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Strategic Analysis
Amber
Belinda
Michael
Andrea
Myra Roldan
Introduction
Analysis 2
Starting out in the simulation, our team was positioned well with a good
strategy and several strengths in our first couple of years. Despite this
insights that should help us each in our future strategy formation and
execution efforts.
Strategy
opportunity for our management team to talk through our strategies and
intentions for the company and give our input as individuals to reach toward
the vision of the company as the weeks progressed. We also adopted our
By having our vision statement early on, we were working to “be unified into
p.15).
Analysis 3
offer quality products at a value price point. Our goal was to use the “best-
Our goal was offer a quality entry-level camera at a low price point and a
higher quality multi feature camera at a value price point. Later we would
Strengths
initial action plan. We saw the quickest way to achieve our best-cost
provider strategy this goal was to invest in a high quality workforce and
high end of the pay scale and reward them in exchange for reaching a higher
As a result of this logic, for the three years we did not invest a lot in
developing the features of our entry level cameras. We believed that this
would help us gain a strong market share. We chose not enter our multi-
feature cameras in the Asian market and instead focus our efforts on
markets where we had greater market share. We expected that would help
front and fully participating in the Asian market from the start. We could
have leveraged the development needs over a few years to help us produce
Weaknesses
entry level camera, no longer having the lowest price point. We continued to
outlined in Year 6.
continue our action plan to be the high quality, low cost provider of digital
the market conditions. We were losing ground and needed to find a way to
re-gain it. We decided that “a sound way to deal with turbulent market
Analysis 5
the same time trying to anticipate and prepare for upcoming changes and
period for both models and our tech support wasn’t sufficient as compared to
that of our rivals. This caused us to extend our warranty periods and bolster
tech support in these years. Our competitors were also trying to provide a
have “underestimated the reactions and the commitment of the rival firms”
(2008, p. 262).
Opportunities
Although we started out strong in the early years, but began to lose
necessarily stick to our original action plan, but that we desperately needed
Analysis 6
to our competition and evolve our strategy. As a result of our new insight,
cost and niche differentiation strategy. Our goal was to try to maintain our
market share while minimizing costs and maximizing profits. We found it was
(Thompson, Strickland & Gamble, 2008, p. 9). Although we feel that our
team’s strategic plan was superior, in the end it did not prove to be as
and growing our multi feature line to a 4 to 4 ½ star PQ rating. One way we
became increasingly clear that we did not want to cut cost using staffing
reductions; therefore, we chose to increase our price point for the multi-
In years 11 and 12, the organization, for the first time, chose to utilize
also achieved some cost reduction in our product line. In year 12, we also
Gamble, 2008, p. 258). We decided to increase our P/Q rating in the multi-
number of entry level and multi-level cameras. In order to combat our low
our technical support to put financial emphasis in the proper region. Our
Threats
Reflecting back on our first two years, our team was initially was well
to rapidly adapt. The challenges started to arise when our competitors were
able to out execute our plan. Specifically, in later years we saw a strong
value price point. For our product strategy, we offered more models in the
our rivals took the stance of offering less multi-feature models at a better
lower price (p. 178).” Although this was a strategy we were striving to
Distinguished Images closed year 12, with a very low EPS, very low
more year of raising capital by issuing stock. As a team we had also decided
that we would need to enter into a strong recovery mode, taking it back to
basics.
In year 12, we cut back on our number of models in both the entry-
advertising to gain market share and continue to closely monitor our price
point. We would also need to ensure we kept our labor costs and our
administrative costs low , as high labor costs and administrative costs have a
• Still like the generic strategy we changed to-low cost entry level,
differentiated multi-feature
camera features
to “mind our own business” to ensure our ratios make sense for our
multi-feature models.
Reference
Analysis 11
Distinguished Images closed year 12, with a very low EPS, very low
more year of raising capital by issuing stock. As a team we had also decided
that we would need to enter into a strong recovery mode, taking it back to
basics.
In year 12, we cut back on our number of models in both the entry-
advertising to gain market share and continue to closely monitor our price
point. We would also need to ensure we kept our labor costs and our
administrative costs low , as high labor costs and administrative costs have a
References
Thompson, Jr., A.A., Strickland III, A.J., & Gamble, J.E. (2008). Crafting and
and