Distinguished Images

• Amber Carpenter
• Andrea Carroll-
Glover
• Belinda Bach
• Michael Daniels
• Myra Roldan
 GLO-BUS SWOT Analysis
• Strengths:
• Company A: NA-leader and # of retail dealers,
NA/EA-price for both models, EA/AP-tech
support and advertising budgets, AP-warranty
period
• Company B: AP/EA/LA-Tech support budget,
entry models, AP/NA/LA-warranty period, p/q
rating for multi-features, EA- price both models
• Company C: AP-advertising budget, EA/AP-
tech support budget, p/q rating multi-feature,
AP-# retail dealers, promotions, warranty
periods, and entry level models
• Company D: LA-leader in both models,
models for all geographic areas, EA-price, LA-
#retail dealers and advertising budget
• Weaknesses:
Company A : NA/LA Budgets for tech support
and advertising, LA/AP # of retail dealers,
entry level # models
Company B: NA/LA # of retail dealers AP only
local dealers, LA – advertising budget, multi
feature models
Company C: NA/LA # retail dealers and multi-
feature models, EA-price and advertising
budget
Company D: all geographical areas- short
warranty period, low tech support budget, p/q
rating for multi-feature cameras except in AP,
EA/AP – low advertising budget, AP-lack of
retail dealers
Net Revenues
Earnings Per Share
Return on Equity
Stock Price
Credit Rating
Image Rating
Strategic Vision

• Our vision is to become the most

recognizable brand in digital cameras by
offering the highest quality products and
accessories at competitive prices. We
intend to become the global leader in the
production and marketing of the world's
most premier camera supported by
innovative technological standards and a
world renound culture among team
members.
 Performance Targets

• EPS Target for year 16 is $4.25

• EPS Target for year 17 is $4.50

• ROE Target for year 16 is 25.3

• ROE Target for year 17 is 25.8

• Credit Rating Target for both years is A+

 Performance Targets

• Image Rating Target for year 16 is 70

• Image Rating Target for year 17 is 72

• Stock Price Target for year 16 is $52

• Stock Price Target for year 17 is $55
 Entry Level Strategy
Our strategy was differentiated in
that we tried to focus on the highest
quality camera at a low price.

We realized that this was too costly

in both production and labor
therefore, we experimented in
latter years with a best cost
provider strategy.
 Multi Level Strategy

Our strategy was a differentiated

strategy. We focused on providing
the highest quality camera to the
most exclusive retailers.

Similar to our entry-level strategy we

experimented with several business
models before finding our niche.
Which resulted in a higher priced
camera with a higher return on
revenue.
 Production Strategy
We preferred employing enough labor to produce our product in
house, and found that paying our employees overtime was more
cost effective than outsourcing in most instances.
 Financial Strategy

We self-funded our venture avoiding loans and not issuing stock to

raise capital. As our EPS and ROE experience a deep drop, we cut
back on issuance of dividends, attempted repurchasing stock and
paying down loans.

This strategy did not suit our needs, our EPS and ROE continued
to drop. In the end, we refocused our strategy and began focusing
on raising capital in order to strength our business and begin re-
building our brand.
Entry Level Competition
As the exercise progressed, we were forced to
evaluate our cameras, as our competitors were
offering products with a higer PQ rating at a cost
that was competitive with our own.
Multi-Level Competition
We felt that competition changed throughout the
course of the game. All teams were considered
strongest competitors. It appears all teams took the
same approach, by offering a high quality camera
but at a lower price point.
 Actions to Take
Entry-Level Cameras Multi-Feature Cameras

• Produce at least a 3 star • Produce a least a 4.5-5 star

camera
• Keep production costs low
• Possibly reduce pricing to
grasp competitive edge.
• Control labor costs while
increasing productivity
camera
• Provide competitive pricing to
undercut the competition
• Keep warranty claims low
• Keep outsourcing costs
low/maximize overtime
 Actions to Take
• We will continue to seek out ways to trim cost in our product and
labor, while maintaining or improving our PQ rating
• We will continue to use PQ rating as our primary differentiator
• We plan on putting more money into quarterly Research and
Development and advertising to gain increased market share
against our competitors.
 Lessons Learned…
• You cannot become enamored with your successes nor depressed with your
failures
• Stick to the fundamentals
• Keep your eyes on the competition
• Build towards brand equity
• Strategies are living plans-subject to change to meet new criteria
• We have learned that it is better to slowly & strategically build business instead
of trying to aggressively capture the market share from the beginning.
• It is important to monitor and respond to the actions of the competitors in order
to be successful.