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DigiMundo Lessons Learned Brenda C. Ledford MGMT 670 Professor Bosin December 9, 2013

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Page 1: DigiMundo Lessons Learned Brenda C. Ledford MGMT 670 ... · DigiMundo Lessons Learned Brenda C. Ledford MGMT 670 Professor Bosin December 9, 2013

DigiMundo Lessons Learned

Brenda C. Ledford

MGMT 670

Professor Bosin

December 9, 2013

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Table of Contents

Title Page………………………………………………………………………………………………………………………. 1 Table of Contents…………………………………………………………………………………………………………… 2-3 Introduction………………………………………………………………………………………………………………….. 4 DigiMundo’s Competitive Strategy……………………………………………………………………………….. 4-5 Competitor Strategies and Competitive Actions…………………………………………………………… 5-9 A-Plus Camera………………………………………………………………………………………………………………. 6

Entry-Level……………………………………………………………………………………………………….. 6 Multi-Featured…………………………………………………………………………………………………. 7

Bonfire Camera, Inc………………………………………………………………………………………………………. 7 Entry-Level……………………………………………………………………………………………………….. 7-8 Multi-Featured…………………………………………………………………………………………………. 8

Chameleon CEOs…………………………………………………………………………………………………………… 9 Entry-Level……………………………………………………………………………………………………….. 9 Multi-Featured…………………………………………………………………………………………………. 9

DigiMundo’s Offensive and Defensive Strategic Options………………………………………………. 10 Offensive Options…………………………………………………………………………………………….. 10-11 Defensive Options……………………………………………………………………………………………. 11-12

Strategic Approach: Think Global, Act Local and Think Local, Act Local…………………………. 12 DigiMundo’s Shifting Resource Decisions……………………………………………………………………… 13 Continuous Improvement of Value Chain Activities………………………………………………………. 14

Figure 1 DigiMundo’s Multi-Featured Total Cost/Unit vs. Industry Average Y 10……….. 14 DigiMundo’s Corporate Social Responsibility………………………………………………………………… 15 DigiMundo’s Internal Operations and Decision Making Style………………………………………… 15-16 Conclusion……………………………………………………………………………………………………………………… 17 References…………………………………………………………………………………………………………………….. 18 Appendix A DigiMundo Five-Year Analysis- Latin America Region…………………………………. 19 Appendix B DigiMundo Five-Year Analysis- North America Region………………………………… 20 Appendix C DigiMundo Five-Year Analysis- Europe-Africa Region………………………………….. 21 Appendix D DigiMundo Five-Year Analysis- Asia Region…………………………………………………. 22 Appendix E A-Plus Camera Five-Year Analysis- Latin America Region…………………………….. 23 Appendix F A-Plus Camera Five-Year Analysis- North America Region…………………………… 24 Appendix G A-Plus Camera Five-Year Analysis- Europe-Africa Region……………………………. 25 Appendix H A-Plus Camera Five-Year Analysis- Asia Region…………………………………………… 26 Appendix I Bonfire Camera, Inc . Five-Year Analysis-Latin America Region…………………….. 27 Appendix J Bonfire Camera, Inc. Five-Year Analysis- North America Region…………………… 28 Appendix K Bonfire Camera, Inc. Five-Year Analysis- Europe-Africa Region……………………. 29 Appendix L Bonfire Camera, Inc. Five-Year Analysis- Asia Region…………………………………… 30 Appendix M Chameleon CEOs Five-Year Analysis- Latin America Region……………………….. 31 Appendix N Chameleon CEOs Five-Year Analysis- North American Region…………………… 32 Appendix O Chameleon CEOs Five-Year Analysis- Europe-Africa Region………………………… 33 Appendix P Chameleon CEOs Five-Year Analysis- Asia Region………………………………………… 34 Appendix Q Industry Benchmark for Technical Support Expenditure Y6-Y 10………………… 35 Appendix R Industry Benchmark for Advertising Expenditures Y6-Y10…………………………… 36 Appendix S Industry Benchmark for Entry-Level Price Y6-Y10………………………………………… 37 Appendix T Industry Benchmark for Entry-Level Warranty Y6-Y10…………………………………. 38 Appendix U Industry Benchmark for Entry-Level Number of Models Y6-Y10………………… 39

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Appendix V Industry benchmark for Entry-Level PQ Rating Y6-Y10……………………………….. 40 Appendix W Industry Benchmark for Multi-Featured Price Y6-Y10………………………………… 41 Appendix X Industry Benchmark for Multi-Featured Warranty Y6-Y10………………………….. 42 Appendix Y Industry Benchmark for Multi-Featured Model Y6-Y10………………………………. 43 Appendix Z Industry Benchmark for Multi-Featured PQ Rating Y6-Y10………………………….. 44

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Introduction

The purpose of this essay is to evaluate the lessons learned from participation in the MGMT

670 Glo-Bus simulation game. First, this essay will discuss DigiMundo’s applied best-cost

provider strategy and identify actions taken for sustainable competitive advantage; and

examine competitors’ strategies and actions taken. Second, DigiMundo’s offensive and

defensive options will be identified and considered with respect to market standing and

financial performance. Third, DigiMundo’s “think global, act local” strategic approach will be

examined with respect to the four geographical regions of the global digital camera market.

Fourth, this paper will bring forth DigiMundo’s decisions to shift resources in support of

strategy execution. Fifth, efforts to pursue continuous improvement of value chain activities

will be considered. Sixth, this essay will reflect on DigiMundo’s corporate social responsibility

and steps taken to align effort with the company’s stated values and strategy. Finally, this paper

will investigate DigiMundo’s style of internal decision-making.

DigiMundo’s Competitive Strategy

DigiMundo’s co-managers collectively decided on use of the best-cost provider strategy for

both entry-level and multi-featured camera product lines. The best-cost provider strategy

“stakes out a middle ground between pursuing a low-cost advantage and a differentiation

advantage” (Thompson, 2013, p.103). The strategy offers consumers “upscale attributes” and

services at a value price (Thompson, 2013, p. 103). DigiMundo provides “customers [with] more

value for their money” (Thompson, 2013, p.89). This strategy was selected because consumers

were expected to use the product in similar ways, differentiation was anticipated to be

common throughout the industry, and the benefit was expected to entice buyers away from

other low cost or high priced products (Thompson, 2013, p. 95). Because the best-cost provider

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strategy includes the option to hybridize the elements of both low-cost and broad/ focused

differentiation strategies, DigiMundo offers consumers a unique multilingual customer

service/technical support option in the dominate language of each region. In years 7-9

DigiMundo expanded entry-level model numbers to four, while keeping the multi-featured

product line at three models. To offset possible quality control issues that often surface with

increased model numbers, DigiMundo simultaneously increased compensation and training

beginning in Y7 (Glo-Bus Participation Guide, p. 12). These decisions for compensation and

training include increasing PAT member base pay by 1%, increasing incentive pay by ten cents,

increasing quarter attendance bonuses by $100, and the PAT Fringe Benefits Package was

increased by $200 to $1,100 (DigiMundo, 2013).

Design decision for both cameras were continually explored to offer maximum upscale

attributes while retaining the PQ rating within the three range to keep costs low (Glo-Bus

Participation Guide,2013, p. 11). Because core component costs were expected to decreased

by 5% annually, DigiMundo’s co-managers elected to reinvest the savings by decreasing R & D

expenditures and offering better attributes (Glo-Bus Participation Guide, 2013 p.11). Entry-level

product features offer customers a consistent 9.0 mp image resolution with a 3-6x lens quality.

Because multi-featured value customers prefer picture quality and performance features, the

image resolution was gradually increased annually to 15 mp in Y8-10 with lens quality

remaining consistent across the five year analysis period at 15x.

Competitors Strategies and Competitive Actions

A central component of analyzing the macro environment is identifying a competitor’s

strategy and understanding how a prospective strategy influences action taken for sustainable

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competitive advantage (Thompson, 2013). DigiMundo’s top competitors were A-Plus Cameras,

Bonfire Camera, Inc. and Chameleon CEOs. DigiMundo’s competitors employed different

strategies than DigiMundo’s best-cost strategy. All competitors applied different strategies to

the entry-level and multi-featured camera lines. The following sections will identify prospective

competitor strategy and analyze competitive actions taken to foster sustainable advantage.

A-Plus Camera

Entry-Level. Analysis of A-Plus Camera’s quarterly snapshots and company analyses

indicate that the preferred strategy was the low cost strategy for the entry-level line

(Appendices E-H). A Plus Camera took several actions to achieve sustainable competitive

advantage for their entry-level line. Pricing action entailed reducing the price annually in an

attempt to achieve the low-cost advantage. A Plus shifted its Y6 action of applying the same

pricing across all four regions to apply a diverse pricing strategy across the regions (See

Appendix S). The shift in pricing strategy was compensated for by testing various warranty

periods to keep costs low (Thompson, 2013). Initial action for number of models sought to

reflect keeping costs low by offering two models in Y6. This number of models came in below

industry average (Appendix U) and resulted in A Plus cameras shifting entry-level camera

models to equal or above industry average across the five-year period. The PQ rating for entry-

level cameras consistently aligns with the low cost strategy in offering customers limited but

essential features (Thompson, 2013). Additionally, A Plus Cameras sought to achieve

competitive advantage by offering one promotion a year at a twenty percent discount rate. The

length of promotion primarily was two weeks with a shift to one week in Y8.

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Multi-Featured. The five-year analysis indentifies a broad differentiation strategy for the

multi-featured product line (See Appendices E-H). The top end pricing of multi-featured

cameras as compared with other industry competitors is evidence of the broad differentiation

strategy (see Appendix W). A Plus Cameras took several actions toward sustainable competitive

advantage of their multi-featured line. Pricing action demonstrates the broad differentiation

strategy with a possible indication of a niche differentiation strategy when considered with

other factors. Another indicator that the differentiation strategy may have taken a shift toward

a niche market was the reduction of model numbers from three in Y6 to two through Y10

(Appendix Y). Most notably the effort to attain the optimal PQ rating of five indicates that

quality was a factor in their actions to achieve sustainable competitive advantage. As with the

entry-level line, A Plus consistently offered one promotion annually for one week. The discount

amount gradually increased to 20% by Y10.

Overall expenditures in technical support increased annually (see Appendices E-H, Q), an

indication that technical support services are pivotal to the overall strategy. A Plus Camera’s

advertising expenditures were top of the industry four out of the five years of the analysis,

indicating that this was an action taken along with increasing technical support toward

sustainable competitive advantage.

Bonfire Camera, Inc.

Entry-Level. Bonfire Camera, Inc. applied a Low cost strategy for the entry-level line, this

was evident by the low pricing and PQ rating at the lower end of the five point scale

(Appendices S &V). Bonfire Camera sought to reach the widest possible customer base by

consistently offering four models, this exceeded industry averages all five years of the analysis

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period (Appendix U). Warranty periods came in below industry average for Y6-Y8, and were at

industry average for Y9-Y10 (appendix T). One reason the warranty periods may have been

successful in cultivating competitive advantage was the top in industry expenditures in

technical support (Appendix Q). Promotional action toward competitive advantage included

offering one promotion annually for1-2 weeks at twenty percent.

Multi-Featured. Analysis revealed that the differentiation strategy was a focused niche

differentiation strategy (Appendices I-L; Thompson, 2013). This was evident by the high PQ

rating achieved (Appendix Z). While pricing varied across the regions, Bonfire Camera, Inc.

elected to apply the same warranty consistently throughout the five-year period. Initially, the

company refrained from offering consumers more than two models but in Y9 and Y10 this

was increased to four models- presumably to achieve more sales and market share by

appealing to a wider base of consumers. This competitive action indicates that the focused

differentiation strategy evident in earlier years shifted toward a broad differentiation strategy

that attempted to attract “a broad spectrum of buyers” (Thompson, 2013, p. 89). Promotional

actions taken include offering at least one promotion annually for one to two weeks with

discount amounts primarily set at twenty percent.

Overall expenditures for tech support were routinely the highest in the industry all five

years. This reinforces the low-cost strategy employed (Appendix Q). Advertising expenditures

fluctuated across the five-year span. Bonfire Cameras, Inc. registered lowest in industry for Y6

and gradually increased to top the industry in Y10 (Appendix R).

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Chameleon CEOs

Entry-Level. Company analysis of Chameleon CEOs demonstrate an early application

of the low cost strategy, evident by its number of models and lower end scale PQ

rating(Appendices M-P, U-V). Promotional action taken to achieve competitive advantage in

the entry-level product line included three annual promotions for 2-3weeks with 15-20%

discount. This may have been an effort to lower their cost without having to reduce features-

possibly an indication of a shift in strategy toward a best-cost middle of the road provider

strategy. Another possible reason for such a shift is if total costs were exceeding revenues for

the product line and the low-cost strategy became a liability (Thompson, 2013, p. 95). Pricing

was a high-end medium price that varied across the regions with warranty periods at average

or above consistently through the five year period (Appendix T).

Multi-Featured. The five-year analysis reveals a possible best-cost provider strategy for

multi-featured cameras. Actions taken for competitive advantage include a consistent offering

of three models with a consistent medium PQ rating of three. However, the promotional

activity indicates an effort to win market share by undercutting competition sales. Three

promotions annually at 2-3 weeks and 18-20% discount indicate the sale price is the actual

price to retailers (Thompson, 2013). Warranty periods came in at industry average or above for

the five-year period (Appendix X).

Chameleon CEOs consistently came in fourth for overall technical expenditures for the

five-year analysis period. Years 7-9 saw a slight increase, but Y10 expenditures totaled $750

million, a decrease from Y6 totals of $790 million (Appendix Q). Advertising amounts came in

second in industry for Y6, but fell to industry low for years 7-10 (Appendix R).

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DigiMundo’s Offensive and Defensive Strategic Options

DigiMundo’s offensive and defensive strategic options complemented its best-cost provider

strategy and the company’s initial market positions in the Glo-Bus industry. The best-cost

provider strategy constrained the ability to reap benefit of high revenues with several

competitors applying the low cost strategy. The weakness of applying the best-cost strategy is

the risk to get caught in between competitors applying low-cost strategies and differentiation

strategies (Thompson, 2013, p. 104). The collective application of differentiation strategies by

industry competitors undermined DigiMundo’s success in offering a value rich multi-featured

camera at a low price. Because the industry competitors were offering high-end pricing of their

multi-featured cameras, DigiMundo by default became the industry’s lowest price multi-

featured camera in years 6-7 (Appendix W). The advertising and strategy conflicted with the

low-cost consequence to produce a decrease in market share in the vital Latin America and

North America markets in Y6 (Appendices A-B, R).

Offensive Options. DigiMundo’s primary complementary offensive option for improving

market share and financial performance was a five-year plan to focus on a gaining market

share in a different region each year that focused on attacking the competitive weaknesses

(Thompson, 2013, p. 107). Initially Latin America was less contested and this served well for

DigiMundo’s initial focus. Y6 the focus was on the Latin America region because DigiMundo was

the market leader with 20% market share. Y7, as outlined by the five-year strategic plan was to

maintain focus in Latin America and concentrate additional energy toward the North American

market where DigiMundo was second with 15% of the market share. Year eight focused on the

Europe-Africa region to increase market share from the initial 10% held in Y5. Year nine would

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envelope focus on Asia and increasing the 5% share and elevate the company’s last place

market position there. This offensive plan was primarily successful despite initial market share

reductions due to competitor strategies and fluctuations. Latin America saw an overall increase

in multi-featured market share from 20% in Y5 to 25.7% in Y10 (Appendix A). The North

America region enjoyed a surge in multi-featured market share in Y7 to 29.4% up from 15% in

Y5. However, DigiMundo’s market share in this regions closed out at 13.6% in Y10 (Appendix

B). The Europe-Africa region began the simulation with a multi-featured third place share of

10% in Y5, but was able to successfully increase market standing to 24.6% in Y10 (Appendix

C). The Asia region saw the greatest growth during the five year simulation, beginning with a

5% share in Y5 and climbing to a second place standing within the multi-featured line of

26.1% (Appendix D). In addition to the five year plan of offensive moves, DigiMundo elected

to employ a web site sales strategy in less-contested Asia to assist with reducing costs and

freeing up resources for reallocation (Thompson, 2013, pp. 109, 112). Additionally, DigiMundo

considered long-term outcomes of compensation and labor expenditures striving for increased

production and development of core competencies into distinctive competencies that would be

hard to copy (Thompson, 2013, pp. 68, 69).

Defensive Options. Defensive maneuvers occurred as reactions to industry conditions

manifested. Defensive maneuvers included increasing the amount of tech support and

advertising when market conditions necessitated retaining market share. Additionally, the

decision to increase the price of multi-featured cameras to reflect average industry pricing was

a defensive strategy intended to attract more buyers. DigiMundo also applied a multinational

approach by permitting regional co-managers to guide decisions for respective regions based

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on market drivers and customer preference (Thompson, 2013, p. 135). Additional defensive

options include calculation of benchmarks of the industry’s key drivers, and anticipating the

prospective moves of the competition (Thompson, 2013, p. 58). Because of competitors

Bonfire Cameras, Inc. and A-Plus Camera’s successful application of the low-cost strategy,

DigiMundo came in third in industry in Y10 (Glo-Bus Y10 Statistical review ). Despite the

tough competition and application of offensive and defensive options, DigiMundo saw

revenues increase from $189,068 in Y6 to $279,922 million in Y10 (Glo-Bus Statistical Review

Y6, Y10).

Strategic Approach: Think Global, Act Local and Think Local, Act Local

DigiMundo’s global competitive strategy followed a Think Global, Act Local approach to

strategy making. This approach entailed assigning each region to a different co-manager and

granting co-managers the ‘latitude’ to make decisions based on local customs and conditions

(Thompson, 2013, p. 138). The co-managers assigned to regions would then become a valuable

source of regional knowledge to contribute to collective decision-making. For example, when

exchange rates necessitated an increase of production or higher costs to offset losses, regional

managers were in charge of assessing such action. Additionally, DigiMundo’s tailoring of its

customer service and technical support to regional multinational languages qualifies as a Think

Local, Act Local approach designed to showcase DigiMundo’s core competency resource

strength while contributing to building the local workforce by employing local service operators

(Thompson, 2013, 129).

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DigiMundo’s Shifting Resource Decisions

DigiMundo’s five-year strategic plan necessitated shifting resources annually toward the

year’s focus region. Management of technical support budgets to enable reallocation of

resources toward annual focus regions is one example of shifting resources (Appendices A-D).

This may have entailed reducing or maintaining expenditures that were below industry

averages while raising expenditures in the focus regions. Another example of shifting

resources was the decision to withdraw all retail and local camera shop participation from Asia

during Y7. This enabled the company to reduce distribution costs while supporting ongoing

efforts in other regions. Because brand image was important to the overall five year strategy,

during Y7 advertising expenditure was increased in Asia so that customers would be ready for

the market wide push planned for Y9. Additionally, no promotion for reducing prices for

retailers was offered in Y7 in Asia to assist with increasing expenditures in other regions. When

promotions were offered in Asia, they were limited to one week and smaller discounts until

Y10. The R &D expenditure was reduced when needed to permit additional design features to

be added to both entry-level and multi-featured cameras. Additionally, DigiMundo strove to

keep its workforce compensated at or above industry standards. This was accomplished by

minimizing pay increases while offering more bonuses and incentives. With respect to finance

and cash flow decisions, DigiMundo elected to not repurchase shares until Y9 to offset any

efforts to maintain or increase credit rating. Also in Y9 , when the repurchase of shares

occurred, DigiMundo did not pay down any debt, so that repurchasing the shares would not

negatively impact the bottom line.

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Continuous Improvement of Value Chain Activities

Continuous improvement was pivotal for DigiMundo’s best-cost provider strategy. Several

options were employed to improve the values chain activities. Total Quality management

focuses on continuous improvement across the company’s value chain (Thompson, 2013, p.

216). This was evident in attention given to R & D and compensation and training. Focus on

training contributes to ongoing improvement in production, which reduces costly defects and

improves quality (Thompson, 2013, p. 77). Additional actions that contributed to continuous

improvement in DigiMundo’s value chain activities include the planned strategic moves and

updating of product features (Thompson, 2013, p. 63). Prior to updating product features,

DigiMundo’s co-managers asked if prospective improvements would bring value to the

customer (Thompson, 2013, p. 75). Additional consideration was given to management of

technical support and marketing. Benchmarking the industry competitor expenditures at the

end of each year also assisted with evaluating whether decisions made where producing

value or needed to be altered (Thompson, 2013, p. 78). Efforts of managing the value chain

activities paid off by keeping DigiMundo’s multi-featured unit costs well below average (see

Figure 1 below).

Source: DigiMundo Production Cost Report Y10

Figure 1 DigiMundo Multi-Featured Total Cost/Unit vs. Industry Average- Y10

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DigiMundo’s Corporate Social Responsibility

DigiMundo’s company mission, vision and objectives outlined social responsibility values.

The company endeavored to increase social responsibility while maintaining value for

customers. DigiMundo vowed to engage proactively in social responsibility whenever possible

as long as doing so did not jeopardize the best-cost strategy. Efforts to proactively engage in

social responsibility began in Y6 with electing to participated in green initiatives and

investing in energy efficiency programming. Additionally, DigiMundo entered into a supplier

agreement in Y6-Y10 that promoted good employment practices and safe workplaces from

suppliers. Year seven involvement provided for charitable contributions while maintaining

previous expenditures and adding onsite child care, a cafeteria and safety measures. In Years 8-

10, DigiMundo committed 1% of profits to charity while gradually increasing energy efficiency

program expenditures to over 4 million dollars in Y 10. Rationale to stakeholders for these

expenditures include, improving the company’s image rating from 68 in Y6 to 79 in Y10. This

boost in image rating also was complimented by DigiMundo winning the Glo-Bus Gold Star

Award for Corporate Citizenship in Y9 and Y10 for committing the largest percent of

revenues for social responsibility and citizenship initiatives. Such a reputation in the industry

will ensure a strong brand image in years to come.

DigiMundo’s Internal Operations and Decision Making Style

The process of implementing a strategy successfully “requires a team effort” (Thompson,

2013, p. 194). DigiMundo’s internal operational style of decision making was primarily

decentralize with a general consensus and group sign off of annual decisions made. Co-

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Managers volunteered for regional assignments, an effort that ensured that ‘talents and skills’

where assigned effectively (Thompson, 2013, p. 197). Additionally empowering regional co-

managers ‘energized’ the team and ensured a creative and engaged team (Thompson, 2013, p.

239). The fifth co-manager was assigned the task of project manager to oversee the process

and keep a watchful eye on progress and strategy execution (Thompson, 2013, p. 238). All co-

managers worked well together and consistently followed through with tasks (Thompson, 2013,

p. 198). All co-managers at DigiMundo successfully and consistently reiterated the company’s

declared mission, vision and values and indicator that DigiMundo had a strong-culture company

(Thompson, 2013, p. 230).

Company co-managers met initially twice a week utilizing a conference call. The co-managers

met earlier in the week on Thursday evenings, to review and discuss the previous year’s results

and discuss strategy execution for the upcoming year. Co-Managers were then given until

Sunday afternoon to implement the strategy changes discussed. On Sunday, the co-managers

assessed individual regional decisions and permitted each co-manager to explain decisions

made. The group then through consensus finalized decisions made in all regions by going

through the decision screens one by one.

The bi-weekly contact was effective, but the conference call was not. In the future, a

synchronous technology such as Skype might better serve the process because Skype offers

conference call capability with a chat box where co-managers could type comments or

questions without interrupting the speaker. Despite that one negative, the decentralized

decision making process was effective in creating regional experts that could bring

knowledge to the collective table.

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Conclusion

In conclusion, this essay has put forth many lessons learned from participation in the Glo-

Bus Simulation game. DigiMundo’s decentralized decision-making style effectively enabled

successful strategy execution. DigiMundo surpassed its commitment to proactively engage in

corporate social responsibility by topping the industry and receiving high honors of the Glo-

Bus Gold Star Award for corporate social responsibility two years in a row. Continuous

attention to improving value chain activities resulted in keeping multi-featured unit costs

consistently below industry average throughout the five-year period. While primarily enacting

a Think Global, Act Local strategic approach, DigiMundo also simultaneously participated in

a Think Local, Act Local initiative with tailoring customer and technical support to regional

languages, the company also contributed to local economies by hiring locally. DigiMundo’s

offensive and defensive options enabled successful navigation of the market fluctuations to

improve overall market share and financial performance. While competitors strategies

successfully elevated two competitors to the number one and number two positions,

DigiMundo’s best-cost provider strategy effectively assisted in the company’s third place

finish. Overall, the lessons learned through participation in the Glo-Bus Simulation game were

invaluable in preparing this author for real world engagement in strategic management.

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References

DigiMundo. (2013). Glo-Bus summary of decisions Y6-Y10 [e-document]. Retrieved from

https://www.glo-bus.com/

Glo-Bus Participation Guide [e-document]. (2013). Retrieved from https://www.glo-bus.com/

Glo-Bus Y6 Statistical review [e-document]. (2013, October 29). Retrieved from

https://www.glo-bus.com/

Glo-Bus Y10 Statistical review [e-document]. (2013, December 3). Retrieved from

https://www.glo-bus.com/

Thompson, A. A. (2013). Charting a company’s long-term direction: Vision, mission, objectives,

and strategy. In, STRATEGY: Core Concepts and Analytical Approaches (2nd ed.)(pp. 12-

31)[e-book]. Retrieved from https://www.glo-bus.com/

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Appendix A

DigiMundo Five-Year Analysis

Latin America Region (in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 170 180 200 200 169

Model Numbers

3 3 4 4 4 3

Star Rating 2.5 2.5 2.5 2.5 3 3

Promos 1/1wk/10% 2/3w/15% 2/2w/15% 2/2w/15% 1/2w/18% 2/2w/15%

Warranty 90 6m 1y 1y 1y 1y

Q4 Market Share

20% 16.4% 21.1% 18.8% 20.9% 14%

Multi-Featured

Price 370 450 495 599 599 520

Model Numbers

3 3 3 3 3 3

PQ rating 2.5 2.5 3 3.5 3.5 3.5

Promos 1/1wk/10% 2/2wk/15% 2/2w/15% 3/4w/20% 3/4w/20% 2/2w/20%

Warranty 90d 1y 2y 2y 2y 2y

Q4 Market Share

20% 19.5% 31.4% 28.8% 29% 25.7%

Tech Support

250 250 300 300 300 400

Advertising 900 675 700 1200 1200 450

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Appendix B

DigiMundo Five-Year Analysis

North America Region

(in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 175 180 155 176 161

Model Numbers

3 3 4 4 4 3

Star Rating 2.5 2.5 2.5 2.5 3 3

Promos 1/1wk/10% 1/2w/15% 1/2w/15% 1/2w/15% 1/2w/18% 1/2w/18%

Warranty 90d 6m 1y 1y 1y 1y

Q4 Market Share

15% 11.5% 12.8% 21.7% 21.1% 11.9%

Multi-Featured

Price 370 410 450 573 573 526

Model Numbers

3 3 3 3 3 3

PQ rating 2.5 2.5 3 3.5 3.5 3.5

Promos 1/1wk/10% 1/2w/15% 1/2w/15% 2/2w/20% 2/2w/20% 2/2w/20%

Warranty 90d 1y 2y 2y 2y 2y

Q4 Market Share

15% 13.4% 29.4% 24.1% 15% 13.6%

Tech Support

190 175 350 350 350 400

Advertising 650 675 700 700 700 450

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Appendix C

DigiMundo Five-Year Analysis

Europe-Africa Region

(in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 163 163 175 175 160

Model Numbers

3 3 4 4 4 3

Star Rating 2.5 2.5 2.5 2.5 3 3

Promos 1/1wk/10% 1/1w/15% 1/1w/15% 2/1w/15% 1/2w/20% 2/2w/20%

Warranty 90d 6m 1y 1y 1y 1y

Q4 Market Share

10% 8.9% 12.7% 15% 10.8% 14.4%

Multi-Featured

Price 370 370 375 578 578 500

Model Numbers

3 3 3 3 3 3

PQ rating 2.5 2.5 3 3.5 3.5 3.5

Promos 1/1wk/10% 1/1w/15% 2/1w/15% 3/3w/20% 3/3w/20% 2/2w/20%

Warranty 90d 6m 2y 2y 2y 2y

Q4 Market Share

10% 10.7% 17.3% 28.6% 19.7% 24.6%

Tech Support

125 125 375 375 375 400

Advertising 400 300 300 500 500 450

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Appendix D

DigiMundo Five-Year Analysis

Asia Region (in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 145 145 148 177 160

Model Numbers

3 3 3 4 4 3

Star Rating 2.5 2.5 2.5 2.5 3 3

Promos 1/1wk/10% 1/1wk/10% 0/0w/0% 1/1w/15% 1/1w/15% 2/2w/20%

Warranty 90d 90d 1y 1y 1y 1y

Q4 Market Share

5% 5.1% 15.4% 22.3% 18.6% 14%

Multi-Featured

Price 370 375 485 509 577 525

Model Numbers

3 3 3 3 3 3

PQ rating 2.5 2.5 3 3.5 3.5 3.5

Promos 1/1wk/10% 1/1w/0% 0/0w/0% 2/2w/20% 2/3w/20% 2/2w/20%

Warranty 90d 90d 2y 2y 2y 2y

Q4 Market Share

5% 5.8% 1.6% 27.8% 24.6% 26.1%

Tech Support

60 60 400 400 500 400

Advertising 150 225 900 900 1200 450

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Appendix E

A Plus Cameras Five-Year Analysis

Latin America Region

(in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 165 160 160 150 125

Model Numbers

3 2 3 3 3 3

Star Rating 2.5 2.5 2.5 2 2.5 2.5

Promos 1/1wk/10% 1/1wk/10% 1/1wk/10% 1/1wk/10% 1/1wk/10% 1/1wk/10%

warranty 90d 6m 1y 6m 6m 1y

Q4 Market Share

5% 4.9% 11.7% 10.2% 13.4% 31.2%

Multi-Featured

Price 370 550 525 650 550 500

Model Numbers

3 2 2

PQ rating 2.5 4.5 4.5 4.5(Q1-2)-5(Q3-4)

4.5(Q1)-5(Q2-4)

5

Promos 1/1wk/10% 1/1wk/10% 1/1wk/15% 1/1wk/15% 1/1wk/15% 1/1wk/20%

Warranty 90d 1y 1y 2y 2y 2y

Q4 Market SHARE

5% 4.6% 15.7% 5.1% 6.5% 22.9%

Tech Support

60 60 100 183 150 300

Advertising 150 150 150 200 150 500

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Appendix F

A Plus Cameras Five-Year Analysis

North America Region (in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 165 150 150 135 133

Model Numbers

3 2 3 3 3 3

Star Rating 2.5 2.5 2.5 2 2.5 2.5

Promos 1/1wk/10% 2/2w/15% 2/2w/15% 2/2w/15% 2/2w/15% 2/2w/15%

Warranty 90d 6m 1y 6m 1y 1y

Q4 Market Share

20% 17% 40.6% 30.2% 38% 39%

Multi-Featured

Price 370

Model Numbers

3 3 2 2 2 2

PQ rating 2.5 3 4.5 4.5(Q1-2)-5(3-4)

4.5(Q1)-5(Q2-4)

5

Promos 1/1wk/10% 2/2w/20% 2/2w/20% 2/2w/20% 2/2w/20% 2/2w/20%

Warranty 90d 2y 2y 2y 2y 2y

Q4 Market Share

5% 13.4% 33.3% 29.6% 41.7% 37.9%

Tech Support

250 250 250 488 488 500

Advertising 900 1100 1000 700 700 700

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Appendix G

A Plus Cameras Five-Year Analysis

Europe-Africa Region

(in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 165 150 175 135 130

Model Numbers

3 2 3 3 3 3

Star Rating 2.5 2.5 2.5 2 2.5 2.5

Promos 1/1wk/10% 2/2w/15% 2/2w/15% 2/2w/15% 2/2w/15% 2/2w/15%

Warranty 90d 6m 1y 6m(PQ dropped to 2)

1y 1y

Q4 Market Share

15% 12.9% 30.8% 19.3% 37.6% 33.6%

Multi-Featured

Price 370 550 525 650 500 500

Model Numbers

3 3 2 2 2 2

PQ rating 2.5 3 4.5 4.5(Q1-2)-5(Q3-4)

4.5(Q1)-5(Q2-4)

5

Promos 1/1wk/10% 2/2w/20% 2/2w/20 2/2w/20 2/2w/20 2/2w/20

Warranty 90d 2y 2y 2y 2y 2y

Q4 Market Share

15% 11.9% 32.7% 17.9% 31.1% 23.2%

Tech Support

190 190 220 335 335 350

Advertising 650 1000 1000 700 700 650

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Appendix H

A Plus Cameras Five-Year Analysis

Asia Region

(in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 165 160 160 140 135

Model Numbers

3 2 3 3 3 3

Star Rating 2.5 2.5 2.5 2 2.5 2.5

Promos 1/1wk/10% 2/2w/15% 2/2w/15% 2/2w/15% 2/2w/15% 2/2w/15%

Warranty 90d

Q4 Market Share

10% 9.7% 14.6% 13.1% 23.6% 27.4%

Multi-Featured

Price 370 550 525 600 520 520

Model Numbers

3 3 2 2 2 2

PQ rating 2.5 3 4.5 4.5 (Q1-2)-5(Q3-4)

4.5 (Q1)-5(Q2-4)

5

Promos 1/1wk/10% 2/2w/20% 2/2w/20% 2/2w/20% 2/2w/20% 2/2w/20%

Warranty 90d 2y 2y 2y 2y 2y

Q4 Market Share

10% 9.3% 27.5% 22.2% 18.5% 20.3%

Tech Support

125 125 140 181 181 300

Advertising 400 500 500 450 450 450

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Appendix I

Bonfire Camera, Inc. Cameras Five-Year Analysis

Latin America Region (in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 139 142 152 142 139

Model Numbers

3 4 4 4 4 4

PQ Rating 2.5 2 2 2(Q1)-2.5(Q2-4)

2.5 2.5

Promos 1/1wk/10% 1/2w/20% 1/2wk/20% 1/1wk/20% 1/2w/20% 1/2w/20%

Warranty 90d 6m 6m 6m 1y 1y

Q4 Market Share

10% 19.8% 48.4% 51% 48.1% 40%

Multi-Featured

Price 370 507 521 578 515 498

Model Numbers

3 2 2 2 4 4

PQ rating 2.5 3.5 4 4(Q1)-4.5(Q2-4)

4 4

Promos 1/1wk/10% 2/2w/20% 1/1wk/18% 1/1wk/20% 1/2wk/20% 1/2w/20%

Warranty 90d 1y 2y 2y 2y 2y

Q4 Market Share

10% 9.2% 25.5% 32.2% 40.3% 32.9%

Tech Support

125 246 445 420 544 690

Advertising 400 174 343 305 494 900

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Appendix J

Bonfire Camera, Inc. Cameras Five-Year Analysis

North America Region (in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 139 137 145 141 135

Model Numbers

3 4 4 4 4 4

PQ Rating 2.5 2 2 2(q1)-2.5(Q2-4)

2.5 2.5

Promos 1/1wk/10% 1/2w/20% 1/2w/20% 1/2w?20% 1/2w/20% 1/2w/20%

Warranty 90d 6m 6m 1y 1y 1y

Q4 Market Share

5% 12.7% 36.1% 38.3% 27.8% 35.7%

Multi Featured

Price 370 516 510 558 506 496

Model Numbers

3 2 2 2 4 4

PQ rating 2.5 3.5 4 4(Q1)-4.5(Q2-4)

4 4

Promos 1/1wk/10% 1/2wk/20% 1?2w?20% 1/2w/20% 1/2w/20% 1/2w/20%

Warranty 90d 1y 2y 2y 2y 2y

Q4 Market Share

5% 7.3% 21.6% 25.9% 30% 33.3%

Tech Support

60 187 407 619 619 740

Advertising 150 131 662 690 690 790

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Appendix K

Bonfire Camera, Inc. Cameras Five-Year Analysis

Europe-Africa Region (in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 139 139 148 140 139

Model Numbers

3 4 4 4 4 4

PQ Rating 2.5 2 2 2(Q1)-2.5(Q2-4)

2.5 2.5

Promos 1/1wk/10% 1/2w/20% 1/2w/20% 1/1w/20% 1/2w/20% 1/2w/20%

Warranty 90d 6m 6m 6m 1y 1y

Q4 Market Share

20% 29% 48.1% 55.1% 44.8% 38.9%

Multi-Featured

Price 370 500 523 573 513 500

Model Numbers

3 2 2 2 4 4

PQ rating 2.5 3.5 4 4(Q1)-4.5(Q2-4)

4 4

Promos 1/1wk/10% 1/2w/20% 1/2w/20% 1/2w/20% 1/2w/20% 1/2w/20%

Warranty 90d 1y 2y 2y 1y 1y

Q4 Market Share

20% 15.5% 34.6% 35.7% 36.1% 36.2%

Tech Support

250 339 599 555 597 685

Advertising 900 701 605 395 494 537

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Appendix L

Bonfire Camera, Inc. Cameras Five-Year Analysis

Asia Region (in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 139 138 144 140 138

Model Numbers

3 4 4 4 4 4

PQ Rating 2.5 2 2 2(Q1)-2.5(Q2-4)

2.5 2.5

Promos 1/1wk/10% 1/2w/20% 1/2w/20% 1/1w/20% 1/2w/20% 1/2w/20%

Warranty 90d 6m 6m 6m 1y 1y

Q4 Market Share

15% 25.4% 42.5% 47.7% 39.5% 43.3%

Multi-Featured

Price 370 500 513 558 519 520

Model Numbers

3 2 2 2 4 4

PQ rating 2.5 3.5 4 4(Q1)-4.5(Q2-4)

4 4

Promos 1/1wk/10% 1/2w/20% 1/2w/20% 1/1w/20% 1/2w/20% 1/2w/20%

Warranty 90d 1y 2y 2y 2y 2y

Q4 Market Share

15% 12.8% 33.3% 29.6% 35.4% 31.9%

Tech Support

190 398 513 619 619 786

Advertising 650 596 676 752 752 718

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Appendix M

Chameleon CEOs Five-year Analysis

Latin America Region (in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 170 185 188 185 155

Model Numbers

3 4 4 3 3 3

Star Rating 2.5 2.5 2.5 2.5 2.5 3

Promos 1/1wk/10% 1/1wk/10% 3/2w/15% 3/2w/20% 3/2w/20% 3/3w/15%

Warranty 90d 90d 1y 1y 1y 1y

Q4 Market Share

15% 10.3% 18.8% 20% 17.5% 14.7%

Multi-Featured

Price 370 450 525 575 540 515

Model Numbers

3 2 3 3 3 3

PQ rating 2.5 3 3 3 3 3

Promos 1/1wk/10% 1/2w/10% 3/3w/20% 3/2wk/18% 3/2w/18% 3/2w/18%

Warranty 90d 1y 2y 2y 3y 3y

Q4 Market Share

15% 13.8% 27.5% 33.9% 24.2% 18.6%

Tech Support

190 190 250 250 250 225

Advertising 650 650 350 275 275 225

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Appendix N

Chameleon CEOs Five-year Analysis

North America Region (in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 170 190 190 190 155

Model Numbers

3 4 4 3 3 3

Star Rating 2.5 2.5 2.5 2.5 2.5 3

Promos 1/1wk/10% 1/1wk/10% 3/2w/15% 3/2w/20% 3/2w/20% 3/3w/15%

Warranty 90d 6m 1y 1y 1y 1y

Q4 Market Share

10% 7.5% 10.5% 9.8% 13.1% 15.3%

Multi-Featured

Price 370 460 520 550 530 510

Model Numbers

3 2 3 3 3 3

PQ rating 2.5 3 3 3 3 3

Promos 1/1wk/10% 1/1wk/10% 3/3w/15% 3/2w/16% 3/2w/16% 3/2w/17%

Warranty 90d 1y 2y 3y 3y 3y

Q4 Market Share

10% 9.8% 15.7% 20.4% 13.3% 21.7%

Tech Support

125 250 200 225 225 175

Advertising 400 500 250 260 260 250

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Appendix O

Chameleon CEOs Five-year Analysis

Europe/Africa Region (in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 170 190 195 190 155

Model Numbers

3 4 4 3 3 3

Star Rating 2.5 2.5 2.5 2.5 2.5 3.0

Promos 1/1wk/10% 1/1wk/10% 3/2w/15% 3/2w/20% 3/2w/20% 3/3w/16%

Warranty 90d 6m 1y 2y 2y 2y

Q4 Market Share

5% 4.3% 8.4% 10.6% 6.8% 13.1%

Multi-Featured

Price 370 450 545 550 530 475

Model Numbers

3 2 3 3 3 3

PQ rating 2.5 3 3 3 3 3

Promos 1/1wk/10% 1/1wk/10% 3/3w/20% 3/2w/17% 3/2w/17% 2/2w/16%

Warranty 90d 1y 2y 3y 3y 3y

Q4 Market Share

5% 7.1% 15.4% 17.9% 13.1% 15.9%

Tech Support

60 100 100 125 125 125

Advertising 150 200 200 150 150 225

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Appendix P

Chameleon CEOs Five-year Analysis

Asia Region (in millions, where applicable)

Y5 Y6 Y7 Y8 Y9 Y10

Entry Level

Price 160 160 150 165 155 155

Model Numbers

3 4 4 3 3 3

Star Rating 2.5 2.5 2.5 2.5 2.5 3

Promos 1/1wk/10% 1/1wk/10% 1/2w/15% 1/3w/20% 1/3w/20% 3/3w/15%

Warranty 90d 90d 6m 2y 2y 1y

Q4 Market Share

20% 17.4% 27.5% 16.9% 18.3% 15.3%

Multi-Featured

Price 370 450 515 550 540 510

Model Numbers

3 2 3 3 3 3

PQ rating 2.5 3 3 3 3 3

Promos 1/1wk/10% 1/2wk/10% 3/3w/20% 3/3w/18% 3/3w/18% 3/2w/17%

Warranty 90d 1y 2y 3y 3y 3y

Q4 Market Share

20% 18.6% 21.6% 20.4% 21.5% 21.7%

Tech Support

250 250 375 200 200 175

Advertising 900 900 450 350 350 250

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Appendix Q

Industry Benchmark for Technical Support Expenditures Y6-Y10

(in millions)

Benchmark for Technical support- Y6

Company A Company B Company C Company D

Latin America 60 246 190 250

North America 250 187 250 175

Europe 190 339 100 125

Asia 125 398 250 60

Total 625 1170 790 610

Benchmark for Technical support- Y7

Company A Company B Company C Company D

Latin America 100 445 250 300

North America 250 407 200 350

Europe 220 599 100 375

Asia 140 513 375 400

Total 710 1964 925 1085

Benchmark for Technical support- Y8

Company A Company B Company C Company D

Latin America 183 420 250 300

North America 488 619 225 350

Europe 335 555 125 375

Asia 181 619 200 400

Total 1187 2213 800 1425

Benchmark for Technical support- Y9

Company A Company B Company C Company D

Latin America 150 544 250 300

North America 488 619 225 350

Europe 335 597 125 375

Asia 181 619 200 500

Total 1014 1821 800 1525

Benchmark for Technical support- Y10

Company A Company B Company C Company D

Latin America 300 690 225 400

North America 500 740 225 400

Europe 350 685 125 400

Asia 300 786 175 400

Total 1450 2901 750 1600

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Appendix R Industry benchmark for Advertising Expenditures Y6-Y10

(in millions)

Benchmark for Advertising-Y6

Company A Company B Company C Company D

Latin America 150 174 650 675

North America 1100 131 500 675

Europe 1000 701 200 300

Asia 500 596 900 225

Total 2850 1602 2250 1875

Benchmark for Advertising-Y7

Company A Company B Company C Company D

Latin America 150 343 350 700

North America 1000 662 250 700

Europe 1000 605 200 300

Asia 550 676 450 900

Total 2700 2286 1250 2600

Benchmark for Advertising-Y8

Company A Company B Company C Company D

Latin America 200 305 275 1200

North America 700 690 260 700

Europe 700 395 150 500

Asia 450 752 350 900

Total 2050 2142 1035 3300

Benchmark for Advertising-Y9

Company A Company B Company C Company D

Latin America 150 494 275 1200

North America 700 690 260 700

Europe 700 494 150 500

Asia 450 752 350 1200

Total 1590 1980 1035 3600

Benchmark for Advertising-Y10

Company A Company B Company C Company D

Latin America 500 900 225 450

North America 700 790 250 450

Europe 650 537 225 450

Asia 450 718 259 450

Total 2300 2945 959 1800

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Appendix S

Industry Benchmark for Entry-Level Price Y6-Y10

Benchmark for entry-level price-Y6 [Industry Average]

Company A Company B Company C Company D

Latin America [161] 165 139 170 170

North America[161] 165 139 170 175

Europe [160] 165 139 170 163

Asia [156] 165 139 160 145

Benchmark for entry-level price-Y7 [Industry Average]

Company A Company B Company C Company D

Latin America [167] 160 142 185 180

North America [166] 150 137 190 185

Europe [161] 150 139 190 163

Asia [148] 160 138 150 145

Benchmark for entry-level price-Y8 [Industry Average]

Company A Company B Company C Company D

Latin America [175] 160 152 188 200

North America [160] 150 145 190 155

Europe [173] 175 148 195 175

Asia [154] 160 144 165 148

Benchmark for entry-level price-Y9 [Industry Average]

Company A Company B Company C Company D

Latin America[169] 150 142 185 200

North America [161] 135 141 190 176

Europe [160] 130 140 190 175

Asia [153] 140 140 155 177

Benchmark for entry-level price-Y10 [Industry Average]

Company A Company B Company C Company D

Latin America [147] 125 139 155 169

North America [147] 133 135 160 161

Europe [146] 130 139 155 160

Asia [147] 135 138 155 160

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Appendix T

Industry Benchmark for Entry-Level Warranty Y6-Y10

Benchmark for Entry Level Warranty-Y6 [Industry Average]

Company A Company B Company C Company D

Latin America [6m] 6m 6m 90d 6m

North America [90d] 6m 6m 6m 6m

Europe [6m] 6m 6m 6m 6m

Asia [90d] 6m 6m 90d 90d

Benchmark for Entry Level Warranty-Y7 [Industry Average]

Company A Company B Company C Company D

Latin America [1y] 1y 6m 1y 1y

North America [1y] 1y 6m 1y 1y

Europe[1y] 1yr 6m 1y 1y

Asia [6m] 1yr 6m 6m 1yr

Benchmark for Entry Level Warranty-Y8 [Industry Average]

Company A Company B Company C Company D

Latin America[6m] 6m 6m 1y 1y

North America [1y] 6m 1y 1y 1y

Europe [1y] 6m 6m 2y 1y

Asia [1y] 6m 6m 2y 1y

Benchmark for Entry Level Warranty-Y9 [Industry Average]

Company A Company B Company C Company D

Latin America [1y] 6m 1y 1y 1y

North America [1y] 1y 1y 1y 1y

Europe [1y] 1y 1y 2y 1y

Asia [1y] 6m 1y 2y 1y

Benchmark for Entry Level Warranty-Y10 [Industry Average]

Company A Company B Company C Company D

Latin America [1y] 1y 1y 1y 1y

North America [1y] 1y 1y 2y 1y

Europe [1y] 1y 1y 2y 1y

Asia [1y] 6m 1y 1y 1y

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Appendix U

Industry Benchmark for Entry-Level Number of Models Y6-Y10

Benchmark for model numbers Entry level-Y6

Company A Company B Company C Company D

2 4 4 3

Industry Average 3.1

Benchmark for model numbers Entry level-Y7

Company A Company B Company C Company D

3 4 4 4

Industry Average 3.8

Benchmark for model numbers Entry level-Y8

Company A Company B Company C Company D

3 4 3 4

Industry Average 3.5

Benchmark for model numbers Entry level-Y9

Company A Company B Company C Company D

4 4 3 4

Industry Average 3.5

Benchmark for model numbers Entry level-Y10

Company A Company B Company C Company D

4 4 3 3

Industry Average 3.3

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Appendix V

Industry Benchmark for Entry-Level PQ Rating Y6-Y10

Benchmark for PQ Entry-Y6

Company A Company B Company C Company D

2.5 2 2.5 2.5

Industry Average 2.4

Benchmark for PQ Entry-Y7

Company A Company B Company C Company D

2.5 2 2.5 2.5

Industry Average 2.3

Benchmark for PQ Entry-Y8

Company A Company B Company C Company D

2 2.5 2.5 2.5

Industry Average 2.2

Benchmark for PQ Entry-Y9

Company A Company B Company C Company D

2.5 2.5 2.5 3.0

Industry Average 2.5

Benchmark for PQ Entry-Y10

Company A Company B Company C Company D

2.5 2.5 3 3

Industry Average 2.7

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Appendix W

Industry Benchmark for Multi-Featured Price Y6-Y10

Benchmark for Multi-Featured price-Y6

Company A Company B Company C Company D

Latin America [430] 550 507 450 450

North America [427] 550 516 460 410

Europe [419] 550 500 450 375

Asia [419] 550 500 450 375

Benchmark for Multi-Featured price-Y7 [Industry Average]

Company A Company B Company C Company D

Latin America [517] 525 521 525 495

North America[503] 530 510 520 450

Europe [497] 525 523 545 395

Asia [510] 523 513 515 485

Benchmark for Multi-Featured price-Y8 [Industry Average]

Company A Company B Company C Company D

Latin America [601] 650 578 575 599

North America [555] 540 558 550 573

Europe [588] 650 573 550 578

Asia [554] 600 558 550 509

Benchmark for Multi-Featured price-Y9 [Industry Average]

Company A Company B Company C Company D

Latin America[551] 550 515 540 599

North America [534] 525 506 530 573

Europe [530] 500 513 530 578

Asia [539] 520 519 540 577

Benchmark for Multi-Featured price-Y10

Company A Company B Company C Company D

Latin America [508] 500 498 515 520

North America [504] 520 496 475 526

Europe [494] 500 500 475 500

Asia [519] 520 520 510 525

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Appendix X

Industry Benchmark for Multi-Featured Warranty Y6-Y10

Benchmark for Multi-Featured Warranty-Y6 [Industry Average]

Company A Company B Company C Company D

Latin America [6m] 1y 1y 1y 1y

North America [6m] 2y 1y 1y 1y

Europe [6m] 2y 1y 1y 6m

Asia [6m] 2y 1y 1y 90d

Benchmark for Multi-Featured Warranty-Y7 [Industry Average]

Company A Company B Company C Company D

Latin America [1y] 1y 2y 2y 2y

North America [2y] 2 2 2 2

Europe [2y] 2 2 2 2

Asia [2y] 2 2 2 2

Benchmark for Multi-Featured Warranty-Y8 [Industry Average]

Company A Company B Company C Company D

Latin America [2y] 2y 2y 2y 2y

North America [2y] 2y 2y 3y 2y

Europe [2y] 2y 2y 3y 2y

Asia[2y] 2y 2y 3y 2y

Benchmark for Multi-Featured Warranty-Y9 [Industry Average]

Company A Company B Company C Company D

Latin America [2y] 2y 2y 3y 2y

North America [2y] 2y 2y 3y 2y

Europe [2y] 2y 2y 3y 2y

Asia [2y] 2y 2y 3y 2y

Benchmark for Multi-Featured Warranty-Y10 [Industry Average]

Company A Company B Company C Company D

Latin America [2y] 2y 2y 3y 2y

North America [2y] 2y 2y 3y 2y

Europe [2y] 2y 2y 3y 2y

Asia [2y] 2y 2y 3y 2y

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Appendix Y

Industry Benchmark for Multi-Featured Number of Models Y6-Y10

Benchmark for Models Multi featured-Y6

Company A Company B Company C Company D

3 2 2 3

Industry Average 2.8

Benchmark for Model numbers Multi-Featured-Y7

Company A Company B Company C Company D

2 2 3 3

Industry average 2.5

Benchmark for Model numbers Multi-Featured-Y8

Company A Company B Company C Company D

2 2 3 3

Industry average 2.5

Benchmark for Model numbers Multi-Featured-Y9

Company A Company B Company C Company D

2 4 3 3

Industry average 3.0

Benchmark for Models Multi featured-Y10

Company A Company B Company C Company D

2 4 3 3

Industry Average 3.0

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Appendix Z

Industry Benchmark for Multi-Featured PQ Rating Y6-Y10

Benchmark for PQ Multi featured-Y6

Company A Company B Company C Company D

3 3.5 3 2.5

Industry Average 2.8

Benchmark for PQ Multi featured-Y7

Company A Company B Company C Company D

4.5 4 3 3

Industry Average 3.6

Benchmark for PQ Multi featured-Y8

Company A Company B Company C Company D

5 4.5 3 3.5

Industry Average 3.9

Benchmark for PQ Multi featured-Y9

Company A Company B Company C Company D

5 4 3 3.5

Industry Average 3.8

Benchmark for PQ Multi featured-Y10

Company A Company B Company C Company D

5 4 3 3.5

Industry Average 3.8

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