MANAGEMENT TEAM Production
•
Increase overall capacities and automation rates.
•
Particularly increase capacity of Dot (Performance) since competitors will sooner quit this market.
Finance
• •
Ricky Y. LIU
CFO Jerry QIAN
R&D Manager Brian KANG
Due to enough cash in hand, Account Receivable (AR) will be at 90 days period in order to increase DCS.
CMO
Issuing stock will be the major source to raise cash.
COO
HR
•
CEO
Maintain the current Strategy.
Queenie PENG
Hao ZHU
CHO Giselle HSU
Presented by Industry 41848 DIGBY.
Industry 41848 Professor Raymond Zammuto
Overall Performance:
•
Digby has became the leading team in the industry, and Digby is committed to maintain this position in the future.
Low End (R&D): We would position at yellow spot in R4 rather than the blue spot.
4.75 4.1
4
3
3 2
•
Strategies for Next Three Rounds:
5.7
6 5
S t r a t e g i e s W o u l d B e Employed Within the First 6 Rounds:
1.8 1.3
1 0 Andrews Baldwin Chester
Digby
Erie
Ferris
Milestones:
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Highest cumulative profits in the industry. ($68,120,000)
• • • •
Highest market capitalisation. ($356M) Highest stock price. ($95.13) Leader on ROS. (8.3%)
R&D
•
Labour Negotiation: We would not pull the trigger in R5 in order to maintain lower labour cost.
•
Dixie (High End) would be repositioned into Traditional in R4, while a new product line Dual would be introduced to High End segment to replace Dixie.
Second highest market share in dollars.
Assumption of “6 Rounds ONLY”:
•
Perceptual Map in Round 8
The decisions were based on this assumption. Without this premise, several choices would be different.
• •
Overall positioning is shown as above. As Daze become more favourable, the MTBF may decrease in order to increase contribution margin.
Marketing
•
Maintain the current strategies - Increase customer awareness while maintain 100% customer accessibility.