GLO-BUS CEMO ENTERPRISE

MBA 440

OUTLINE

• Introduction

• Mission / Vision / Goal

• Strategy

• Performance

• Competition

• SWOT

• Actions to Take

• Lesson Learnt

INTRODUCTIONCEMO ENTERPRISES

Established: 2008

Manufacturing Plant : Taiwan

Product – Multi Featured & Entry Level Cameras

Exports – North America , Latin America , Asia Pacific and Europe Africa

Taiwan Plant

CEMO VISION MISSION GOAL

GOAL is to use the best cost provider strategy where we would provide excellent product qualities at a competitive price.

MISSION is to offer superior quality cameras that provide customer with the ultimate visual experience at good value.

VISION is to be the consumers’ leading choice in premium cameras and sustain growth through continual efforts in innovation.

GOAL

MISSION

VISION

ENTRY LEVEL STRATEGY

Low cost provider strategy

Our strategy was to focus on Market share

Offer All cameras everywhere .

MULTI LEVEL STRATEGY

Our strategy was to focused on providing the highest quality camera

Similar to our entry-level strategy to be cost leader in market

PRODUCTION STRATEGY

Build market leadership in production operation through relatively low cost and high quality

Rely on internal staff with minimal use of outsourcing

Provide industry leading compensation and benefits package to attract and retain the best employees

Provide Training

Offering high Warranty periods

FINANCIAL STRATEGY

• Achieve and maintain A+ credit rating

• Achieve and maintain Image Rating of 100

• Re-purchase Shares from stockholders to increase the value of our company

• Eliminate Long-term Debt

PERFORMANCE OVERVIEWANNUAL TREND ANALYSIS

(YEARS 6-14)

Total revenues

Earnings per share

Return on equity

Credit rating

Year end stock price

Image rating

NET REVENUES

EARNINGS PER SHARE

RETURN ON EQUITY

STOCK PRICE

CREDIT RATING

IMAGE RATING

COMPETITIVE VARIABLES • Price

• Performance/quality (P/Q) rating

• Number of quarterly sales promotions

• Length of promotions in weeks

• Promotional discounts

• Advertising

• Number of camera models

• Size of dealer network

• Warranty period

• Technical support provided to camera owners

ENTRY LEVEL COMPETITION

Companies E, G, and H as our strongest competitors in the long run, even though our strategy and our competitors’ strategies changed over the years

Competitive Weaknesses:Tech Support BudgetAdvertisingEntry-Level Warranty PeriodMarket SharesPQ Rating

MULTI-LEVEL COMPETITION

• Competition changed throughout the course of the game, but we considered our strongest competitors to be E, F, and G in multi-level.

Competitive Weaknesses:Tech Support BudgetAdvertisingEntry-Level Warranty PeriodMarket SharesPQ Rating

WEAKNESSESSTRENGTHS

SWOT ANALYSIS

• Strong Credit Rating• Good Image Rating• Low Cost Cameras • Focused

management communication

Focus may be too narrow in ;•marketing •operating projections •labour cost •High warranty period •lack of geographical focus strategy

THREATSOPPORTUNITIES

• geographical focus• reduction in cost of

production• broadening the

market, reduction in labour cost

• Reduction in warranty period

• Competition, • Expectations, and

pricing pressures from competitors,

• Fluctuating exchange rates affects profit

SWOT ANALYSIS

ACTIONS TO TAKEFollow Strategies Minimize labor and production costs while

maintaining high quality standards.Increase in quarterly tech support and advertising

to gain increased market share against our competitors.

More Promotion and Innovation Follow Strategies Address the Warranty period and Length of

promotions in weeks

LESSONS LEARNED…Many lessons were learned while doing this:

Paying off debts early allows more income later

Investing in Marketing innovation and Technical supports always pays off.

Aggressive approaches is not always a good thing

Use Competitive Intelligence Report

Make decisions by Strategies

REFERENCE

GLO-BUS

Developing Winning Competitive Strategies

http://www.glo-bus.com

THANK YOU