GMS 200 Study Guide - Final Guide: Corporate Social Responsibility, Preferred Stock, Cost Leadership

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Published on 27 Feb 2015
School
Ryerson University
Department
Global Management Studies
Course
GMS 200
EXPRESSIVE FILMS
INDUSTRY 3 GLO-BUS REPORT
CO-MANAGERS
XXXX
DATE: TUESDAY APRIL 8, 2014
INSTRUCTOR: DR. SHAVIN MAHOLTRA
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TABLE OF CONTENTS
Contents
Review of Financial Performance ............................................................................... 1
Net Revenue ............................................................................................................................... 1
Earnings Per Share .................................................................................................................... 2
Return On Equity ........................................................................................................................ 3
Credit Rating ............................................................................................................................... 4
Stock Price ................................................................................................................................. 5
Image Rating .............................................................................................................................. 6
Strategic Vision ............................................................................................................ 7
Performance Target Forecasting ................................................................................ 9
Earnings Per Share .................................................................................................................... 9
Return On Equity ........................................................................................................................ 9
Credit Rating ............................................................................................................................. 10
Stock Price ............................................................................................................................... 10
Image Rating ............................................................................................................................ 10
Entry Level Strategy ................................................................................................... 11
Multi-Feature Strategy ............................................................................................... 13
Competitors’ Analysis ................................................................................................ 15
Entry Level Cameras ................................................................................................................ 15
Multi-Feature Cameras ............................................................................................................. 16
Strategies to Outcompete .......................................................................................... 17
Lessons Learned ........................................................................................................ 18
Appendix ..................................................................................................................... 19
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EXPRESSIVE FILMS
Page 1
Review of Financial Performance
Expressive Films has been able to make its mark in a highly competitive industry, we
were able to persevere through decreasing earnings in years 6 to 8. By implementing our
turnaround strategy in year 9 by learning about our competitors and quickly altering our short
and long-term strategies to meet market demand. The fruits of our labour yielded high
increases in earnings in years 10 and 11. In this section of the report, our company will use six
trends from the simulation to discuss our strengths and weaknesses.
NET REVENUE
Revenue growth is key to future company sustainability; in year 5 our revenue was
approximately $2 million. Our short-term strategy for the next two years was to invest in
research and development, camera quality and brand image. We put our efforts into producing
high-end entry level and multi-feature cameras, but neglected to invest in marketing. As a
result we saw decreases in year 6 revenues to $176 million (Appendix, Figure 1). In year 7 we
focused on improving marketing and warranty and saw our revenues increased to $197
million. In year 8 we continued to make minor improvements to our cameras and increased the
prices to reflect our quality, however the market gravitated towards lower end and low priced
models, once again our revenues decreased in year 8 back to $176 million. In year 9 we
shifted our focus on high quality/high price cameras to the best value for the dollar, allowing us
to increase our market share. Our revenue that year increased to $198 million. As we focused
on making our camera more affordable, we also had to shift from high end to low-end models
to reduce production costs, which resulted in high earnings of $274 million in year 10 and $278
million in year 11.
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