rapid changing environment
Strategy
Innovation
Marketing – Sales representative
understand customer needs

Video Interview – Oracle Inc.
Industry: Mining
Provide resources to steel mills, power stations, etc.
Strategy
Focus on long life, low cost assets (e.g. large mines)
Cost leadership
Increase the volume
Generate cash flow to grow the businesses

Video Interview – Rio Tinto
Business Capstone 301
Mission
Maximizing Profit
Cumulative profit
Net Profit
EBIT
Value
-For shareholder
P/E ratio
Share price
Profit sharing
- For employee
Turnover rate
Wages
Benefit
Strategy
- For the first two years
Focus Low end segment
Sales & Promotion
Cash is king
For the next few years
Stable development
R&D
High end product
Research & Development (R&D)
Kept investing on R&D
2015 new High-End product (available in April of 2017)
2016 new Performance product (available in December of 2017)
Marketing
Huge investment
Maintain high customers awareness and accessibility
Set to a relatively lower price to attract customers, especially in Low-End segment
Production
Low-End Product’s automation
8.0
in 2014 and
10.0
in 2015
Reduced the capacity of Traditional & Performance Products in exchanged to the capacity of Low-End Product
Dropped the old High-End & Performance production lines
Released the working capital from non-current assets for other investments
Human Resources
Constant recruiting spend of $5M and training hours of 80
Labour contract: BOTH 2016/2018 offer
HIGH
wages, benefits, profit sharing and annual raise
Achieve labour satisfactions,
LOW
turnover rate
Finance
40 days credit period -> attract customer
Large investment in 2014, 2015, 2016
Issue stock in 2014, 2015
Issue long term debt in 2014, 2015
Early retired long term debt in 2017 (20,850), 2019 (24,624)
Total Quality Management
Total Expenditure: 12M (2017), 13.5M (2018), 10M(2019)
HIGH TQM -> More effective and efficient
Reduce cost -> Higher CM -> Profit maximization
Ferris
Team Members
CHAN Lung Sang
FUNG Wai
LAM Tsz Fung
LEUNG Chi Chiu
SHUM Shu Ki
WAN Cheuk Wa
Question
Analyze of competitors' current strategies and anticipate changes
A clear, concise strategy statement
Guide the employees
3 critical components
Objective
Specific, measurable, and time bound
Scope
Customers segment
Advantage
Explain why customers should buy your product or service

Required Reading- Can you say what your strategy is
No accurate forecasts
Example: 2008 financial crisis
Key: don’t develop precise plans based on predictions
Averaging forecasts can improve accuracy
Always unexpected events
Develop plans for future credit crunches or other unexpected events (emergency plans)
Cope with uncertainty

Required Reading - Why Forecasts Fail. What to do instead
Full transcript