Final Report GLO BUS

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School

Toronto Metropolitan University *

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Course

200

Subject

Economics

Date

Jan 9, 2024

Type

pdf

Pages

Uploaded by DukeMouse3629

Table of Contents ❖ Review of Financial Performance 3 ➢ Annual Total Revenues 3 ➢ Annual Earnings Per Share 3 ➢ Annual Return on Equity 3 ➢ Annual Credit Rating 4 ➢ Year-end Stock Price 4 ➢ Annual Image Rating 4 ❖ Strategic Vision 5 ❖ Performance Target Forecasting 5 ❖ Company’s Competitive Strategy in Action-Capture (AC) Cameras 5 ❖ Company’s Competitive Strategy in Unmanned Aerial View (UAV) Drone 6 ❖ Competitors’ Analysis 7 ❖ Strategy to “Out-Compete” Closest Competitors 7 ❖ Lesson Learned 8

Review of Financial Performance

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Strategic Vision To be the world’s most successful and biggest Drone and Camera producing company. Successful in providing our customers the convenience of our products built on the latest technology. Will continue to provide the high quality products with extraordinary customer experience to enlighten the limitless possibilities that CAMDRONEZ beholds in the future. Performance Target Forecasting Camdronez Inc forecasting were to constantly follow its trend of growth and outgrow by two dollars of the forecasted EPS and ROE, or attempt to fall within the 50 cents barrier of the forecasted EPS and ROE of that year. On top of that the team behind Camdronez Inc attempted to reach the forecasted EPS and ROE each year, increasing the credit rating and keeping it constant throughout the year and the next is difficult while maintaining a minimum of 70 as an image rating. Later on meeting the new minimum of a credit rating of A plus and an image rating of 75, the company’s ROE and EPS would fall within the forecasted range of 20 cents or lower in order to meet the minimum. Ultimately the end goal for Camdronez Inc to fall within the targeted forecasting was to attempt to be as high as the forecasted investor expectations or to be higher while attempting to keep the measurements positive. This would not help us acquire a big chunk of the market in the foreseeable future but also help us in mating the current growth rates. Company’s Competitive Strategy in Action-Capture (AC) Cameras Camdronez Inc started off their strategy by making a cheaper affordable product in order to increase profits in years 6 and 7. To increase profits to give leeway to be able to invest money in R&D, their employees and advertising for the product. As the company grew they increased the

product's quality as their net revenues increased to give out a better product. Better products with enough capital helped us increase net revenue, profits, EPS and ROE. As Camdronez Inc increased their products' quality, the number of retailers and wholesalers increased. By year 9 to 12 Camdronez invested more into advertising based on the region, investing approximately 1500 to 1700 more on North America's advertisement budget and pricing their wholesale prices as fair as they could in order to meet consumer demand and prices, and increase profit and revenue. Pricing each region based on their projected retail stores and unit demand. In the end the whole marketing strategy was to slowly increase our products quality in order to maximize retailers and advertisement to sell more products and increase our statistics. Company’s Competitive Strategy in Unmanned Aerial View (UAV) Drone Camdronez Inc started off their strategy by producing an affordable lower/medium quality drone in year 6 and 7. Focusing on the AC cameras quality more than the drones, the quality stayed nearly the same throughout the years with minor upgrades but given a 1 year warranty on them. Since the Drones were selling through online retailers with less demand than the AC cameras, Camdronez Inc decided to maximize profits without spending too much money on the drones. Camdronez Inc did not want to increase quality on the drones with minimal increases to the EPS, ROE, Net revenue, ending cash and profits. Drones in the regions North America and Europe had a greater unit demand and a greater amount of online retailers willing to carry Camdonez Inc product line than Asia-Pacific and Latin America. The decisions based on the numbers for each region led to increasing budgets significantly for North America and Europe and focusing more on those 2 regions while maximizing profits without spending too much on the other 2 regions. By the end, our strategy of having medium quality drones throughout the years maximizing

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profits without spending too much and focusing on mainly 2 regions did help Camdronez Inc meet the expectations and requirements set by their investors. Competitors’ Analysis Throughout the years that Camdronez Inc was active the organization has faced many rivals but one of the main rivals for Camdronez Inc was Electronic Arts company. The company has managed to continually stay competitive and ahead of Camdronez Inc and other rivals such as B company and Aktion Technologies. Electronic Arts company has a greater investor expectation score, best in industry score and overall better score than most companies within the industry, while the gap within the two organizations are not too significant it is shown that Electronic Arts company and B company have similarities. The similarities being having a better performance than Camdronez Inc and overall being more financially stronger. The impact that our competitors, mainly Company B and Electronics Arts made on the market was a bit more accurate due to their extensive analysis of the market. Investment into R&D in the initial years was a very smart move pulled off from these companies that disrupted the market from the very start. This single move made them acquire the market in a faster sense than we did but we learnt from our mistakes and did the same in the upcoming years. Also the consistently that these companies maintained over the years in terms of fulfillment of CSR responsibilities (especially Aktion Technologies) was an excellent move.

Strategy to ‘Out-Compete’ Competitors Camdronez Inc strategy to stay ahead of the competition was to maintain current company’s performance, by maintaining these performances the company was successfully in the top 3 of the leaderboards within the industry. Another strategy to outcompete Camdronez’s competitors was to match the performances of the companies that were constantly operating ahead or along with Camdronez Inc. To make the company fundamentally stronger, more investment into R&D will be done in the upcoming years and dividends will be provided to the existing shareholder to retain the current shareholders and attract more to the firm. This will automatically attract more finances to the company. Diversification of products and uplifting the customer service quality will likely be our future move to make our company globally competitive and out perform in our industry. Expanding market area by outsourcing our products in the international market will give us global advantage over the others, this will only increase our customer base but also help us build a further strong base for the firm. Lessons Learned We have learned several techniques and strategies about what a manager of a company should and should not do to become a financially successful company. When pricing products, a great deal of research should be done first before putting the product on the market. In the simulation, when changing prices other factors will change as well such as the net revenue, the return on equity, and many more. Also, one of the most important lessons we learnt was taking decisions during the times of high pressure when our company’s investment into R&D was resulting in a huge dip in the EPS and ROE of the firm. We as managers also learnt the importance of EPS, ROE, Image rating as well as Credit rating to the firm.

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