INDUSTR

C72512

COMPANY ERIE

GROUP #

A4

VISION STATEMENT
The Vision of our company is
Preferential supplier for Our customers
An innovative company.
Sustains highest market share in 3 categories
A strong and sound company for our stakeholders.

MISSION STATEMENT
The Mission of our company is
We are committed to meeting and exceeding the needs of our
customers and stakeholders through the highest levels of quality
management.
Meeting or exceeding market demand by proportionate increase in
capacity
Enhanced Product Quality
Meeting or exceeding committed timelines
Deep understanding by analyzing trends to gain competitive
advantage
By excelling in these areas we will create an environment that will
allow us to continue to grow our top line revenue. This will
continually improve our shareholder value and provide a secure and
rewarding future opportunity for all the team members of Better
Manufacturing.
MAIN THEMES OF STRATEGIC VISION
We will do the following to gain Competitive Advantage (Also explain
why you will do this):
Keep inventing new products as per the new specifications
Competitive pricing to keep up with market demand
High product accessibility by incremental investment in
marketing & sales
Full utilization of available capacity
Induce differentiation in order to exploit market power

INDUSTR
Y

C72512

COMPANY ERIE

GROUP #

A4

ROLE ASSIGNMENTS: ROUNDS 1 THROUGH 8

FUNCTIO
N

ROUND 1

ROUND 2

ROUND 3

ROUND 4

ROUND 5

ROUN

Ankita

Ankita

Ankita

Ankita

Ankita

Anant

Anant

Anant

Anant

Anant

AMERLA
GIRIDHAR

AMERLA
GIRIDHAR

AMERLA
GIRIDHAR

AMERLA
GIRIDHAR

AMERLA
GIRIDHAR

AMER
GIRID

Aishwarya

Aishwarya

Aishwarya

Aishwarya

Aishwarya

Aishw

ANISETTY
NAGA
ROHITH

ANISETTY
NAGA
ROHITH

ANISETTY
NAGA
ROHITH

ANISETTY
NAGA
ROHITH

ANISETTY
NAGA
ROHITH

ANISE
NAGA
ROHIT

Amit
Ranjan

Amit
Ranjan

Amit
Ranjan

ASHISH
KUMAR
MEENA

ASHIS
KUMA
MEEN

Marketin
g
Ankita
R&D
Productio
n

Anant

Finance
Team
Handling
/
Additiona
l Modules
Decision
Making

Amit
Ranjan

INDUSTR
Y

C72512

COMPANY ERIE

GROUP #

A4

DECISION AND PERFORMANCE SUMMARY SHEET: ROUND 1

MAJOR DECISIONS TAKEN THIS ROUND (Mention functional and
Strategic Decisions)
Focused on traditional, low and performance segment products for round 4 in terms
of performance, size, mtbf and age.
Took short term, long term loans and issued stocks
Increased promo and sales budget for traditional and low products, which we will get
in 2017.
Bought capacity of low segment product.
Increased rating of traditional, low and performance segment.

OUTCOME SUMMARY (Include what you expected and what you

did not)

Emergency loan: 26 million

Inventory: a lot of inventory
Edge sold out
Stock price: 1.72$
net loss: 10 million
ebb: market leader with 22%
Echo: decent 12% mkt share
16.03%

DECISION AND PERFORMANCE SUMMARY SHEET: ROUND 2

MAJOR DECISIONS TAKEN THIS ROUND (Mention functional and
Strategic Decisions)
Low segment product was selling well so the production was increased and
marketing budget was increased.
Closed production of egg(size segment).
Traditional and performance are in R&D so will get them in 2017.
Exhausted long term debt.

OUTCOME SUMMARY (Include what you expected and what you

did not)
Emergency: 18 million (reduced by 8 million
Market share overall: 11.04%
1$ share price
Echo stock out
lost mkt share in traditional
4th round targeted

low as well (14% from 22%)

edge 19%

DECISION AND PERFORMANCE SUMMARY SHEET: ROUND 3

MAJOR DECISIONS TAKEN THIS ROUND (Mention functional and
Strategic Decisions)
R&D cycle completed for 3 products: low, traditional and high
Increased promotion and sales budget for the 3
Optimistic forecast in this round as against the last round
Retired $1000 long term debt.
Account receivables increased by 1 day.

OUTCOME SUMMARY (Include what you expected and what you

did not)
Recession hit,
Emergency Loan increased to 40 million
even market leader products were not sold
left with huge inventory
Mkt share 11.6%

DECISION AND PERFORMANCE SUMMARY SHEET: ROUND 4

MAJOR DECISIONS TAKEN THIS ROUND (Mention functional and
Strategic Decisions)
Initiated R&D for 2 & bought capacity for 1 project
Targeted R&D for round 6
invested in TQM
No increase in loan. still no dividend
sold capacity for echo, as well be discontinuing it after sometime

OUTCOME SUMMARY (Include what you expected and what you

did not)
huge inventory, 43 mill emergency loan

Market share: 11.13%

DECISION AND PERFORMANCE SUMMARY SHEET: ROUND 5

MAJOR DECISIONS TAKEN THIS ROUND (Mention functional and
Strategic Decisions)
Bought Capacity for remaining product (round 7)
Took loan
reduced projected production because of recession
Sold remaining capacity of echo

OUTCOME SUMMARY (Include what you expected and what you

did not)

inventory left
emergency loan reduced
Market share: 12%

DECISION AND PERFORMANCE SUMMARY SHEET: ROUND 6

MAJOR DECISIONS TAKEN THIS ROUND (Mention functional and
Strategic Decisions)
Started production in high
sold capacity for eat
PRoduction lesser
waiting for R&D for complete

OUTCOME SUMMARY (Include what you expected and what you

did not)

still a lot of inventory left

emergency loan increased

DECISION AND PERFORMANCE SUMMARY SHEET: ROUND 7

MAJOR DECISIONS TAKEN THIS ROUND (Mention functional and

Strategic Decisions)
increased market spending
Started production
bought extra capacity in high
sold capacity in eat
started producing in all segments
increased current debt

OUTCOME SUMMARY (Include what you expected and what you

did not)

Increased emergency loan

increased market share
increased visibility in few sectors

DECISION AND PERFORMANCE SUMMARY SHEET: ROUND 8

MAJOR DECISIONS TAKEN THIS ROUND (Mention functional and
Strategic Decisions)

Continuation of round 7 decisions

a few R&D decisions to keep Age in check
sold off excess capacities

OUTCOME SUMMARY (Include what you expected and what you

did not)

Finally profitible

STOCKHOLDERS DEBRIEF
(To be filled at the end of all eight rounds and submitted along with
the Teams Presentation)
Please state the objectives that you set out to achieve at the
beginning of round 1. Please also tell us why these were the
objectives? (Mention segments that you intended to focus, your strategic
choice for each segment and financial objectives that you wanted to
achieve thereof.) Were these objectives arrived at through
consensus?

Our objective was to keep our market share steady at 17, keep invent new
products, and keep company profitable
We intended to focus on selling traditional and low end segments first and
rest segments later as they had higher growth rate.

What was your strategy to achieve these objectives? What were

the operational decisions that you took that you thought would
help you achieve these objectives?
We invested heavily in R&D and a bit in marketing in round 1. Due to less
investment in marketing and no competitive pricing, we werent able to
sell product well and ended with losses in round 1. We ended up investing
lesser in marketing in round 2 and majority of inventory was unsold in
round 2.
For Rest of the rounds, we tried to minimizing losses and reduce loans.
Also, we tend to make too optimistic industry and so ended up with a lots
of emergency loans.
we were able to reduce emergency loans to considerable amount till the
end, and were profitable in last round
Please mention unexpected events that took place over the
rounds. Did you change your objectives when these events
occurred? If yes, do you feel vindicated about your revised
decisions at the end of round 8?
Unsold inventory, too much debt, crashing stock prices, reduced capacity
in order to maintain market share and reduce losses

Name the competitor(s) who you were most alert about in

different segments, functional areas, and on financial parameters.

Baldwin, Digbie
Why? (Please state here specific decisions made by competitors that hurt
your business, and which you were not expecting.)
Their heavy marketing investments and their products were up to
technologically superior than ours.

Name the competitor(s) you did not worry much about.

Ferries
Why? (Please state here specific decisions made by competitors that
made you not feel threatened.)
Their market share was very low and products were not up to
quality

What do you think was different in your team; in terms of group

dynamism and other areas; with the team that emerged
Champion? (If you are the Champion please tell us what was unique
about your team that other teams did not have.)

Please mention decisions that you would not make if you were to
run this business all over again. (Please mention specific decisions.)

Please state here whether you would opt for similar segmental
focus and financial objectives, and how would your operational
intents be different?

Describe methods by which you arrived at consensus. (Did you

follow the role allocation to bring in element of ownership and
accountability. If no, why not? How did that impact your decision making?)

Projecting for the next four years, our performance (on a 10-point
scale) will be
(Poor)
1
10 (Excellent)

State your reasons for the above rating (Please mention specific
decisions that you would make in different areas of business i.e.
segmental focus, production capacity planning, product launches, finance,
role allocation etc.)