globus - hummingbird
DESCRIPTION
Glo-Bus global business strategy simulationTRANSCRIPT
DIARIESKetaki|Megha|Neha|Sugan|Team|Yash
VISION & MISSION
VisionTo be the global leader of the Innovative Digital
Camera Industry
MissionProvide Quality Entry Level & Multi Featured
Cameras by motivating our employees to deliver at their highest potential while also
having a strong sense of CSR.
Trial – The game begins…
OBSERVING COMPETITION OBSERVING COMPETITION
The game begins before first round
How competitors do?
What decisions went well?
What decision went wrong?
HERD MENTALITY
D-Company was the best
Everybody will learn:
What D did?
How D did?
Why D did it?
And follow suit
The Rise of
Hummingbird
BUSINESS STRATEGY
BUSINESS STRATEGY
We are in business to make
MONEY
PRODUCT STRATEGY
PRODUCT STRATEGY
Entry Multi
• Global best cost • Standard P/Q• Reasonable
price• 5 models• High R&D
PRODUCT STRATEGY
Entry Multi
• Global best cost • Standard P/Q• Reasonable
price• 5 models• High R&D
MARKETING STRATEGY
PRODUCTION STRATEGY
FINANCE STRATEGY
WHY DID WE DO
Entry-level
High model, Low quality, Higher price
To get higher profit margin
But lower market share
High price = above industry average
We refused to take part in price wars
Multi-Featured
High model, lower quality, lower price
Lower quality = higher profit margin
Lower price = bigger market share
First-mover advantage
Capitalize on the market share
Hummingbirdflying to the
TOP
Humming bird flying to the top
Winning strategy
Industry leader
Global top 100 best performing team
All good things
must come to an
end
The Fall of Hummingbird
What went wrong?
Myopic Vision – only Focussed on MF.
Poor planning - lost market share in EL.
Did not develop strategy to keep low Cost/unit for EL. - Forced us to keep a higher price
Our image rating was below our main competitors
Competition is heating up
Price War had begun in EL.
Big Drop in Quality, Huge Drop in Price
Competitors dropped both quality and price
Changing Market Dynamics
Changing market condition
Failed to adopt to the dynamic Market trend( Apple vs Samsung)
Unable to maintain 20% Market share in MF
Market share in entry dropped
Clash of opinions in boardroom
The biggest enemy lies within
Lower profit marginHigher volumeHigher market share
High profit marginLower volumeLower market share
HAMMERED!!!!
Poor Decision Making
Sales & profit drop by 47%
Image rating went crashing (33%)
Stock price go down (36%)
Team dynamics gone sour
Competitors laugh their ways to the banks
Lost Opportunities
Demand(000's of units) 97 92 46 84 64 66 54 39
Market Share 17.9% 17.0% 8.5% 15.5% 11.8% 12.2% 10.0% 7.2%
Final Result
#3 in Competition.
Overall Score of 98.
Overall Game to date Score of 99
Decision making process Chose Collaborative Effort to craft strategy
Assigned Functional Area Strategists
Jointly chose among strategic alternatives by evaluating Pro/Cons
Every Team Members buy-in was required
What we could have done better?
Failed to create Conflict Management System
For Year 10 - Conflict in Board Room
Resorted to Democracy.
Conflicting & Inconsistent strategic elements impaired firms performance
Competitors analysis
Entry-level
F & D- our biggest competitor
How they did it?
Low P/Q rating = Low production cost = Low price
Multi-Featured
F & B - our biggest competitors
Good P/Q rating at lower price
How did we beat them?
Best- cost leadership
Always stick to the plan
• Make Decision by Strategy
• Do not rely on Gut Feeling or Projection Numbers
• Have a Proactive and reactive Strategy
Leader today, irrelevant tomorrow• Never Relax in the game of Business
• Use Competitive Intelligence Reports to keep an eye on Competitors Strength & Weakness
• We were market leaders for first 4 rounds. We should have evaluated how our competitors were catching up to us.
Different region, different strategy
• Focus Decision Making on Geographical Regions
• We had same prices and same marketing prices for each region. Forex was the only reason for price change
To be the best, you need the best
• Invest in compensations, benefits and PAT training
• Improve productivity due to high incentive for reduced warranty claims ($2.5/ unit).
• Reduce absenteeism by giving highest quarterly bonus for attendance ($250/PAT member)
• To attract and retain the best employees.
Don’t depend on single source of income-Warren Buffet
• We were too dependent on multi-level segment
• Things may not go according to plan
• We couldn’t rely on entry-level
Don’t let finance control your business, use business to control your finance
• Finance was controlling our strategy
• We adjusted our decisions according to the financial projection
• We abandon long-term goals for short-term gains
What you can learn from us?
COMPANY/STATISTICS
NET SALES REVENUE
NET INCOME
DIVIDEND DECLARED RETAINED EARNINGS
A 1,328,439 64,353 8,647 55,706
B 1,695,374 144,153 17,488 126,665
C 1,283,218 104,241 36,755 67,486
D 1,446,558 123,083 56,600 66,483
E 990,544 57,744 23,886 33,858
F 2,033,440 163,175 76,276 86,899
G 1,414,503 73,185 23,320 49,865
H 1,423,306 159,509 11,343 148,166
Taking the learning beyond simulation
• Do not get comfortable with your current position, always strive for more.
• Respect opinions from every member of the team.
• Never take hasty decisions based on intuition.
Project Hummingbird
was a FAILURE!
We will rise again!
Thank you