DivinePix Glo-Bus Company Project

DIVINEPIX

Guy GagnéMarcus Schwab

Derek-Lee Fridley

Strategic Vision To build a loyal customer base in two strategic target

markets by providing a good-quality entry-level camera at a competitive price.

Provide an excellent-quality multi-feature camera for consumers who are looking for nothing but the best.

Our overriding goal is to maximize shareholder value. We believe that DivinePix will perform its best if its employees are highly valued and appreciated.

Generate sustained competitive advantage through long-term investments in above-average employee compensation, productivity increases, and research & development.

Global Operations Summary

North America

Retailer DemandEL: 77,000MF: 21,000

Market ShareEL: 28.3% MF: 31.8%Yr 5: 30%

Latin America


Market ShareEL: 32.1%MF: 34.9%Yr 5: 40%

Europe/Africa


Market ShareEL: 25.1%MF: 23.9%Yr 5: 20% Plant Assembly

Entry Level: 285,000Multi Level: 77,000

In-house: 100% Outsourced: 0%

Asia Pacific


Market ShareEL: 20.4%MF: 29%Yr 5: 10%

Net Revenues

Earnings Per Share (EPS)

Return On Equity (ROE)

Stock Price

Credit Rating

Image Rating

Entry-Level Strategy DivinePix has employed a global

differentiation strategy that sets our entry-level cameras apart from rival brands based on the following:Higher P/Q ratingMore models and stylesMarketing attributes (more advertising,

longer warranties, retailer support and technical support

Multi-Featured Strategy DivinePix has employed a global

differentiation strategy that sets our multi-featured cameras apart from rival brands based on the following:Higher P/Q ratingMore models and stylesMarketing attributes (more advertising,

longer warranties, retailer support and technical support

Production Strategy Labor & Workforce

We committed to assembling as many units as possible in-house

We maintained above-average workforce compensation for most of the simulation

Utilized temporary employees during the peak production season (Quarter 3)

Prioritized in-house production over outsourcing

Financial Strategy Utilized positive cash flows

Reinvest in the business Reward our shareholders

Short RunEarly years carried debt on books in order to

better invest in the company’s future Long Run

Pay down debt in order to better reward shareholders

Entry-Level Competition BCaptured was our strongest competitor

Kept their strategy constant to become a low-cost provider, placing themselves in fierce competition with DivinePix

Aperture was our next closest competitor Had a best cost strategy In certain years, Aperture threatened to steal

demand and market share Never threatened to surpass DivinePix

performance as a whole

Multi-Featured Competition Bcaptured was our strongest competitor DivinePix stayed ahead of the

competition Set the industry standard in Quality

Successfully reached strategic goalDesigning a camera for consumers who

were looking for “nothing but the best”

Actions to Take Stay the course Maintain a position as an industry leader

with high investment in research & development

Remain innovative and flexible

Lessons Learned Quality equals Value

Quality justifies the sales price Technical Support

Lower warranty costsSignal product quality to future customers

AdvertisingIt pays to spend

Lessons Learned The Human Factor

Above-average employee compensation resulted in a higher quality of work ○ Contributed to our profit margin by lowering the

warranty claim rates and production costs Improved employee dependability

○ Lowering absenteeism○ Delivered their best work on a consistent basis.

Human resource policies indirectly resulted in high customer loyalty and high company image

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DIVINEPIX

DivinePix Glo-Bus Company Project

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