CFO presents – internet expectations, circle/highlight key points, notable figures such as EPS, operating margins, overall results, state what market(s) can use improvement and why CMO – compare our results to that of our closest competitor, IE our strategy is higher prices/lower availability, Group H also offers higher prices but many more models, Declare what strategy was – CMO
Best cost was our strategy
CEO – compare results to that of our rivals. Where we are/ where we want to be . Discuss what we want to do with remaining cash on hand (investments), co managers action plan
Key issues and key actions
For private label – perhaps (revise strategy) focus on one region only
Increase maket share in latin America
Lower cost of goods sold in NA to increase operating profits
Have slides with pie charts showing what our competitive advantage is
Benchmark slides… highlight the improvements from year 15 to year 16
What are our biggest problems..
Declare what strategy was – CMO
Low cost, best cost, high differentation,
4.1 – Our worry was minimizing costs as much as possible so that we could have enough capital for revenues to invest in construction. We also did plenty investing in employee best practices training while increasing worker productivity. By putting our employees through best practices training, it helps with improvements in associated workmanship and production methods while helping with rejection rates. However, just like progressively spending with anything else, the benefits of progressively more training in the use of best practices are subject to diminishing marginal returns. It is also very important because it reflects the ongoing effort at a plant to ingrain the use of best practices in the work force.
Please join StudyMode to read the full document