Maximize production for both cameras, by 10%, in order to assure no shortage of cameras in retail inventory
(see associated financial graphs in Appendix A) Grow Revenues, EPS, ROE, Image rating, Stock Price and Credit Rating enough to withstand a competitive market. Keep the same position, in relations to competitors moves, adjusting prices and P/Q ratings accordingly To remain stable and consistent through out the simulationīe consistent with decision making, never increasing or decreasing decisions one way or the otherĭo an external analysis of competitors moves, before determining ours Maximize retail representation in all three avenues Maintain a higher Image Rating than competitors Remain market leader in every country for Entry-level camera, while growing market share in Multi-feature cameras Increase market share in AP and LA where sales are weaker O High per unit spending on core components
This was achieved by offering a differentiated, high end multi-feature camera, offset by a low cost leader entry-level camera. In order to offset the cost structure of the multi-feature camera, a low cost structure for the entry-level camera was implemented.
Our overall objective was to determine the correct mix and balance of camera components, which enabled the most favorable outcome in the competitive arena. A clear strategic plan was set out in the beginning, and adhered to throughout the course of the simulation.
