Sabre Strategy Paper

We evaluated our company’s position in the industry, and found ourselves in an excellent starting position to further develop our products and match them to the industry’s needs. Our market share is adequate and we can advance further with our strategy improve and reposition our products in the coming years. We have underutilized capacity, which we intend to improve, while increasing automation to reduce costs. We have plans to improve our promotion to improve product awareness and with the appropriate product lines we will increase price to improve margins and better align our high-end product image. Our current financial position is optimistic, showing our leverage (Assets/Equity) at 2.0, when our goal is to maintain 1.5-2.0 overall. By utilizing the analysis tools we are learning what elements are driving demand, how to effectively tailor our products through R&D, how best to adjust our marketing and pricing, while lowering input costs, in order to improve margins and to ensure our stakeholders are all satisfied.

In this phase we became more selective to the market we were targeting. Unfortunately this came a little to late as we had to start everything from scratch.

In determining our initial strategy, we knew that we wanted to focus on the product that would be most profitable and key in on features that are important to the customer. Looking at product sales in 2008, the NiMH sold 28.0 M units and the Ultracapacitor sold only 4.3 M units. Based on these sales, the NiMH generated $280.3 M and the Ultracapacitor generated $86.2 M. In addition, when reviewing the Income Statement, the NiMH produced a profitable contribution in the years 2006 through 2008. The Ultracapacitor, on the otherhand, produced an unprofitable contribution during the same timeframe. Based on these figures, we decided to focus on the NiMH.

An article called “, Knowing When To Reinvent,” was composed by three company leaders, one being a CEO, to inform other company leaders about potential fault lines that have caused many companies to have downfalls. However, to prevent economic downfalls, the authors compiled a list of the downfalls and how to avoid them. Many companies have taken what seemed to be drastic measures to be successful in a changing marketplace. The thesis outlines the five fault lines within the article which are: customer needs, performance metrics, industry position, business model, and talent and capabilities (Bertolini et al., 2015).

Accordingly, “major new-product development activity was replaced by incremental product line extensions” (p.56) that resulted in a major revenue stall. The premature core abandonment cause is illustrated with the Kmart example. While the company was investing in a range of unrelated businesses searching for growth, Wal-Mart developed effective distribution and inventory systems. Kmart’s management failed to monitor and match these systems and fell far behind its rival. Hitachi’s example illustrates the talent bench shortfall. One of the leading causes of the stall was the company had executive management that lacked capabilities.

The sabre (cavalry sword) is the oldest crucible steel weapon in Eastern Europe, originating in the medieval period. However, it can be argued that it first appeared in the early crusades. The Cavalry sword was first documented in the 18th century (1686). It is still used by the Household cavalry. Hungarian light horseman (hurrsars) is the main cause that the cavalry sword became well known throughout Eastern Europe. Hussars derived the weapon from the Oriental Scimtar, which is a curved sword that originated in the Middle East with examples dating back to the 9th century.

All of the items in the list provided by marketing are impact descriptions of a risk event, i.e. the risk that would face the company if they lose their market leadership competitive edge. The marketing team is giving reasons for the company’s downfall in the effect that they lose their ground to the competitors. The marketing team in the list portrays an unattractive future for the company. The list testifies the company’s potential lose their marketing approach of ‘low-cost, high quality’ and inevitable ‘future layoffs.’ Also, as an impact on these results, the company will have to share their secrets with vendors with accurate proprietary information. According to the marketing team, Luxor will still possibly remain strong in applications

Hence, it is hard for me to recover in that situation. I only reached the cumulative profit of -10.48M for the first time I played. Reasons contributed to the results are many. Firstly, I did not have clear position at first and did not stick to my long term plan; I managed to innovate in both the NiMH and also the UC technology. External environment changes also affect the sales and profit significantly. For example, the Lithium-ion battery producers made the price deduction influenced the price I offer to my customers. The other difficulty I faced is that customers preference changes are hard to predict. For instance, the customers’ increase of importance of recharge time has led to my investment in desired energy density not generating deserved customer preference. Even worse, the constant price reduction request made my company profit shrink. The challenge is that it is almost impossible for me to innovate in the two area to try to maximum my sales for all the customers. Clayton Christensen’s disruptive innovation theory also explains my failure experience, that is: every company that has tried to manage mainstream and disruptive business within a single organisation failed. The next time I play, I will nurture the disruptive UC technology in an separate entity and try sticking to a long term plan. I should manage the two technologies separately. Another important lessen learnt was that once decide a plan or a strategy, keep sticking to the strategy

Changing security environment is more critical and dangerous for the UK and national interests. No country is capable to tackle all the challenges alone. Strong partnership is always more important. The Strategic Defense security Review fixes the vision to secure the United Kingdom with the international influence. We create strategic relationships with the countries and act a leader in global organization such as NATO and the UN. The SDSR -15 express the most critical atmosphere where threats to the UK are growing. The main pressure is instability, violence and the deteriorating of the rules based global order leading it harder to achieve. It created three principles that are;

Throughout the performance of the different quarters, it was an up and down process. When first starting out we had little knowledge of what was going on during the first quarter simulation. However, as time progressed we became better at understanding the numbers and our sales. Our first objective was to pick a well-rounded target segment where we could make brands based on their needs. We choose the “Workhorse” segment as our first target segment. We created our first brand, which, was the “Mosaic Tech 1”. We priced it at about $2500 with a rebate of 799. The reason for the high rebate was because of the misunderstanding of what the rebate was and why it customer’s wanted a lower rebate. From there we created a brand that would sell fairly poor with our target segment. This gave our competitors an upper hand in the market at the time. Mosaic Tech computer (the first model) sold only 516 units. This only generated for about 980,400 of sales revenue. We lost 616,393 due to the cost of goods sold. This resulted in us having a gross margin of 338,207. We lost more money than we made in the first quarter.

How to operate on a day to day basis (Meet organizational objectives) and no business model whether revenues and costs make viable business sense.

Jim Collins and his research team of 20 compared and contrasted how many companies made the leap to greatness and how other companies didn’t. Based on bundles of evidence and a large quantity of data, he and his team uncovered how

The Security Strategy of the United States has marked similarities and differences to the Security Strategy of Europe. This can be effectively traced to the similarities and differences between the two cultures themselves, particularly in the cultural factors of religion, modernization, ethnicity/nationalism, and geography. The US and Europe have different responses to the modernization of warfare from traditional (ships, armies, tanks, aircraft) to

They then put forward most frequent flaws and the lessons learned one by one. The first flaw is ‘the company cannot support the fast growth’. They take an example of product ‘Mosquito Magnet’ to discuss it. They state that it happened because company (American Biophysices) focus was not in right direction as it was more tilted towards product R&D. The result of this is when company realized that there product became a top selling product they decided to expand, their production and quality dropped, consumer went angry and product went off from the market. To avoid this flaw one should have comprehensive plan before hand to accommodate any certain and uncertain circumstances.

Luxor Technologies saw their business almost quadruple between 1992 and 1996. The company’s success was largely attributed to its technical community’s strength that was second to none at that time. Luxor was the technology leader and that came with its benefits. However, by the fall of 1996 Luxor’s fortunes began diminishing. Competition was increasingly catching up quickly due to major technological breakthroughs. The Marketing team estimated that, Luxor would become a technology “follower” rather than leader by 1998. Luxor realized that it was facing a risk of market loss and leadership loss saves to the loss of revenue. The company became aware of the risk and that something should have been done. They hired a consultant in risk analysis