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Strategic planning 2013

Strategic planning 2013. Headlines: * Cyclehaus post 50% growth in sales *Launch it’s 75 th Hausmotor Model *Celebrates it’s 25 th year in motorcycle industry * Cyclehaus increase motorcycle sales

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Strategic planning 2013

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  1. Strategic planning 2013

  2. Headlines: *Cyclehaus post 50% growth in sales *Launch it’s 75thHausmotor Model *Celebrates it’s 25th year in motorcycle industry *Cyclehaus increase motorcycle sales *Cyclehaus companies regained it’s position as top 10 motorcycle dealer in the Philippines *CyclehausRumaratsada! *Cyclehaus Hit it’s highest *50 branches and still growing *We’re No. 1 *Cyclehaus No.1 MC distributor *Introduce 6 new Hausmotors Model *Opens it’s 50th branch *reopen it’s door to Japanese branded MC *Open it’s 1st ever SP store *Ventured into 1 of a kind service facility *Has just exceeded targets by 50% *been awarded to be top 5 *Open it’s 100th branch in Luzon *New branches in North Luzon *Online application, credit appraisal, payment system (full electronic system) *Open it’s spare parts and service Hub *1st MC superstore in the country in Roxas City *100% collection from all it’s customers *has doubled it’s income revenue from 2013 *Now offers competitive interests and affordable loans w/ operations domestic and abroad *Partnership w/ 5 int’l MC companies *Launch 5 MC *Open it’s 100 branch and employees it’s 1000th employee Accomplishments: *Has just opened it’s 100th branch *Plans to open 30 more branches in the coming year *8 new models yearly *75 branches for its 25th year *Has just introduced new models *opening of 100 branches *More agents, 500 active agents per branch *Open it’s own assembly plant in Valenzuela *Open 10 new branches (32 branches)

  3. START *opening branches *identity (company) *focusing on collection ( efficiency) *product quality improvement *completing vacant positions *spare parts store *research and development *selling more *plugging money drains *being “selfish” *decisive *improve management *providing solutions to delinquent accounts *new “Queen” STOP *quick turnover of employees *selling sub standard products *paralysis and analysis *loose control *kabig (tolerating) *prolonged decisions

  4. Product • Quality and Supply Issues • Employee/ HR • Low retention rates • Incompetence • Inefficiency • Competitor • More Aggressive • Low Financing • Opening New Branches • Aftersales • Availability of SP • Serving of Warranties and Registrations • Internal Controls • Pilferage

  5. Maximize service shop and improve inventory of SP/ SP collection • Expand our product offering/ range/ market reach • New brand, New MC, entirely different product • New market , institutional sales • Collection efficiency/ maximize small claims • Internal- reporting

  6. CI Matrix/ small claims • Leaner organization • Retail? • Improvements in Internal Systems • Wide distribution

  7. Company Top 5 Priority List 4th AFTERSALES 5th 3rd COMPETITION PRODUCT 1st 2nd HR INTERNAL SYSTEM

  8. Strengthened collection policy Current and delinquent accounts Online Services Company Identity INTERNAL SYSTEM Controls and systems Realistic targets & programs Plug Holes

  9. Recruitment Retain current dev’t program HR Retain: maximize good employees Remove non performing employees

  10. Strict quality control and readily available parts Wider product selection New Products PRODUCT

  11. Increase SP product offering & availability Free service program AFTER SALES Open spare parts & service store

  12. Target Different Customers (institutional (gov’t), different markets). Different Product Offering (Parts and Service) COMPETITION Open new focused branches

  13. Division action items

  14. Division action items

  15. Division action items

  16. Division action items

  17. CDO Personal Highlights • 25th Year Anniversary • Open New Branches (more importantly, where?) • What is our identity? How do we develop it to avoid confusion? • Creating SP and Service facilities to support and fund more aspects of our operations • We need to ‘filter’ then hire the right people • We need to focus and recover delinquent accounts • We need to immediately plug money drains • Because of tough competition, we need to find & target new markets • Top 5 priorities are crucial for the year

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