Baldwin[2][1]

Baldwin

Maricruz ChavezDaniel GandaraJessica GonzalezTeresa Nogues FraileLuis Ozaeta

At Baldwin, our vision is to be the best cost

leader sensor company in the world through the eyes of customers, shareholders and people

Team Vision Statement

The mission of Baldwin is to provide the highest

technological sensors at the best prices in the market at no specific segment. We strive to exceed our customers expectations in quality, delivery, and cost through continuous improvement . We provide work environments where our employees can meet their potential and thrive in an atmosphere of excellence. We are committed to build in our history of product excellence and technology innovation to provide the highest quality and more reliable products that will lead a substantial profit to our shareholders.

Team Mission Statement

Generic Strategy:

Cost leadership High reliability Invest more in promotion and sales Increase automation Ensure to have enough capital to pay

investments

Market Segment Strategies

Grand Strategy

“Intensive”

Market penetration

Increase promotion & sales budget

Market Segment Strategies

Traditional• Price:

$24.50• Units Sold:

1779 • Awareness:

100%• Accessibility:

69%

Low End• Price:

$18.00• Units Sold:

2338• Awareness:

100%• Accessibility:

63%

High End• Price:

$36.50

• Units sold: 636

• Awareness: 99%

• Accessibility: 62%

Performance• Price:

$31.00 • Units Sold:

677• Awareness:

93% • Accessibility:

40%

• Price: $31.00

• Units sold: 760

• Awareness: 93%

• Accessibility: 42

Size

Strongest Competitors by

Segments Traditional: Andrews and Chester

Low-End: Chester High-End: Andrews

Performance: Andrews

Size: Andrews and Chester

Strongest Competitors by

SegmentsOverall: Andrews were the strongest competitors because of their continuous price leadership and high profits.

Functional Strategies

R&D Round 1:Tried to hit ideal position Round 2: Tried to hit ideal position/rise MTBF Round 3: Tried to hit ideal position/rise MTBF Round 4: Tried to hit ideal position /TQM Round 5: Tried to hit ideal position

Functional StrategiesMarketing Round 1: Invest on promotion budget

Round 2: Decrease prices and investment

Round 3: Increase/Decrease investments

Round 4: Lower prices Round 5: Attractive prices

Functional StrategiesProduction Round 1: Sell capacity/Increase automation Round 2: Increase automation Round 3: Increase automation for Baker, Bead and Bid

Round 4: Keep automation the same Round 5: Sell capacity

Functional StrategiesFinance Round 1: Issue stock Round 2: Issue stock and long term debt Round 3: Issue stock Round 4: No changes Round 5: Pay dividends /retire stock/retire long term debt

Teamwork split between members R&D- Maricruz and Teresa Marketing- Luis Production- Daniel Finance- Jessica HR and TQM worked on as a group Revised decisions as a group Went Back to Performa's section Focused on balance scorecard All decisions submitted as group Made within time limit

Group Processes

Vision and mission statement not factors High product prices High investment Made own decision round 1-3 Followed the market round 4-5 Critical incident faced round 4-5 Big Al visit Getting to ideal spot and date Predicting market; avoid stockouts Issue stock to finance decisions

Group Processes

R&D Increase Budget for R&D Product Placement

Marketing Customer Awareness Customer Accessibility

Productions Maintain Automation Increase Automation

Lesson Learned (Rounds 6-10)

Human Resources Employee Turnover

TQM Maintain Investment

Finance Buyback Shares Increase Long-Term Debt

Lesson Learned (Rounds 6-10)

R&D Increase Budget for R&D Product Placement

Marketing Customer Awareness Customer Accessibility

Productions Maintain Automation Increase Automation

Lesson Learned (Rounds 1-5)

Human Resources Employee Turnover

TQM Maintain Investment

Finance Combination of Debt and Stock options

Lesson Learned (Rounds 1-5)

Questions?