Académique Documents
Professionnel Documents
Culture Documents
Target
Actual
$48
$133.79
Reasons
Financial results
Shareholder value
(SHV)
mim
Page 1
Strategy_SP4_MikesBikes_Review_document
Gross margin %
58%
71.6%
1,800,568
min
Number of shares
1,800,000
min
Customer
Wholesale sales
mim
Adv. to wholesale
sales %
$58,000,0
00
$58,389,9
15
19%
5.5%
0.5%
0.17%
55,000
52,181
max
Warranty rate
max
Business process
Total capacity
max
Page 2
Strategy_SP4_MikesBikes_Review_document
Production
utilisation %
80%
91%
min
Breakdown %
1%
0.17%
Significantly increased
expenditure in quality inspections,
preventative maintenance and
increased training hours for staff
to 80hrs.
0.74
0.79
max
Learning and
growth
Skill index
min
0.74
0.78
min
No. of products
min
2. Mission
Review your MikesBikes firms mission statement.
Before you began the MB-AA Multi-Player simulation, you and your team
were required to write a mission statement. Review this mission statement
and evaluate how well your firm has followed it, and whether or not you
would change it if continuing on with the simulation for another four years
(periods).
Page 3
Strategy_SP4_MikesBikes_Review_document
To produce low cost, high quality and affordable products with efficiency and
economic scale that is sufficient to customer needs.
3. Vision
Review your MikesBikes firms vision statement.
Before you began the MB-AA Multi-Player simulation, you and your team
were required to write a vision statement. Review this vision statement and
evaluate how well your firm has followed it, and whether or not you would
change it if continuing on with the simulation for another four years (periods).
To produce the most affordable bikes to all people in the local market.
Page 4
Strategy_SP4_MikesBikes_Review_document
4. Strategic objectives
Review your MikesBikes firms strategic objectives.
For each of your firms strategic objectives, state whether or not they were
achieved and why or why not.
Increase shareholder value to $50
Increase gross margin to 60%
Increase wholesale to $58,000,000
Decrease warranty rate to 0.5%
Increase production utilisation to 85%
Decrease breakdown 0.5%
Increase skill index to 0.70
Increase motivation index to 0.70
Note: the strategic objectives are set based on year 2014 results.
Overall, we met all the strategic objectives we set in 2014, because we met all the
KPI targets we set for the strategic objectives. (details reason at the table above)
However, if we look at the business as a continuing base, there are a few things
that we should improve.
1. Improve sales planning accuracy to avoid over production or missing sales
opportunity. In 2020, our closing inventory has over 30 weeks stocks for
adventure and leisure, over 18 weeks stocks for commuter and kids. This
could be due to lower awareness to both Adventure and Leisure bikes after
we drop our advertising spend?
2. Improve cost planning quality and make sure we have productivity in each
cost segment, especially advertisement cost productivity.
Page 5
Strategy_SP4_MikesBikes_Review_document
Improve annual net profit to $30mil by the end of another four years.
No lost sales and maintain the current high production utilisation by the
end of another four years.
Maintain the current Debt/Equity ratio by the end of another four year.
Page 6
Strategy_SP4_MikesBikes_Review_document
Well trained (0.79 skill index), motivated (0.78 motivation index) and
experienced employees(1, 2, 3, 4)
our distribution channel margin is at a very low level, and most of our
products are at top price range, it provides us room to lower our prices
but still maintain a reasonable profitability level if we come across price
war.
Core competencies
Page 7
Strategy_SP4_MikesBikes_Review_document
The first step of the process is to identify the resources that the organisation possesses
under these three categories (refer to work performed above). The second step is to apply a
series of tests to each resource to see whether or not it can form the basis of a competitive
advantage. Strategically important resources have four characteristics:
1 Valuable
2 Rare
3 Difficult to copy
4 Cannot easily be substituted.
Resources that pass these four tests are important to the firm because they
are not perfectly imitable or substitutable without great effort. These can form
the building blocks around which strategies can be formulated to obtain a
sustainable competitive advantage.
Fast set up time (large batch size & high set up time reduction cost) to
meet market needs
Page 8
Strategy_SP4_MikesBikes_Review_document
7. Competitor analysis
Categorise each of your competitors and your own firm using Porters generic
Differentiated products
strategies.
Note that some may be best explained by a combination.
Differentiate by:
Product line
Differentiation strategy is the ability to provide a unique and superior value
Quality
to the
buyer in terms of product quality, special features, or after-sale service.
Design
CostFeatures.
leadership strategy is the ability ofFocus
a business unit to design, produce,
Focus on a specific
market
by:
and market a comparable product more efficiently
than its
competitors.
Industry
Focus strategy is determined by the organisations
level of market
Product
Market
segmentation. Focus is an option, and the
organisation can choose a narrow
Territory.or buyer group niche), or not.
target
(that is,
aim at a specific regional market
Low-cost
producer
Costisleadership
via:when the organisation uses either a differentiation or lowFocus
achieved
costSimplicity
approach, but only for a niche market. Thus a firm may adopt more than
one Volume
generic strategy.
Synergy.
Spokes:
Revolution
6 products. Revolution is the only competitor played in all market, they even
have launched two products in Adventure market. They have differentiated
strategies, which they focus on produce high spec products and sell them at
high price level.
Speedline
4 products. In terms of product, they focus both on low end products (kids,
leisure) and also high end products (Racers and Adventure) so they have a
mixed strategy. For both types of products, they focus on product specs. For
the high end products, the price at lower level and allow them to become
market leader. For the low end products, they price their products at high
level because the focus on spec, but they are not leader in the low end
Page 9
Strategy_SP4_MikesBikes_Review_document
market.
8. SWOT analysis
Complete a SWOT analysis for your MikesBikes firm given its current
position.
Page 10
Strategy_SP4_MikesBikes_Review_document
Strengths
Internal
Weaknesses
Page 11
Strategy_SP4_MikesBikes_Review_document
External
Opportunities
Threats
Then describe how your firms strategic objectives are consistent with this
analysis.
Page 12
Strategy_SP4_MikesBikes_Review_document
our bike industry is sitting between the growth and maturity phase.
Most of the markets are beginning to plateau. This is a sign that the
demand for the bikes have almost reached their maximum point.
Kids (Mature)
Commuter (Mature)
Leisure (growth)
Adventure (mature)
Low , current
market at 184000,
potential is 200,000
Number of
segments
Intensity of
compeitiion
Very intense
Very intense
increasing
low
Emphasis on
product deign
Low to moderate
not high spec, but
expectation on style
is high
Low - moderate
Low - moderate
high
Emphasis on
process design
High to reduce
cost
high
High
moderate
Production
Production
Sales and
marketing
production
Overall objective
Defend market
share and extend
product life cycle
Defend market
share and extend
product life cycle
Create consumer
demand
Defend market
share and extend
product life cycles
Appropriate generic
strategies
Cost leadership
Cost leadership
Differentiation
Cost leadership
Three of four segments we played in are mature market with low to very low
growing potential. Cost leadership is the appropriate strategy for these three
Page 13
Strategy_SP4_MikesBikes_Review_document
large batch size and great supplier support allow us have short set up
time and on time material delivery not missing market demand,
the current leisure market is expected to keep growing fast, we should modify
our strategy objective a little bit for this products, spend on product
development to make sure our products meeting the expectation of this
market, and improve product awareness of this products to create consumer
demand.
Page 14
Strategy_SP4_MikesBikes_Review_document
Product development:
Invest in product development and adjust product spec to market expectation
level accordingly.
Production
Maintain high batch size, high spending on setup time reduction and supply
relationship
Financial
Keep the low debt to equity ratio
Page 15
Strategy_SP4_MikesBikes_Review_document
Page 16
Strategy_SP4_MikesBikes_Review_document
Customer
Wholesale sales
Advertising to wholesale sales %
Warranty rate
Market share
Brand awareness index
Business process
Total Capacity
Projected Capacity
(Adjusted Plant)
Production Utilization %
Breakdown %
Retention rate
Set up time
Number of lost sales
Page 17