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final_mgmt_490.pptxThe analysis of
Evil Corp.
Group#3
Mission Statement
"At EvilCorp, our mission is to help end users throughout the world reach their full potential by striving to lead in the invention, development and manufacturing of the industry’s most technologically advanced computer systems in the World. EvilCorp's R&D department will continually provide end users with the latest technology while maintaining high product quality, reliability, and reasonable prices to conquer there competitors.”
Quarter 1: The start
| 1st Priority | Traveler |
| 2nd Priority | Workhorse |
EVIL CORP.
Goal and Responsibility: To provide high quality computers at a low cost for individuals and businesses around the world. 1) Be the low price provider in the market. 2) Be the market share leader. 3) Be the profit Margin leader.
Strategic direction: 1) Build a market position and defend it. 2) Be the first to market it. 3) Sidestep the competition whenever possible. 4) Open sales offices faster than the competitors.
Target segments:
Brands, Office location, and Plant (Quarter 1)
*Tianjie Hu
Our brands
Sinful Horse (Workhorse-Economy)
Conqueror Tvlr (Traveler-Economy)
Plant
25, units per day.
Office Location Chicago, Shanghai
Quarter 2: Testing The Market
Strategy: To offer an affordable computer with rebates attached to it, and have a decent compensation for the employees versus our competitors.
Decisions: 1) Purchase market research. 2) Open another sales office for next quarter. 3) Hire sales people.
Sales people, and Production. (Quarter 2)
Happy employees = More sales.
Sales Force Compensation (Quarter 2)
Annual Salary
Health Benefits
Vacation
Pension
Quarter 3: Results from quarter 2
We have the largest market share in total out of all the competitors.
Traveler market share was the largest, and we tied for Workhorse market.
Even though we took up the market share we came in second place for the quarter because ViZioN occupied the Mercedes Market by more than 50% who only had one competitor (Metamor).
Decision: Internal adjustment to conquer the market (Quarter 3)
Strategy for next quarter
Add new brands to the market which were Conqueror 2.0, Sinful Horse 2.0 and Evil Ratchet (Mercedes).
We offered a Mercedes brand so we can eat up some of ViZioN’s profit and market share.
Offer better compensation packages.
Open a sales office in San Paulo (The last office we need)
Add more advertisements throughout the cities the focuses on the brands.
Increase operating capacity size.
Hire additional sales people.
Strategy for next quarter (Quarter 3)
Quarter 4: Rising to the top (Results from quarter 3)
New brands have successfully entered the market
Higher performance model has higher demand
Demand exceeds supply which caused stock-outs.
Quarter 4: Strategy for the final quarter
Add Sinful Horse3.0 into the market
Offer a better compensation package than other companies for increased productivity.
Lower prices and offer bigger rebates on previous brands.
More advertisements, and more sales people.
Sell more computers for each brand so stock-out does not occur again.
Results from Quarter 4. The end of the simulation
EvilCorp ended up dominating the overall performance by 463.958 points, and second overall was 76.365 by ViZion.
The market demand more computers from us.
We also tied for the market share in general.
We sold 100% of the units we produced.
Most profitable brands were Sinful Horse 3.0, Evil Ratchet, and Conqueror 2.0
FIRM LEVEL STRATEGY
Tangible = Factories, Sales Offices
Intangible = Brand reputation, intellectual property
Resource – based view
Experience (failures and successes), market research, employee’s
Knowledge – based view
Customer service, reliability, innovation, quality products, flexibility
Core Competence view
Positive company culture and leadership with the ability to change and grow in order to keep up with the changing market
Dynamic Capabilities view
VALUE CHAIN ANALYSIS
Differentiation Strategy
Consistent superior product design
Consistent optimal design choices
Consistent multiple dominant designs
Consistency View
Reduce: Wait times for customer service and products
Raise: Green processes and products whenever possible
Eliminate: All excess waste in manufacturing and throughout the company
Create: a software company
Blue Ocean opportunity
Dynamic Strategy
Key Success Factors
Investment in employee’s
Asset management (new and updated equipment and factories)
Financial stability
Optimal design choices
Loyal customer base
SWOT analysis
Strengths = Brand judgement, product design, price judgement
Weakness = Slow responsiveness by sales people, stock-outs
Opportunities = Booming global market, customer preferences
Threats = New entrants, imitators, unpredictable or unstable suppliers
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Functional strategy
Marketing strategy-Pull approach.
Focus on After-Sell Service (Customer Service).
We already have the highest demand and highest market share.
We have to start to create brand loyalty.
Therefore, we can maintain long-term brand image.
Operation-Craft/Flexible Approach.
We customized different product depend on market location.
Mercedes in Chicago & Paris
Workhourse in Shanghai & Sao Paulo
Human Resources & Finance
-High Commitment Approach & Formative Approach
We believe our soul in the company is our Employee.
We focus on employee career training
we share company success with employee as well.
Stakeholder Strategy
High salary, long vacation, pension, and full coverage health insurance.
Share company success with our people
Productivity increase
Employee
Provide the best product with reasonable price in the market
Provide the best customer service for our clients.
We have highest demand and highest market share.
Customer
Share our company success with our supplier.
Do not monopoly the business supply chan.
Share our befit with them.
Supplier
Alternatives
Growth through Scaling Opportunity
Business operations
“Do more of what were already doing” (dont want to grow in wrong direction)
Continue expanding in the global market
Grow network and market share
Creating more factories (intentional reaction to pressuress)
Utilize all resources and capabilities
Reach full potential
essential to our business strategy
Alternatives
Growing through Innovation Opportunity
Strategic managment that support streams of Innovations
Optimize systems in every department (completely fcuntional)
“Adapt and Survive” (be flexible) (grow across the board)
Compete at another level with product development
generate new technology and link design with marketing
Alternatives
Growing through Improvement Opportunity
“Upgrade and Advance”
Redefine Production
Operating Capacity
Process Improvements
Supply and Demand
Meet/ Exceed needs of Customers
Eliminate Stockouts
Recomendations
“What we should do and why?”
Maintain Workhorse Market Share
Product Development Plans
Maintain Operating Capacity
Develop Overall Performance
Implementation Plan
Compete with pricing based on competitor prices
Develop new design for Workhorse with every upgrade
Continue improving Traveler in moderation,
Every other design development when we see opportunity for returns
Analyze market competition
Move into markets with less competition
Maintain zero stock outs
Accountability
Customer Value
Create new segments
Spend more on advertising
Open more sales offices along with more sales force
Focus on being a unique organization
