Beruflich Dokumente
Kultur Dokumente
Dr. Lim
BSG Reflection Paper
NWMSU
Prepared by
Students
26 November 2012
Table
of
Contents
I. Strategic Plan for the Company
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I. Strategic Plan for the Company: Our strategic plan started with our vision. “Our
vision is to be the leading global footwear company in the industry. We will continue to
produce the high quality products that we have in the past to maintain our (prestige)
brand image within the industry.” Although the vision statement was not formulized
early on, we did know that we wanted to go global and we wanted a prestige product.
This laid the foundation for the strategic direction of the company.
and energy efficiency initiatives. We invested in our greatest resource which is our
human capital. We trained our entire work force in ethics and work diversity program.
Additionally we invested in TQM training for all employees. We also completed plant
The core of our business focus was in wholesales. We used the private label
market only as a way to use excess capacity in our plants and produce additional
income. It was never our primary focus. Internet sales were used to reach customers
unable or unwilling to go to a retail store. With the current competitive levels in the
industry our goal was to maintain over 20% market share in each region. Finally since
all companies are supposed to work for their shareholders we paid dividends early and
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II. Rational Behind Strategic Plan: The rationale behind the strategy was simple.
We made decisions that supported our vision statement. We used high quality products
from the beginning starting out at 7 stars and ending up at 10 stars. We also invested
in celebrity appeal. We did these two things to support our differentiation strategy to
create a perceived value for our customers so we could continue to produce a premium
scale with the overall strategy being dictated by the home office. We wanted to
local responsiveness. We felt that by pursuing the wholesale market this would be
attainable. We would produce a standardized product and the retailers could manage
local sales and marketing. Within the confines of the game it was hard to evaluate if
It was important for us to have a company that was ethical and socially
responsible. This did use a lot of disposable capital early one, but it is the “right” thing
to do. From a moral standard, a company should be green so they can continue to
produce their product and not hurt the environment. From a bottom line standard, if you
produce green products you might not get hit with a fine from the EPA and will have a
never a question that we would invest in our human capital. We wanted to create an
organization culture with a standard excellence and high set of moral values.
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Additionally we wanted a highly trained work force. Finally, we ensured our employees
were paid well. The combination of all of these factors created one of our core
competencies which were our employees. Our competitors could not match their
The tangible assets we invested in were our factories. We did this by completing
option A (reduce reject rate by 50%) and D (increase productivity by 25%). The error
rate for year 10 was 5% in North American and 7% in Asia. That error rate in year 10
accounted for 300,000 pair of shoes being rejected at a cost of $6.4 million dollars. We
did this to create our second core competence. We could produce more shoes at a
lower cost because we invested in TQM and our facilities. Since we never intended to
produce a wide range of models we did not use option B. We did look at option C but
We chose early on to focus on the wholesale market. It was the largest market
and it was projected to grow. We wanted to support our vision by focusing on our
premium shoe line. We invested in retailer support to foster growth in this area as well.
We did use the internet to sell to customers that did not want to go to brick and mortar
stores. We used private label to use excess plant capacity and create additional
income. As our capacity grew and the demand grew for private label sales increased in
this area.
Finally due to strong competitive rivalry in our industry out goal was to maintain
at least a 20% market share in each region. There were 6 companies in that same
industry so a 20% share was an aggressive but attainable goal. We did conduct
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competitor analysis on a weekly basis which did resulting in swift competitive responses
when needed. We decide most actions would be tactical in nature such as a change in
price, quality level or increase in marketing. Tactical actions are easier to turn on and
off and take fewer resources. We also worked hard for our shareholders. The purpose
of a company is to increase the value of the stocks for their shareholders. Even though
we did not have a lot of free cash early on, we decided to pay dividends every year and
III. Changes to the Strategic Plan and Rationale by Year: The overall strategy did
not change much each year. We did continually work to expand, meet the right mix of
marketing, celebrity appeal and price to maintain the market share of 20% per region.
The plan worked as you will see when we discuss our three year strategy. We will now
discuss our thoughts and changes to the strategy / tactical competitive responses by
year.
Year 11 first years Strategy: We started off year 11 where we left off on the practice
decisions. We started off at 7 stars which were two above the industry average. We
maintained a large share of private label sales. We noticed that we did not attain the
Year 12 second year strategy: We wanted to solidify our premium product and raised
the quality to 8 stars. We decided to increase our number of models of shoes back to
200 to increase sales. We raised our prices and significantly raised our marketing per
region. We decreased our private label sales. We also decided to take first mover
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advantage and build a plan in Europe. This also allowed us to mitigate the issues of
tariffs and shipping. We did hit our 20% whole sale market goal.
Year 13 third year strategy: This is the year that we truly committed to focusing on the
wholesale market. We had 0% private label sales. We did not make the gains we
expected. We believe this was due to increased competition and our competitors
raising their star level. We also committed to support our retailers and utilize the
Year 14 fourth year strategy: We noticed our key competitor had raised their star
rating to 10. We raised ours to 9. We felt that with our image and celebrity appeal we
did not need to go to 10 at that time to maintain our Differentiation strategy. We also
going to maintain market share in each region. It worked. The wholesale market share
was 24.8% in North America, 26.2 % in Europe, 23.7% in Asia, and 32.6% in Latin
America.
Year 15 fifth year strategy and our 3 year strategy: The three year plan was time
consuming and tedious but important. It combined the art and science of management
and it forced us to look hard at where we had been, what had worked and not worked,
and where we wanted to go. As you can see in appendix 1 our global differentiation
strategy had worked. We led industry in every area except for free shipping. We did
the standard. We had had a hard time coming up with how we wanted to determine the
price. The three year plan forced us to think through these decisions more thoroughly.
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Year 16 sixth year strategy: We built a plant in Latin America. We were the only shoe
company with a plant in each region. This excess capacity allowed us to get back into
the private label market. We had noticed that the current demand was higher than the
supply. This strategy also reduced the risk of currency fluctuations and tariffs.
Year 17 seventh year strategy: There were no major changes in year 17. We
adjusted the prices slightly and redistributed our private label sales and prices to line up
with the demand per region. We were able to charge a higher price because the
demand was higher than the supply. This was largely due to other companies not
Year 18 eighth year strategy: Year 18 we were in a pretty good rhythm. We noticed
that the industry average star rating had increased to 8 stars so we increased our line to
market share and increased our price an average of 3%. We paid a dividend of $2.50
and bought back 300 shares to raise our EPS. Finally we took advantage of our
increased capacity and increased demand by selling more private label shoes.
We had a 100 image rating for 6 years. We maintained an A+ credit rating. Our stock
price increased every year. We maintained an average ROE of 20%. Our EPS
increased almost every year. As you can see in appendix 2 we hit our exceeded our
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IV. Contributions of the BSG to the Business Program: Since this was our capstone
course we felt the BSG was good a way to put what we had learned to use. The BSG
was set up well. It gave you a very detailed background of the company. It also walked
through each area of the industry to include marketing, price, EPS, ROE, stocks, image,
credit rating, shipping, currency and the list goes on and on. If you did the work and
read the material, you had a clear understanding of second and third order effects of
your decisions.
It was good that the BSG author stressed that there is no right answer. It was
hard in the beginning. Everyone one wants to know the right answer or for someone to
tell them what direction to go. This forced or group to do research, read the material
and learn from our mistakes in the practice rounds. The BSG author also forced
students to read the material by having two quizzes along the way.
Using this program solidified the fact that a company must maintain awareness of
their internal and external environment. The game gave our company competitive
reports which we reviewed and used to adjust our plan as needed to ward off
what our competitors were doing and predict what strategy they were using. These
V. Shortfalls of the BSG to the Business Program: We felt the BSG was a good
tool to bring realism to the multiple decisions that mangers are faced with on a daily
basis, but also thought it was somewhat unrealistic. In the game we would say we
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wanted to produce more shoes and sell more in different regions, but did not have to
deal with any aspect of the support and primary activities. Our point is that you did have
to manage logistics and ensure you had excess supply to cover demand and you had to
put down how much you wanted to spend on marketing. What you did not have to deal
with in establishing the supply chain or the marketing plan per region. The personnel
Another example of the lack of reality is when we wanted to expand and put a
factory in Europe and Latin America. Granted for the most part these are stable
markets. However, before going into a new region a manger should review the
Hofstede studies and understand that most of Europe is much like the United States in
what motivates employees, how regulated their country is and how they communicate.
Germany would have been a good choice for a Company. However, in Latin America
business is built on relationships and loose contracts. The cultural aspect is huge when
We did not have to work through the International Entry Mode for either region.
We did start out with exporting, which followed the natural order of expansion once the
home market is saturated. Additionally we experienced one of the key drawbacks with
was high costs of transportation, tariffs and currency fluctuation. I think we would have
gone with an acquisitions strategy and try to buy a factory that already produced shoes
Finally the game did not make us evaluate the political or economic risk per
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several countries within the European Union. A company would need to assess these
issues before deciding to expand. The bottom line is the BSG was a good program that
forced us to manage and think about multiple issues when we developed and executed
our strategic plan. It was almost too easy in the fact that it took out the people factor.
We did not have HR issues or cultural snafus. We did not have to worry about missed
shipments or political unrest. Over all it was a good program and we would recommend
VI. Lessons Learned and How Performance Could be improved. We do not want
to brag, but we could not have performed much better. Note appendix 3, we were in the
top one hundred each week nationwide and attained a perfect score one week. We led
the industry most weeks in most measurable areas. What we could have done is write
our vision and mission statement week one and stick to the plan. That could have
increased performance.
We also needed to research what factors caused the price of stocks and the EPS
to rise. We felt that we did not have a clear understanding of these two aspects of the
business and did not do a good job with the forecast on our 3 year strategic plan. We
also could have taken better notes on the logic behind the decision each year. It would
have been good to write down key reasons for our decisions so we could go back and
We learned that a company needs strategic plan, but must be able to maintain
the flexibility to adjust as the internal and external environment changes. I think by year
15 we had a good handle on this. We all understood the overall strategy that we were
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following, but made minor changes in prices and star rating on our shoes as the industry
average changed.
We think one of the biggest lessons that we learned as a group was that going
green and being socially responsible is not an easy task. It is even harder when your
company does not have large amounts of free cash. The extra money is used to pay
shareholders and invest back into the company for expansion and factor improvement.
We were a light green company at best. We did not use “Green” footwear materials, but
did supported all other areas on the Corporate Social Responsibility and Citizenship
screen.
company and if we had stayed true to our convictions that we might not have performed
as well. We also wondered if that very issue is why companies have ethical issues or
misconduct with their environmental programs within their companies. Mangers end up
This moral issue could move into any decision a manager makes on a daily
basis. When you go back on your values or do not do the “right thing” in order to win or
make more money you are not going down the right road. The key is to communicate to
your stakeholders and shareholders the reasons for the higher prices and reduced
dividends and see if they want to continue to be a green company or change the
direction of the company. Then you need to ask yourself is do you want to be a part of
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In conclusion the BSG program is a good tool and should be made a part of any
Business program. It forces students to use what they have learned and make multiple
decisions with no “right” answer. This is a very real part of a manager’s day when they
allocate resources such as time, money and personnel or decide to train the work force
on TQM and ethics. It did lack a human factor and much of the real planning that would
take place before the decision was made or the work required executing the plan. It
Having a strategic plan with a vision and a mission statement is the key for any
new company. It is important that every employee down to the guy on the line
understands the big picture and vision of the company. Every decision made should
support this plan. We feel what took our team over the top was due diligence. Due
diligence is a must with the BSG game just as it is in mergers and acquisitions. We feel
the main reasons that our company came out on top is because of our due diligence
during the practice rounds. We read the material. We also understood where the
company was and knew the general direction where we wanted it to go. When the
game started our competitors were about a year behind. They could not make up the
This lesson can be taken with the members of our team for the rest of our lives.
It is critical that in any venture you do due diligence so you have a clear understanding
of the current situation which allows you to make informed decisions and form a better
strategic plan. Managers that do due diligence will outperform their peers every time.
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Appendix
2:
3-‐Year
Strategic
Plan
Forecast
and
Results
Performance Year 15 Year 16 Year 17
Measures Target Actual Score Target Actual Score Target Actual Score
EPS $7.79 $9.28 16 $8.16 $10.42 16 $8.55 $11.94 16
ROE 19% 21% 19 20% 20% 20 20% 20% 20
Credit Rating A+ A+ 20 A+ A+ 20 A+ A+ 20
Image Rating 95 100 20 95 100 20 95 100 20
Stock Price $145.00 $176.77 16 $150.00 $198.71 16 $155.00 $227.04 16
Total Annual
Score 91 92 92
Overall
Performance
Score 91.7 (avg. of the 3 completed years)
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