GlobStrat Business Plan - v3.

Business Plan

Your identity
Simulation : HECM_MBA_J53_B -D
Enterprise: Dirty Inc.

Executive Team
CEO: Teerathut Lerstsakwimand Marketing & Sales: Malini Jain
R&D: Joseph Monroe Production: Joseph Monroe
HR: Kashan Awais Finance: Kashan Awais
Other: - Other: -

Analysis and diagnostic

Industry Analysis
1. Strength: advanced technologies, quality of the products, accurate forecast in pricing and production capacity,
flexibility in management of human and financial capital, ability to align our action plan with the goals.
2. Weaknesses: Limited budget, lack of available finance to venture into new markets.
3. Threats: limited demand, competition in out-innovated, rapid product redundancy, barriers to enter new market.
4. Opportunities: diverse market preferences that differentiate quickly.

Company diagnostic
1. Resources:
● Human and financial capital.
● Research and Development.
● Access to reliable suppliers.
2. Competencies:
● Thorough market analysis.
● Strategic alignment of objectives, allocation of resources and execution
● Effective and efficient implementation of strategies.
● Optimum use of R&D to develop new technologies ahead of the competitors
● Development and incorporation of the element of quality into the firm’s overall culture

3. Future capabilities:
● The ability to stay ahead of the competitors in terms of innovating new and advanced products.
● The ability to expand into the international market
● To surpass the competitors in terms of quality and technology development

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 GlobStrat Business Plan - v3.0

Company Governance: values and goals

Goal
To be the industry leader in production and distribution of highly specialized technological
products and services to Enterprise and SMEs in America and Europe

Values
Innovation, Excellence, and Speed

Relative Importance of Triple-Bottom-Line Responsibilities (TBLR):

Economic (Profit) : 60 %
Social (People) : 25 %
Environmental (Planet) : 15 %
Total : 100 %

Objectives for each «Triple Bottom Line» responsibility:

Profit Year 1 Year 2 Year 3 Year 4 Year 5 Year 6
Average revenue growth 15% 20% 20% 15% 12% 10%
Return on sales 10% 8% 8% 8% 8% 8%
ROCE 15% 15% 15% 15% 15% 15%
EPS 0.05 0.05 0.05 0.05 0.05 0.05

People Year 1 Year 2 Year 3 Year 4 Year 5 Year 6

Job creation 0 60 60 10 0 0
Purchasing power 0% wage +2% wage +2% wage +2% wage +3% wage +4% wage
Training & recruitment 2 +1 +1 +1 +1 +1
programs program program program program program
People labs 1 +1 +1 +1 0 0

Planet Year 1 Year 2 Year 3 Year 4 Year 5 Year 6

Product ecology labs 0 0 0 1 2 4
Production ecology labs 0 0 0 1 2 4
Renewable energy 0 0 0 25% 50% 75%
Components ecology 0 0 0 ISO-14001 ISO-14002 ISO-14003

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 GlobStrat Business Plan - v3.0

Strategy

Strategic vision Leadership goals

● To be the industry leader in production and distribution of high quality technological. Products and services
to Enterprise and SMEs in America and Europe.
● To stay one step ahead of competitors in specialized technological development.
● To become a socially responsible employer.

Value creation: economic model

● To develop a high quality, advanced products and leverage that as our competitive advantage
● Create sustainable profit by selling unique products and services
● Balance production expansion with affordable pricing

Customer value:
● Deliver high quality products and services to satisfy and maintain the customers.
● Increase growth in turnover.
● Maintain sales target achievement thus maintaining price attractiveness.

Value Chain (key functions we will invest in):

● Production capacity and efficiency: Invest in productivity labs and acquiring a few new M-2000 machines.
● Quality: ISO-9000 levels, Quality Labs, Training budgets, Wages and CSR programs.
● Advertising: Public and professional exhibitions only.
● R&D: Communications, Image and Storage Tech.
● Services: Hotline, Rapid Repair, Security, and Cloud Storage
● Human resources : Invest moderately but consistently in training programs, annual increase of wage, health
care and retirement programs

Scope of your business:

● Segments: SMEs and Enterprises
● Products: T, TSC, TSI, TCSI
● Markets: Americas (home base) and EMEA

Competitive advantages: How are you going to conquer new market share?
● Investing in R&D, quality and services quickly and heavily.
● Maintaining progressive lead in quality and innovation, or "staying one step ahead."
● Precise resource allocating to match market segment preferences.

Innovation architecture:
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6
Technologies Development S,C I - - - -
Product Development - - TSC TSCI TSI -

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 GlobStrat Business Plan - v3.0

Sales objectives:
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6
Total Sales 30,000 33,000 39,000 49,000 52,000 52,000 49,000
Domestic Sales 30,000 33,000 39,000 39,000 39,000 39,000 39,000
International Sales 0 0 0 10,000 13,000 13,000 10,000
Consumers Sales 15,000 11,000 10,000 10,000 10,000 10,000 10,000
Small Business Sales 10,000 11,000 14,000 19,000 20,000 20,000 19,000
Enterprise Sales 5,000 11,000 15,000 20,000 22,000 22,000 20,000

Year 1 financing plan:

To establish our competitive advantage, we will invest in obtaining ISO-9001 certification, 2 R&D
technologies and Security and Hot Line services in the first year. To finance these investments,
we borrowed heavily in year 1. We expect to gain a lead in quality within the first year, and so will increase
prices to obtain a high profit margin and qualify for larger loans in the following year.
▪ Capital increase = 1500K
▪ Long term debt = 2000K
▪ Short term debt = 0
▪ Total = 3500k

Year 2 Financing plan:

We will continue to borrow heavily and invest in product development R&D, quality and services .
We will firmly establish our competitive advantage. We will also invest in entering the European market so that
we may launch our highly-competitive 3rd generation product in two markets in year 3. If our profits were
good enough in year 1, we should be able to borrow more this year in Long term debt. We are not able to
issue more shares.

▪ Capital increase = 0K
▪ Long term debt = ~4000K
▪ Short term debt = 0
▪ Total = 3500k

Year 3 Financing plan:

We will continue to borrow heavily in order to gain a competitive advantage for the SME and
Enterprise market segments. We have access to the EMEA market for the forthcoming year, and will launch
our new T-SC product. Therefore, we will take a short-term loan in order to finance new office and production
to satisfy the EMEA market, as well as affording bringing all of our services online. Lastly, we will buy back a
small amount of shares to drive up the share price and improve our reputation.

▪ Capital increase = -150K

▪ Long term debt = ~4500K
▪ Short term debt = 1500k
▪ Total = 5850K

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