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Carramrod

Carramrod. Abraham Appleby Brittany Beers Cornelius Cobb Darrell Dragon. Net Revenues. Earnings Per Share. Return on Equity. Stock Price. Credit Rating. Image Rating. Carramrod Strategic Vision.

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Carramrod

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  1. Carramrod • Abraham Appleby • Brittany Beers • Cornelius Cobb • Darrell Dragon

  2. Net Revenues

  3. Earnings Per Share

  4. Return on Equity

  5. Stock Price

  6. Credit Rating

  7. Image Rating

  8. Carramrod 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.

  9. 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+

  10. 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

  11. Entry Level Strategy • Our strategy was differentiated in that we tried to focus on the highest quality camera. • We realized that this was too costly in both production and labor therefore we experimented in latter years with a best cost provider strategy.

  12. Multi Level Strategy • Our strategy was a differentiated strategy in that 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.

  13. Carramrod’s 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.

  14. Financial Strategy • After finding ourselves in some financial troubles we had to completely cut out our dividends to pay our outstanding loans in early years in order to maintain a good credit rating. • In later years we were able to reinstate the dividends and plan to gradually increase dividends in years to come to help boost investor confidence.

  15. Entry Level Competition • We considered companies B, D, and F as our strongest competitors in the long run, even though our strategy and our competitors’ strategies changed over the years

  16. Multi-Level Competition • We felt that competition changed throughout the course of the game, but we considered our strongest competitors to be A, H, and I in multi-level.

  17. Actions to Take • We are trying to cut labor and production costs while maintaining our camera’s high quality standards in both categories of our cameras. • We plan on putting more money into quarterly tech support and advertising to gain increased market share against our competitors.

  18. Lessons Learned… • When deciding a price to place on a discount bid be sure that you will earn a profit if you win the bid, by selling the camera for more than it’s production cost. • We lost $27 per camera by not grasping the idea of the discount bidding, therefore we dug a financial hole that took our company years to get out of.

  19. Lessons Learned… • Keep a keen eye on your competitor’s strengths and weaknesses.

  20. QUESTIONS?

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