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End of Project Presentation

By the Pink Panthers: Global Business Simulation for Coventry University London Campus
by

Pamela Downing

on 24 July 2015

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Transcript of End of Project Presentation

Increased Success
Suitable for unstable environment with new considerations each year.
Decentralised Communication Network; Suitable for Complex Tasks
(Shaw 1978, Baron and Greenberg 1997 cited by Boddy 2014 p. 512.)
Meet The Team
Review of Marketing
Team Performance
Goals, Objectives, Strategy and Results
Review of Production
Qualitative Review
Goal-Setting
Gearing
Optimal Capital Structure
Department ReviewS
End of project Review
Bianca Chitic: Production expert specialised in JIT / Lean production

Ching Wing Frank Wong: Finance guru and data analysis expert

Pamela Downing: Expert researcher specialised in marketing
Content to Cover
1. Introduction
2. Team Performance
3. Departmental Reviews
CORPORATE
BUSINESS /
COMPETITIVE
OPERATIONAL
Strategy Hierarchy
Year 1-4: Cost Leadership Strategy
Multiples strategies used to "deliver the corporate and business level strategies."
1. Gain 25% Global Market Share
Pink Panthers
Introduction
Learning Style Analysis
Pamela
Bianca
Frank
Decision-Making and Leadership
Decisions are generated, evaluated and made by the team.
The Future
New Opportunities
New
Strategy
Success
Market
Dominance

Conclusion
Strategy Formulation
Review of Finance
Teamwork
(Porter 1985, 1998 cited by Johnson and Scholes, 2011: p.199)
(Adapted from Huczynski and Buchanan 2013)
Adapted from Huczynski and Buchanan 2013
The Strategy Loop (Sull 2007 cited by Boddy 2014 p.243)
Our Approach
Internal and external environment

Deciding strategy

Decision making

Reflection on results and gathering new information
Goals, Objectives, Strategy and Results
Long Term Goals
In 6 years we hoped to...
3. Exceed 500k Net sales
2. Attain Optimal Capital Structure of 61%
4. Deliver the highest quality product in the market
"To develop and deliver superior quality products at affordable prices that will improve our customer's quality of life"
"To dominate global market share"
Our Vision
Our Mission
Democratic approach
High level of trust and dependence on team mates
Market Share
Years 1-6
Pink Panthers
Company Background
Strategic Production Views
2 paradigms
(Lowson, 2003)
Market-driven view
Resource-based view
'Emergent Strategies'
(Slack et al 2010: p. 67)
Strategic capabilities
+
Benchmarking
Cost
quality
Dependability
Lean Production Strategy
Win-win approach
(Lowson, 2002)
JUST-IN-TIME technique
Market requirements
Production supplies
No over-capacity
No buffer
inventory
No inventory costs
''Because our understanding of communication influences how we act and how we analyse situations. So it is important to work out what communication involves" by Hartley and Bruckmann
(Turner 2003 :p.40)
Media Used
Engagement Plan Schedule
Average Total Debt to Equity = 0.65
Average Equity Ratio = 0.61 = 61%
(Pmlive.com 2015 and CSI Market 2015)
'total
culture'
(Kaplan & Norton, 2004)
(Fridson and Alvarez 2011)
93,7%
99%
79,3%
100%
99,8%
capacity utilization
95%
Year 1
Year 2
year 3
positioning map
DEMAND Strategy
production VOLUME VS. SOLD
pricing Strategy
Average Quality + Low Price
Penetration Pricing
Years 1 and 2
Year 3 Onwards
Competitive Pricing
Higher Quality + Low Price
4. Conclusion
5. References
(Burns and Stalker cited by Boddy 2014 p.327)
(Kotler and Armstrong 2014)
(Hooley et al 2012)
Market Penetration Growth Strategy
(Ansoff 1988 cited by Johnson and Scholes, 2011: p.232)
(Johnson and Scholes, 2011: p.7)
Learning organisation
Strategy is based on real life and gradually emerges with increased operational experience
(Slack et al 2010 and Huczynski and Buchanan 2013: p.173)
Continual regeneration
Encourages questions and challenge
(Johnson and Scholes 2011)
(Jobber and Fahy 2009)
external drivers
The DEMAND CHASE Strategy
'no waste'
focus
Year 4
Year 5
Year 6
97,1%
96,6%
95,7%
100%
98,5%
99,4%
(Alexander et al 2014)
Key Department Considerations
Department Budgets: Marketing and Production
Liquidity and Solvency
Capital Structure
under-capacity issues in Y1 & Y2
highest capacity from Y4
Quality Control Expenditure (k EUR)
PRODUCT QUALITY LEADERSHIP
minimum sales losses
&
inventories
CLOSING INVENTORIES
Goals, Objectives, Strategy and Results
*Specific figures have varied across the goals and objectives according to the yearly operations and the needs of the business
(Kotler and Armstrong 2014: p.237)
5. Maintain Sales Growth rate of 20%

6. Achieve a ROCE of at least 15%

7. Capacity Utilisation should be no less than 95%

8. Total Costs should not be more than 80% of our Net Sales
Communication
Year 5/6: Differentiation
(Johnson and Scholes, 2011)
Profitability
Solvency
HIGHEST PRODUCTION CAPACITY
POSITION ANALYSIS
Financial resource considerations
Capital gain and dividend
Interest expenditure affected by:
Variable Interest Rate
& Credit rating
Determines ability to meet financial obligations, e.g. interest expenditures and financing expenses.
Current Position in the Market
equal competitive position
undifferentiated products
sensitivity to market volatility
attacking strategies to win competitors' costumers
high long-term liabilities
Assess company's financial risk
Affects company's credit rating
global market share leaders
highest quality products
strategic capabilities
defending position
strong and stable financial position
Liquidity
Budget formation
(Picker et al 2012)
Determines how well we can meet short-term financial obligations.
Variable interest rate, e.g. variation of currency
Companies' credit rating
(Dyson 2007)
Marketing:
Product differentiation

Production:
Cost reduction
Effectiveness of asset (both equity and debt) utilisation
POSITION ANALYSIS
POSITION ANALYSIS
Competitive Parity Method
Customer care Push Strategy
Advertising Pull Strategy
(Kotler and Armstrong 2014)
The Promotion Budget
Promotional Strategy
(Hooley et al 2012)
STP PROCESS
- USA
Causal based forecasting method
Utilising the expertise from within the team
Based on previous sales data and current environmental forecast
- fRANCE
- fINLAND
DETERMINING MARKET PRIORITY
Years 1-6
Turnover vs. Profit
(Thomas and Ward 2012)
(Pratt 2014)
(Alexander et al 2014)
(Pratt 2014)
(Beaver and Morse 2010)
Sales, Profit and Net Profit %
Competitor Comparison
BCG Matrix
More resources allocated to AndyOx
Low market growth - current share of the market is still profitable
Increased threats
References 1
References 2
References 3

Cumulative total shareholder return
P/E Ratio
Full transcript