Published on December 17, 2013
Evgenii, Roelof & Sjoerd
Mission To establish Andrews Co. as a broad differentiator of the sensor industry by producing quality, low-priced products that capture the market share and maintain a competitive edge.
Value proposition • To strive for the market leadership in Low segment by serving our customers’ needs • To constantly innovate our top products • To launch new products, which offer more choice for the customer
Strategy Overview Place all products on middle line and keep them there. Products can drift backwards. Two new products: Awsome for High End segment Arie to conquer Traditional segment
Strategy R&D • Meet customer criteria • Shift all current products for placement within fine cut circle • Produce new product in performance & traditional segments • Repositioning the products towards the long-term prospective
Strategy Marketing • Competitive pricing strategy • Achieve 100% awareness & accessibility • Accuretly forecast upcoming years’ sales based on units demanded and potential market share
Strategy Production • Heavy investments in capasity and automation of the plant • Avoiding 2-nd shifts • Aiming 0% inventory
Strategy Finance • To find a perfect levarage level between long-term debt, current debt, stock & retained earnings • Build buffers to cope with unforeseen declining sales (=8 mln)
Strategy HRM & TQM • Training & recruiting to the highest standards • Investing heavily into reducing cost via TQM (2 rounds)
Round 1 • Testing the game • Positioned everything within cost & reason to fit the ideal spot • High promo & sales budgets Made profits of 3.3 mln Focused on all products (low margin)
Round 2 • Proceeded with the Round 1 strategy • Focused on customer criteria • Focused on increasing profit margin Made profits of 7.8 mln Increased stock price by $7.50
Round 3 • Created Arie (Traditional) & Awesome (Performance) • Invested heavily in capacity, automation, R&D and TQM • Outspent all competitors on promo & sales budgets Steep decrease in stock price (-$10) Big Al visit ($2.7 mln)
Round 4 • Invested in capacity again • Positioned all products for the ideal spots for Round 6 • Again focused on products (!) • High promo & sales budgets investments Made loss ($2 mln) Stock price decreased by $2 Lost some advanted on labor negotiations
Round 5 • Focused on 3 segments (instead on all) • Dropped Agape • New products gained some awareness & sales Made profits of 4.5 mln Stock price increased by $8.5 Became market leader in Low (37%)
Round 6 • Positioned Awesome and Arie into ideal spot and let the other ones flow • Managed capacity • Avoided inventories • Lowered promo & sales budgets Good profits ($18.9 mln) Very good profit margin Increase in stock price by more than 50%
Results • • • • • • • Cumulative profit $ 35,693,912 18,9% Total market share Competing seriously in 4 segments Market leader in Low segment 3rd most valuable company at $ 167,000,000 Share value growth almost 50% last year Initial strategy had its flaws bacause shifting products is very costly & time-consuming • Products performed poorly in between segments
SWOT team Andrews Strengths: Great team work Versiitility Good long-term strategy Weaknesses: Busy Schedule Difficulties in initial rounds with platform work Betting on all ducks fot too long
Future growth • • • • • Continue position in Low Segment Refine position in Trad segment Add product in High segment Divest product in Performance segment Continue investing in Andrews company as we did
Transcript of Andrews' Capsim Presentation. Team Andrews Quwanda C. Tukes ... Retiring Stocks Accounting for Andrews' Results Maintain Strategy Review Strategy
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