For Kim Woods management 600 business planning seminar
Bill2017
Week6Presentation_TeamBaldwinrev.pptxTeam Baldwin
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Strategy Moving Forward
Markets We Prioritized
High End
Traditional
Low End
Effectiveness of Strategy
Team Rating: 8/10
Advanced R&D
Excellent Design
Above average pricing
Just-in-time production
Collaboration between Marketing, R&D and Production departments
Use of Finance as a check and balance
Our team gave our strategy an 8/10 for the third two rounds. We continue to attribute the effectiveness of our strategy, which we are keeping the same for the rest of the years, to our advanced research and development, the excellent design of our products, and our above average pricing. We struggled with capacity and being able to meet the inventory demands of our products and lost potential sales due to stock outs across all products lines. To mitigate these issues we have invested more money in capacity and production moving forward. However, we still feel that the strong collaboration between marketing, R&D, and production departments as well as the use of the Finance department as a check and balance to all of our decision making continues to help our company consistently stay competitive in the marketplace.
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Strategy Evolution Impact of Competition R&D
2025
2026
Baldwin continues to satisfy Customer’s buying criteria and decided to shift all existing products for placement within the fine cut circle. Based on the proverb “Don’t change a winning team!” and following our previous plan from 2020 and 2021 we were able to come up on round 5 and 6 with a premium design compared to our competition Andrews and Chester. Furthermore we noticed that Baldwin customers did not like the new design but they loved it based on a noticeable increase on items sold.
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Results R&D
2025 2026
Our Team Baldwin brought few changes to the the size and performance on our existing products where we outperformed our competition on round 5 and 6. As a result, our products are placed on a strategic spot on the perceptual map for the most on both years 2024 and 2025. In his perpetual desire to reduce products cost while adding quality products in the existing market, Baldwin team was able to create products with lower material cost and great MTBF (Mean Time Before Failure).
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Results Marketing Pricing and Forecast
Traditional- UP 24%
Low End UP 11.9%
High End UP 14.9%
Performance UP 18%
Size UP 44%
Hello, I’m Matthew Kelly. Once again, Team Baldwin continues to deliver great results for our shareholders and customers. While our shareholders are enjoying their dividends and consistent rise in Share price, The Baldwin Executive has been lagging the market demands and manufacturing plant capacity. Despite rolling back some forecasts we continue to remain competitive and have taken action in 2024.
Year end 2024 we stocked out, yes stocked OUT! Of all 5 of our product lines. After analysis out ou inability to hold the #2 Market share for our core products in 2023, we determined that improving Sales channels and promotional budgets was imperative. As we implemented corrective measures, our production facility could not keep up with demand. Yes we did deliver year over year sales in all products but the sales forecasts were scaled backed resulting in roughly $40M in lost revenue.
The great news here is Sales Promotion and increased Sales channels produced profitable growth.. With our Tradiotianl product Baker up 24%, Our Low end product Bead up 11.9%, Bid Our High end Product up 14.9% year over year. Also our performance product Bold saw an 18% increase and of significant note Baldwin seized on a high potential growth in the size segment with a 44% increase in product sales in 2025.
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2024 Forecast v. Sales
Forecast Units in ThousandsBaker Bead Bid Bold Buddy 3934 2465 1599 870 1546 Actual sales
Baker Bead Bid Bold Buddy 3787 2450 1586 864 1192
2025 Forecast v. Sales
Forecast Units in MillionsBaker Bead Bid Bold Buddy 5324 2810 1884 1206 2327 Actual sales
Baker Bead Bid Bold Buddy 5012 2782 1865 1059 2134
Strategy Evolution Impact of Competition Marketing Promotion and Sales
| Name | Promo | Cust. Aware- | Sales Budget | Cust. Access- | Dec. Cust. Survey |
| Budget | ness | ibility | |||
| Baker | $2,200 | 89% | $2,288 | 74% | 42 |
| Able | $2,000 | 72% | $2,190 | 82% | 39 |
| Cake | $2,000 | 91% | $1,970 | 100% | 58 |
2024
| Name | Promo | Cust. Aware- | Sales Budget | Cust. Access- | Dec. Cust. Survey |
| Budget | ness | ibility | |||
| Cake | $2,000 | 90% | $2,000 | 100% | 22 |
| Baker | $1,850 | 86% | $1,837 | 65% | 39 |
| Able | $2,000 | 68% | $1,404 | 71% | 40 |
2025
As I Mentioned on the previous slide a focus on comparative strategies yielded that the Marketing department need greater focus on the Customer Awareness . Our forecasting strategies do not take into account the Customer survey results but with comparable product and pricing we noticed there was a significant difference in Awareness and Sales channels budgets.
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Results: Market Share
1st
3rd
2nd
As I close out this Marketing presentation, we at Baldwin have slid into the #3 position in market share: Just 2 years ago we were 4 % points behind Chester. We have slipped falling over 7% behind them in total sensor market share. The Andrews Team has stepped up taking the number 2. position.
Staying focused within Baldwin and delivering on expected sales targets continues. A 5.7% growth potential in the Traditional product Baker along with a 10.4% growth opportunity in the Size segment offer prospects to grow sizably.
Next we will be taking a look at Baldwin's Marketing and Sales strategy and their impact on Production.
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Strategy Evolution Impact of Competition Production
2024
2025
Increased Automation across all product lines.
Modest increases in plant capacity.
Plant Utilization Capacity at year end 2025 running at 198% for 3 product lines.
| Baker | Bead | Bid | Bold | Buddy | |
| 2024: Plant Capacity | 2804 | 1405 | 942 | 603 | 1602 |
| 2025: Plant capacity | 3004 | 2505 | 2142 | 903 | 1802 |
Relative to Automation, Baldwin continues with a highly automated production plant in our primary product lines Traditional, Baker, Low end-Bead, and High-Bid. This had a large impact in reducing our Labor costs This significantly increased contribution margins. We have extended those benefits to our Performance and Size market products as well.
I woul like to take the time to thank you for focusing on the presentation. At this time I would like to turn it over to Brough who will continue with Production results.
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Results Production
As mentioned earlier, Baldwin developed an early high automation production plant in our primary product lines. Baldwin continue in his production strategy from previous year 2023.This resulted on a lower labor cost , compared to our competitors as well, as shown on the table obtained from the Production Analysis from years 2024 on the top and 2025 below. Baldwin decided to maintain the automation level from the previous year . From the 2 tables above, our material cost decreased from $8.61 $8.41 for Baker, from $4.28 to $4.23 for Bead, from $13.06 to $12.70 for Bid . Automation is very attractive as you can confirm.
However there are factors to be considered while raising the automation level. As Capstone stated, “as you raise automation, it becomes increasingly difficult for R&D to reposition products short distances on the Perceptual Map.
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Results HR
December 2025
December 2026
During the fifth and sixth years of operation our company continued to invested in HR, putting money towards recruiting and training hours. We benefited from this continued investment by having a consistent decrease in turnover and increase is productivity. As you can see in both year five and year six the turnover rate continued to decrease from 6.5% to 6.4% while the percentage of productivity was over 100% at 117.2% in year five and at the end of year six 118.5%
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Strategy Evolution Impact of Competition Finance
2024
2025
2026
Financially Baldwin has continued to do very well compared to our competitors Andrews and Chester. As you can see in the presentation our financial statistics from the end of year four 2024 to the end of our sixth year 2026 our ROS, Sales, and Profits have continued to increase competitively in the marketplace, leaving us with the highest amount of profits at round 91 million at the end of year six and in second place behind Chester for sales at around 367 million. For ROS we started at 16.9% and ended year six at 24.8%.
We have struggled in the later years to keep our leverage at 1.8, but have managed to keep it above 1.0. We have continued to have a great cash position with well over 35 days of working capital for both years. We managed to keep our A/R and A/P at 30 and no more than 40% in long term debt. We also did not incur any issues which required us to need an emergency loan and our cash position at the end of both years has continued to always be positive.
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Results Finance
2026
2025
As Matt mentioned earlier Team Baldwin has continued to have an increase in our stock price. From year five to year six our price was higher than our competitors in the marketplace. At the closing of year five we had at stock price of $222.06 and at the close of year six we had a stock price of $326.12. We were also able to issue dividends to our shareholders at the end of these two years.
Our balanced scorecard percentiles have dropped off a bit but still maintained competitive. In the fifthround we ended up at 62% and at 64% for the sixth to second Chester who still maintained the highest percentage overall for both rounds.
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Results TQM 2025
We invested in TQM again in the fifth round and as you can see in our TQM Summary report from round five the benefits from TQM show a reduction in labor and material costs, as well as a reduction in R&D cycle times, admin costs, and we also had a demand increase.
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Segment Results At the End of Round 6
Top Products
Baker – Traditional
Buddy –
Size
At the end of of our sixth year of business our products that were at the top of their segment were Baker – Traditional and which beat Able for the highest market share at 40%. We also regained the top for Buddy – Size at 39% market share. For our other segments we were in second or third place with Bead – Low End at 16%, Bid - high end at 30%, and Bold our Performance at 19%.
Baldwin came out strong with two top products out of the five we offer at the end of year six despite the consistent pressure from both Andrews and Chester for market share as well as competitively priced and manufactured products in each segment.
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Baker
40%
Bead
16%
Bid
30%
Bold
19%
Buddy
39%
Baker Bead Bid Bold Buddy 40 16 30 19 39
Team Effectiveness
How Our Team Worked Together
How Our Team Will Improve Performance
Hello, Our team continues to be successful in the in our 5 & 6 years even with our challenges in plant capacity. Marketing focus and analysis allowed us to set corrective measures with Promotional and Sales budgets. I continue with primary marketing responsibilities, Brou is responsible for R&D, and continues to ensure our innovative products support the marketing strategy. The entire team shares responsibilities for Production and Plant Improvements. Amelia continues to be a stron asset of the executive team balancing the Finance department, scorecard metrics and HR responsibilities.
Again, The Baldwin Organization was able to offer dividends of just over $2M. We see a strong continue growth and are excited about the coming year!
The Baldwin team must deliver on production plant capabilities and more consistent product sales forecasts to meet market demand..
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Communication
Attendance
Being Prepared
Future Approach
Baldwin’s approach over the next 5 years is dependent on Plant improvements, investment in Total Quality management Initiatives and of course investment in recruiting and training of our employees.. Providing training and recruiting will benefit by decreasing turnover rates and improving our productivity.
From Financial perspective our leverage is beginning to drop as we at Baldwin hold a large equity position. We look to the future to invest in manufacturing and production plat improvements as well to increase Research & Development funding for a new product design.
In closing, I would like to thank my colleagues for their focus and continued success to the Baldwin initiatives. And thank you, for taking the time to pay attention to our presentation. Have a nice rest of the day.
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Plant Improvement
Total Quality Management
Invest in our PEOPLE
New Product Research
Product Volume
Financial investment
Decreased Employee Turnover
Improved Productivity
