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Baldwin

Baldwin. Shareholder Debriefing Executive Directors presenting: Guergana Anguelova Moritz Broelz Irina Hubytska Richard Williamson. Agenda. Review of Mission and Vision Statement Initial Strategy Evaluation of Strategy Decision Making Process Five Year Strategic Plan

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Baldwin

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  1. Baldwin Shareholder Debriefing Executive Directors presenting: Guergana Anguelova Moritz Broelz Irina Hubytska Richard Williamson

  2. Agenda • Review of Mission and Vision Statement • Initial Strategy • Evaluation of Strategy • Decision Making Process • Five Year Strategic Plan • Questions and Discussion

  3. Initial Strategy

  4. Mission Statement • Baldwin Co. focuses on a broad-based differentiation strategy, providing products in all segments of the electronic sensor market. By creating increasingly higher levels of brand recognition and reputation, Baldwin will create a competitive advantage as the largest e-sensor producer. • Baldwin Co. strives to become a market leader in the electronic sensor industry. As a result, the combination of large sales with healthy margins will ensure a long-term competitive advantage in earnings volume and the success of the firm’s strategy.  • Vision Statement

  5. Marketing • Substantial expenses to build customer loyalty and awareness • Create higher demand for products • High-traditional-low segment overlaps • Introduction of new products in the high-end R&D

  6. Production • Expected low contribution margins • Continuous plant automation • Purchase of additional capacity • Prepared for low earnings • Priority: high efficiency • Dividend policy Finance

  7. Evaluation of Strategy

  8. Unexpected Events • Round 2: • Erie became a Niche Player in Low-End & Traditional. • Round 5: • Andrews created a sellers-markets in Low-End, Traditional, Performance & Size segments by under producing. • Round 7: • Ferris created a sellers-markets in Low-End & Traditional segments by exiting these segments.

  9. Round 2 • What went wrong? • Marketing Expenses reduced – loss of competitive advantage • Needed Complement unadjusted – Overtime of 6.8% - loss in productivity increase of ≈ 3.9% • Dividend issued • Large unsold inventory in Traditional due to Erie • Corrective Actions: • Marketing Expenses realigned with Corporate Strategy • Needed Complement adjusted • Dividend policy aligned with corporate strategy

  10. Market Share & Contribution Margin

  11. Marketing & Product Performance Baja Bzum Bully

  12. Financial Performance 2010-2017 Emergency Loan

  13. Financing & Capex. 2010-2017

  14. Capital Expenditures & Financing

  15. Decision Making Process

  16. Where it started: R&D Product placement graphed against demand: Positioned so that demand curves overlapped Best: one high, one low and if possible one catchment

  17. Marketing • Price, Sales and Advertising budgets • Based on products in sector • When they peaked • How long they were desirable • Competition • Finance: Pessimistic/Weak sales forecast • Production: Actual/Expected sales forecast

  18. Production • Schedule determined based on Expected sales • Automation levels adjusted, if possible/necessary • Headcount levels adjusted, where necessary • If production schedule unable to meet Expected sales • Return to Marketing

  19. HR/TQM • Amount budgeted based on need • Assumed that all funds required would be available • If not, adjusted based on consensus

  20. Finance • Working capital sourced from Sales, Bonds and Shares • If sufficient capital available: Plan executed • If insufficient working capital available • Capital requirements lowered where possible • Incremental reductions in Marketing/Sales • Incremental reductions in HR/TQM • Product line additions held off until following year • Restriction goal: • Do not cause long term disruption

  21. Visually

  22. Five Year Strategic Plan

  23. Five Year Strategic Plan • Overview – Business Life Cycle

  24. Five Year Strategic Plan • Overview – Financial Life Cycle

  25. Five Year Strategic Plan • R&D • Finance • Levered Buyout of company Digby ($58ml) and/or Ferris ($89ml) • Merger with company Erie – complements our strategy • Production • Maximum Automation • Build capacity • Marketing • 100% Awareness • 100% Accessibility Baja

  26. Five Year Strategic Plan • Corporate Strategy • Continue broad differentiation strategy • Continue being a market share leader • Continue being the most profitable company by transforming more revenues into net profit • Continue increase of company value

  27. Questions and Discussion

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