Debriefing : CRED

Casey Conklin, Roberto Castillo, Eli Rogers, & Dinel Carvajal

Marketing Plan Strategies

Markets: Expand to different markets (larger and smaller), and regionally as well

Offices: Work towards opening at least two offices in one region

Segments: Continue to target two primary segments and expand to target one additional

Research and Development: Develop new features that will appeal to current and future target segments

Plan Deviations

Offices: Opened new offices in every possible location

Segments: By the end of Q8, targeted four total segments (instead of three)

Brand Development

● Appeal to needs and uses of consumers● Differentiation strategy● R&D investment Q5

RoadRunner:RoadRunner Vamp

PowerPro:PowerPro Cutter

vs. PowerPro Work

SmartStyle

Brands & Judgement

Original Brands: PowerPro (Workhorse) / RoadRunner (Traveler)Performance Q4

Brands & Judgement

Performance Q8

SmartStyle (Innovator): 83%

RoadRunnerVamp (Traveler): 79%

PowerProCutter (CostCutter): 80%

PowerProWork (Workhorse): 76%

Brand Demand

Performance Q8

Sales Channel Locations

Q1- Q3: Americas (Chicago), APAC (Tokyo)

Q6 : Americas (Chicago), APAC (Tokyo), EMEA (Paris, Warsaw, Abu Dhabi, Johannesburg)

Sales Channel Locations Contd.

Q8 : Americas (Chicago, Toronto, Mexico City, Sao Paulo) APAC (Tokyo, Shanghai, Mumbai, Sydney) EMEA (Paris, Warsaw, Abu Dhabi, Johannesburg)

Sales Force

Q1-Q3: 10 sales people across 2 regionsQ8: 297 across 3 regions in 12 sales locations

Sales Force Training/Promotions:1) Training Program ($750 per employee) 2) Demo Kit ($200 per employee)3) $400 BONUS for top third of employees across all regions and for all brands

Advertising StrategiesDesign- Combination of highlighting top uses and benefits. Q8 Top Rated Ads

PowerPro Cutter (CostCutter: 72)

RoadRunner 2Go

(Traveler: 72)SmartStyle

(Innovator: 70)

Advertising Strategies

Placement:1) Less local, higher regional inserts until Q8(Q8 - 116 Local / 128 Regional)

2) Top 3-4 regional advertising mediums for each segment

3) Remain competitive in number with Cognate Technologies Inc.

Pricing and Production

Pricing developmentProduction as a function

Price vs Demand

Performance (Goal vs Actual)

Goal: CC .20,INNO .10, MERC .20, WORK .35, TRAV .27, TOTAL .25Q3-Q8:CC .34,INNO .20, MERC .17, WORK .25, TRAV .23, TOTAL . 24Q8:CC .70,INNO .43, MERC .24, WORK .45, TRAV .38, TOTAL .44

Performance (Goal vs Actual) 2

Operate in at least 6 (12) markets

Refund initial investment plus 200% (162%)

Operate with a 50% (37%) gross margin

Division Profitability

Operating Expenses

Net Profit for Division

Cumulative Net Profit for Division

Accounting and Finance: Quarter 9

Significant Learning Points "AHA"

● Assuming one brand could target two segments

● Timing of opening offices● Other segments could be interested in a

product even if it's not built specifically for them

● Changes in strategy need to be made from an earlier stage of the emerging business

● Majority vote may not be the most effective decision making strategy

● All areas of business are interconnected

What Went Well

● Brand development● Predicting elasticity of demand● Timing of opening sales offices :First

mover advantage● Making use of market research

Competitive Outlook

● Large cash reserves● Operating in every market and office● Producing for 4 out 5 segments with

competitive ratings● Would need to invest in Research and

Development to move into first place

Questions?

Comments?