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WELCOME TO CAPSTONE BUSINESS SIMULATION. Dr. Shook. Auburn University. Objectives. Demonstrate effectiveness of multi-discipline teams working together. Use strategic thinking to an advantage. Test your business acumen.

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Presentation Transcript

Dr. Shook

Auburn University


Objectives
Objectives

  • Demonstrate effectiveness of multi-discipline teams working together.

  • Use strategic thinking to an advantage.

  • Test your business acumen.

  • Understand overall interaction and impact of various parts of a business on one another.

  • Grow an awareness of competition.

  • Take away practical know-how to improve the effectiveness of your business.


Why simulate
Why Simulate

  • Risk Free

  • View Alternative Strategies

  • Enjoyable

  • Compresses Time (1 Round=1Year)

  • Selectivity <> Integration


SENSOR

INDUSTRY

OVERVIEW


The marketplace
The Marketplace

Customers (OEMs) need sensors for their products

Initially one segment, now breaking into five

Very different customer demands developing between the segments

Diversification in the use and utility of the sensors


The marketplace1
The Marketplace

In our industry we track the changing customer demand on a perceptual map

Low

Tech

Performance

Traditional

High

Tech

Size

Over 8 years the customers will demand much faster and smaller sensors

Market Segments will continue to diverge


Low Tech & Traditional Customers

You’re

not giving me what I want

“I want these sensors to be cheap”

“I want them to have been around for a while – no Beta Testing!”

“They have to be moderately reliable.”

“The technology doesn’t have to be cutting edge.”


High Tech, Size & Performance Customers

And I’m not getting what I want!

“These sensors have to be small, like micro, and fast”

“I need them to be right out of R&D, I’m talking ZERO years on the market”

“I’ll pay more to get what I want.”

“I like a pretty high reliability.”


SENSOR INDUSTRY ANALYST PROJECT ONGOING GROWTH

Sees the next 8 years as consistent growth. All market segments increase at a nice “clip,” according to market analyst.

“I see the entire market growing at around 14% or 15% per year. The High Tech market alone will be growing at a whopping 16%.”

I hope those companies out there are ready for that kind of expansion!”


COMPANY

OVERVIEW


SEC ANNOUNCES BREAKUP OF MONOPLOY

FOR IMMEDIATE RELEASE

William Donaldson, Chairman of the SEC, took dramatic action today by breaking up the monolithic corporation Sensors, Inc.

In a statement to the press Chairman Donaldson outlined the reason and the outcome of this move.

“We cannot allow monopolies of this sort to impact an entire industry!” stated Donaldson. “The customers that utilize these sensors are being held hostage.

“Effective immediately Sensors, Inc will be dissolved into the Andrews, Baldwin, Chester, Digby, Erie and Ferris companies.”


The Competition

ANDREWS

DIGBY

4 Companies

$100 Million in Sales

BALDWIN

Erie

5 Product Lines

Closed Marketplace

Ferris

CHESTER


SHAKE UP IN SENSOR INDUSTRY

Company Fires Management Team

After poor results, lackluster sales and angry customer reports, the Chairman of the Board of Directors has announced the immediate termination of the Management Team.

“This is a black day for our company,” said Chairman Shook, “We need to hire a dynamic leadership group who will be able to take this company into the future!”

“Due to this immediate need I have hired the Dream Team to start on January 1st. I expect to see great things from this Executive Team!



Functional areas
Functional Areas

Production

R&D

Finance

Marketing


Research development
Research & Development

  • Establish the specification of the products to meet customer demand

  • Build the quality and reliability (MTBF) into the products

  • Ensure the perceived age of the product meets customer demands

  • Create new products to meet the changing marketplace

“Our products

are not well

positioned in

the marketplace.”


Marketing
Marketing

  • Set the price of our products in the marketplace

  • Build customer awareness through promotion

  • Establish a sales force and distribution channels

  • Set the sales forecast for our products

  • Set Credit Policies AR/AP

“Our products

are not pricedoptimally.

And many of our

customers don’t

even know our

product exists.”


Production
Production

  • Purchase machinery to automate our facilities

  • Buy or sell capacity of product lines

  • Schedule production for each line

  • Manage the majority of the companies fixed assets

  • Establish your workforce complement

“We are payingtoo much forlabor costs.

Very soon we

will run outof capacity to

meet demand.”


Finance

  • Acquire capital to fund capital expansions

    • Issue Stock

    • Short Term Debt

    • Issue Long Term Bonds

  • Issue dividend to our shareholders

  • Balance our debt portfolio

  • Manage our proformas

“We have poorcash flow and

substandardfinancial ratios.

We have nofinancial policystatement.”


Proformas
Proformas

A great management tool driven by forecasts and projections. Allows “What if” Scenarios by the company.

  • Balance Sheet

  • Profit & Loss

  • Cash Flow

  • Financial Ratios


Scoring the game
Scoring the Game

  • Higher of Rank or Relative Score

    • ROE

    • ROS

    • ROA

    • CUM PROFIT

    • STOCK PRICE

    • MARKET CAPITALIZATION

    • ASSET TURNOVER

    • MARKET SHARE


RUNNING YOUR COMPANY

THINGS TO DO ON AN ANNUAL BASIS


To do list
To Do List

  • Establish business strategy for your company

  • Analyze Capstone Courier to see industry results

  • Make tactical decisions across each functional area (aligned to strategy!)

  • Upload official results and confirm on the website

  • Await results when Professor processes

  • Rejoice in your superior capitalistic acumen

  • Begin the process again by confirming alignment of your results with your company’s strategic goal.



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