ELITE ilet, alet

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• ELITE (i-let?, a-let?)
• Function noun
• pl. elite or elites
• Etymology French élite, from Old French eslite,
  from feminine of eslit, past participle of eslire
  to choose, from Latin eligereDate 1823  
• The part cream of the crop b. The
  of a group or class, enjoying
  status c. The best or members of a
  group

choice
best
superior
most skilled
2
Ying Huang
Jeffrey Kao
Lisa Kimura
Yong Chae Song
Derek Taketa
Linda Wong
3
Overview

• Company Mission
• Justification
• Company Performance
• Errors Made and Lessons Learned
• Regression Analysis
• Strategic Analysis
• Positioning Strategy
• Product Portfolio Analysis
• Tactical Marketing Plan
• Evaluation and Control Mechanisms
• Conclusion

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Company Mission

• We provide high quality, high technology, and
  customer-oriented products in the electronic
  entertainment industry at a competitive price. We
  strive to be the leader of quality products in
  the industry while maximizing the return on
  investment of stockholders.

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Justification
Company Mission Justification Company
Performance Errors Made and Lessons Learned
Regression Analysis Strategic Analysis
6
Company Performance

• Profitability
• Market Share
• Sales Volume
• Quality
• Cost of Production

7
Profitability

• Seasonal Variation

• New competitor Panasony in CVE industry
• 280 increase in storage costs
• Poor forecasting for SSL1

8
Market Share

• Decreased advertising budget by 30,000
• Lowest in quality but high end pricing
• Reactive mode
• Time allocation
• RD budget

9
Sales Volume

• Lowest advertising
• Little time allocated
• Least no. of sales people

10
Quality

• Below industry average

• Reactive Mode

11
Cost of Production

• RD dollars invested

• Cost of Production effect (Yo-yo)
• Economies of scale
• Experience curve

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Errors Made and Lessons Learned

• Not aggressive in RD
• Should have been aggressive from the start
• Took competition lightly
• Should have been more proactive
• Changed content in SSL2, confusing customers and
  lowering awareness
• Should maintain consistency with strategies

Justification Company Performance Errors Made
and Lessons Learned Regression Analysis
Strategic Analysis
13
Regression Analysis

• Background on selection
• Goodness of Fit Tests
• Partial Explanatory Power of Predictor Variables
• Residual Analysis
• Sales Forecast

Errors Made and Lessons Learned Regression
Analysis Strategic Analysis Positioning
Strategy
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Data Matrix-CVE 1
Errors Made and Lessons Learned Regression
Analysis Strategic Analysis Positioning
Strategy
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Correlation Matrix
Errors Made and Lessons Learned Regression
Analysis Strategic Analysis Positioning
Strategy
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Selection of Predictor Variables
Errors Made and Lessons Learned Regression
Analysis Strategic Analysis Positioning
Strategy
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Goodness of Fit

• R²
• Adjusted R²

Degrees of Freedom observations
parameters 9 12 - 3
Errors Made and Lessons Learned Regression
Analysis Strategic Analysis Positioning
Strategy
18
F- Statistic

• F-statistic right skewed
• Reject- Ho ?1?20
• 1-? confidence level
• Independent variables influences sales

? 0
F 30.61
Errors Made and Lessons Learned Regression
Analysis Strategic Analysis Positioning
Strategy
19
Standard Error

• Smaller the standard error the better
• Not the norm but a reasonable fit

SER lt 10 of Mean of Sales ? of sales
12574 1744 13.8
SER lt 33.33 of Standard Deviation Standard
Deviation 4408 1744 39.5
Errors Made and Lessons Learned Regression
Analysis Strategic Analysis Positioning
Strategy
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Expected Signs
-
Sales ?o ?1 (AC) ?2 (SI) e

• Expect AC to be negative
• Expect SI to be positive
• Expect Negatives
• Competitor Price
• Competitor Sales Force
• Competitor Quality

Errors Made and Lessons Learned Regression
Analysis Strategic Analysis Positioning
Strategy
21
T-statistic

• Indicates SI is sufficient
• Reject the Null- Ho ?2 ? 0
• Accept H1 ?2 ? 0
• ? 0, 100 confident

? 0
?2 57307
?0
t 7.38
Errors Made and Lessons Learned Regression
Analysis Strategic Analysis Positioning
Strategy
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Coefficient Interpretation
Sales ?o ?1 (AC) ?2 (SI)
e Coefficient
14,900 -104,137 57,307
SEC
55,393
7,760 t- statistic
-1.88 7.38
p- value (?)
.09 0

• AC increase 1 million, decrease in sales by
  104,137.
• Ceteris Paribus

Errors Made and Lessons Learned Regression
Analysis Strategic Analysis Positioning
Strategy
23
Residual Analysis

• No Heteroskedasticity

Errors Made and Lessons Learned Regression
Analysis Strategic Analysis Positioning
Strategy
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Sales Forecast Pd.13 CVE1
Sales ?o ?1 (AC) ?2 (SI)
e
14,900 (- 104,137) (.16)
57,307(.23) e 11,418.69
sales
Errors Made and Lessons Learned Regression
Analysis Strategic Analysis Positioning
Strategy
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External Analysis

• Customer Analysis
• Competitor Analysis
• Market Analysis
• Environmental Analysis
• Social Cultural Trends
• Technological Trends

ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
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Customer AnalysisTST E-Vision
ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
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Customer AnalysisCVE E-Graphics
ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
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Customer AnalysisSSL E-Tag
ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
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Competitor Analysis (I)
ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
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Competitor Analysis (II)
ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
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Competitor Analysis (III)
ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
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Competitor Analysis --Summary

• Innova spent the least on Advertising
• Global has the highest quality for CVE
• Athena has the highest quality for TST. Athena
  is our strongest competitor based on the overall
  performance.

ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
33
Market Analysis

• The Big Picture
• By 2002, consumer electronics ranked as the 6th
  industry (World Trade Magazine, 2002)
• The home networking industry will grow
  significantly in the next few years
• Cross the billion dollar revenue mark (Home Toys,
  1999)
• TST Market
• Home theater is todays hot application (Zalud,
  2002)
• HDTV sales in US hit 1.4 million units (Hein
  2002)
• CVE Market
• Household ownership of camcorders increased by
  50
• Sales had gone up approximately 1.4 million
  (Thibodeaux, 2001)
• SSL Market
• Gaming centers are rising in popularity (Enders,
  2002)
• The video game business is poised for record
  growth (Enders, 2002)

ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
34
Market Analysis

• Social/Cultural Trends
• Cocooning
• Stay closer to home following September 11th
• Increased home entertainment (Hein, 2002)
• 24-tainment
• Entertainment as a drug"
• Needing constant entertainment from every device
• (Gig news, 2002)
• Cyclical Trends
• Shift to more home entertainment in the coming
  years
• ( Aguirre, 2001)
• Violence Video Games
• The issue of rampant violence depicted in video
  games (Hogster, 2002)

ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
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Market Analysis

• Technological Trends
• Improved image processing technology (Levy, 2000)
• High performance networking of digital device
  (Liebmann, 2001)
• Increasing trend in the various smart device
  technologies (Gines, 2002)
• Personal video recorders, brings PC technology to
  TV (Prior, 2000)

ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
36
Internal Analysis

• Performance Analysis
• EPS, ROTA, ROE, NPM, SATO, RE
• Market Share
• Quality Index
• Cost of Production
• Expense Ratio
• Portfolio Analysis

ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
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Performance at a Glance
Pay more attention to our competitors
ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
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Performance Analysis

• EPS, ROTA, ROE and RE rank high consistently
• NPM Dropped in Period 3, rebounded in Period 12
  (increase product price)
• SATO Decreased since Period 2, indicating
  inefficiency in using our assets

ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
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Market Share

SSL captured the largest markets share since
Period 2.
ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
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Quality

Q-TST In Period 7, quality dropped to the
lowest. Q-CVE Quality tends to decrease over
time. Q-SSL Highest quality throughout the 12
periods --- Effective R D and clear ad message
(stress on more feature with quality)
ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
41
Cost of Production

TST Highest cost of production from Period 2 to
5, Improve in Period 8 CVE Maintain
consistently since period 4. SSL In Period 9, 10
and 11, cost of production decreased due to
better quality.
ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
42
Expense Ratios

Sales/Adv Period 3, 10, 11 and 12, less sales
generated per dollar of adv. expense Sales/SF
Increased in Period 10 (commission rate from 1.8
to 1.9) Sales/Prom In Period 8, the most
effective use of adv. SF as a whole
ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
43
Market Analysis
5 Leaders1 H SSL22 VS CVE1,SSL32 S CVE2
,TST3
4 Followers2 VH? CVE3,TST22 VHx SSL1,
TST1
5 Gainers
4 Losers

• Market Size and Growth
• The home networking industry will grow
  significantly in the next few years to cross the
  billion dollar revenue mark.

ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
44
Closing the Strategic Gap

• Take advantage of our strengths
• Continue to apply the premium strategy on each
  product
• Maintain high quality of SSL
• Harvest SSL, providing cash and resource
• Capitalize on specific opportunities
• Build share TST and CVE to expand market share
• Invest in R D to improve the quality of TST and
  CVE
• Improve EPS through effective monitoring of
  advertising and sales forces size

ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
45
Positioning Strategy

• Region 1

Analysis Strategic Analysis Positioning
Strategy Product Portfolio Analysis Tactical
Marketing Plan
46
TST

• Period 1
• Started price too high
• No Quality differentiation

• Period 4
• Price Leader and Improving Quality (100
  to101)
• Constant quality with all except Global Technology

• Period 8
• Raised price and no increase in quality (101)
• Lowest industry quality
• All Competitor (102)

• Period 12
• Raised quality to be constant quality
  (103) with all
• Except Athena (Quality Leader 105)

Analysis Strategic Analysis Positioning
Strategy Product Portfolio Analysis Tactical
Marketing Plan
47
TST

• Achievers
• Abundant Resources
• Upscale Taste

• Move to Premium
• Improve Quality
• By Increasing R D

Analysis Strategic Analysis Positioning
Strategy Product Portfolio Analysis Tactical
Marketing Plan
48
CVE

• Period 1
• Started price too high
• No Quality differentiation

• Period 4
• Price Leader and no increase in Quality (100)
• Lowest Quality w/ Athena.

• Period 8
• Slight price rise and increase in quality (101)
• Lowest industry quality w/ Athena (101)

• Period 12
• Raised quality to be constant (102) with most
  competitors
• Except Global
• (Quality Leader 103)

Analysis Strategic Analysis Positioning
Strategy Product Portfolio Analysis Tactical
Marketing Plan
49
CVE

• Achievers
• Abundant Resources
• Upscale Taste

• Move to Premium
• Improve Quality
• By Increasing R D

Analysis Strategic Analysis Positioning
Strategy Product Portfolio Analysis Tactical
Marketing Plan
50
SSL

• Period 1-8
• Started price too high
• No Quality Increase
• Consistent w/ competitors

• Period 12
• Dramatic Quality Increase
• Quality Leader (105)
• No other competitors increased quality

Analysis Strategic Analysis Positioning
Strategy Product Portfolio Analysis Tactical
Marketing Plan
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SSL

• Experiencers
• Youth
• Restricted Income
• Some High Tech

• Move to High Value
• Lower Price
• Sustain RD

Analysis Strategic Analysis Positioning
Strategy Product Portfolio Analysis Tactical
Marketing Plan
52
Product Portfolio Analysis

• Check Internal Balance
• Look for Trends
• Evaluate Competitors
• Consider Other Factors
• Target Portfolio
• Check Financial Balance

tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
53
Moderately Strong Diversified Portfolio
Check Internal Balance

• 5 Leaders

• 1VH (SSL2)

• 1VS (CVE1)

• 1S (SSL3)

• 2VS (CVE2, TST3)

• 4 Followers

• 1S? (CVE3)

• 1VS? (TST2)

• 1Hx (TST1)

• 1Sx (SSL1)

• Majority Are Leaders

• Followers Diversified

53
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
54
WAGR lt MSGR
Check Internal Balance

• WAGR 6.97

lt MSGR 15.49

• Not Growing to MSGR (45)

• Simplistic
• No Long Term Debt
• Dividends
• Cost of Debt

54
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
55
Normative Positioning Map
Check Internal Balance

• 5 consistent SBUs

• 3 Gainers
• (TST3, CVE1, SSL3)

• 2 Losers (TST2, CVE3)

• 4 Inconsistent SBUs

• 2 Gainers (SSL1, 2)
• Loser

• 2 Losers (TST1, CVE2)
• Gainer

55
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
56
Ideas for Improvement

• 1st Priority
• Move all sick leaders (TST3, CVE1, 2, SSL3) to
  healthy leaders
• More Cows (Security)
• High competitive threats
• Dont want to lose Leadership

56
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
57
Ideas for Improvement
Build Share

• TST3 VS to H
• Shares Leadership
• Price leader
• Above average growing Industry (14)
• Has room to gain
• Has industry Advertising Average

57
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
58
Ideas for Improvement

• CVE2 VS to H
• Defense (Leader)
• Growing Market (10)
• Price leader (443)
• Highest Market Share (26)
• Above Industry Advertising Awareness

Build Share
58
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
59
Ideas for Improvement

• CVE1 S to H
• High advertising awareness
• (107 vs. 103)

Build Share

• SSL3 VS to H
• Moderate leadership in maturing industry

59
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
60
Ideas for Improvement

• 2nd Priority
• TST2, CVE3
• Too far from competitor
• High growing industry

• 3rd Priority
• TST1, SSL1
• Non-growing industry
• Too far from competitor

• Increase Market RD

60
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
61
Trends

• 4 positive trends
• SSL1,2,3
• TST3

• SSL1,2,3
• Quality index 105
• SSL2
• 29 RMS while IGR 50
• Seen as premium product
• with high price/high quality

• TST3
• Increased budget for
• sales promotions
• High price strategy

tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
62
Trends

• 5 Negative Trends
• CVE1,2,3
• TST1, TST2

• CVE1,2,3
• Did not compensate
• entry of Panasony into
• CVE market
• Cost of production higher
• than NAEM

• TST1
• Did not spend enough
• on broadcast advertising
• Warranty content not
• effective
• TST2
• Went for high price in per. 12
• Wrong advertising content

tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
63
Ideas for Improvement

• Harvest SSL2
• Build Share CVE1,2,3
• Has highest ad awareness and are current
  market share leaders

tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
64
Ideas for Improvement
Buildshare TST1 TST2
65
Evaluate Competitor- Athena

• Check Internal Balance
• WAGR lt gt MSGR
• Normative Position
• Trends
• Normative Trends
• Insight Derived

65
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
66
Athena-Moderately Diversified Portfolio
Check Internal Balance

• 3 Leaders

• H TST1

• VH TST2

• H TST3

• 6 Followers

• 1VH? CVE2

• 1VS? CVE3

• 2 Hx SSL3, CVE1

• 2 VSx SSL1, SSL2

• All leaders Healthy

• Followers Diversified

66
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
67
Athena-WAGRltMSGR
Check Internal Balance
WAGR 6.85
lt MSGR 15.87

• Not Growing to MSGR
• (Athena 43

lt Elite 45)
67
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
68
Athena-Normative Position
Check Internal Balance

• 5 Consistency

• 2 Gainers (TST1, CVE1)

• 3 Losers (SSL1, 2, CVE3)

• 4 Inconsistency

• 1 Gainer (TST2)
• Loser

• 3 Loser (CVE2, TST3, SSL3)
• Gainer

68
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
69
Athena-Trends Years 1-2 2-3

• 6 Negative Trends

• Lost 3 Leaders
• (SSL2, 3, TST3)

• SSL2
• VS to VSx
• (0.48)

• 3 Positive Trends
• (TST1, 2, CVE2)

• TST2
• VS to VH
• (.38)

69
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
70
Athena-Normative Trends
4 Inconsistent

• TST2

• TST1

• CVE2

• CVE3

70
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
71
Insights Derived
Lacks Strong Portfolios
71
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
72
Other Factors

• Social/Cultural Factors
• The trend of cocooning (Hein 2002)
• September 11th, increased home entertainment
• (Gain, 2002)
• Technological Factors
• TST
• Interactive entertainment (Gines, 2002)
• Integration of different devices (Gines, 2002)
• CVE
• Analog technologies to interactive digital format
  
• (Harmon, 2000)
• SSL
• Virtual Environment (Enders, 1999)

ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
73
Alternative Strategy

• Objective
• Strategy

ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
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Objective

• Maximize our product portfolio while constantly
  Improving cash-in Balance.

ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
75
Alternative Strategy

• 5 leaders but 4 are sick
• Harvest SSL2
• Mature Market
• IGR decreasing
• Big Leadership

• Build Share
• (CVE1, 2, SSL3,TST3)
• Want to maintain Leadership
• Too close to competitor
• CVE2, TST3 in growing industry
• SSL3, TST3 Has leftward momentum

Increase RD
ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
76
Strategy

• 4 Followers
• Build Share (TST2, CVE3)
• In high growing industry
• 2nd Priority
• Negative trend

• Hold Share (TST1, SSL1)
• Too far from competitor
• Non-growing industry
• Negative trend

ssons Learned Regression Analysis Strategic
Analysis Positioning Strategy Prod
77
Cash Flow Analysis
tegic Analysis Positioning Strategy Product
Portfolio Analysis Tactical Marketing Plan
78
Tactical Marketing Plan
tegy Product Portfolio Analysis Tactical
Marketing Plan Evaluation and Control Mechanisms
79
Tactical Marketing Plan

• Target Market
• Product Strategy
• Pricing Strategy
• Promotion Strategy
• Distribution Strategy

tegy Product Portfolio Analysis Tactical
Marketing Plan Evaluation and Control Mechanisms
80
VALS Indices
tegy Product Portfolio Analysis Tactical
Marketing Plan Evaluation and Control Mechanisms
81
Target Market
tegy Product Portfolio Analysis Tactical
Marketing Plan Evaluation and Control Mechanisms
82
VALS 2 Indices
tegy Product Portfolio Analysis Tactical
Marketing Plan Evaluation and Control Mechanisms
83
Target Market

• Affluent Empty Nest Achievers
• Ages 45 and older (www.adsite.washpost.com)
• Children have gone off to college
• Subgroup of baby boomers and account for 30 of
  its pop. (Raymond 2000)
• Estimated spending power of 1 trillion
• Avg. household spending of 50,000 (American
  Demographics 2002)
• View their homes as the most important status
  symbol (Grimm 2000)

tegy Product Portfolio Analysis Tactical
Marketing Plan Evaluation and Control Mechanisms
84
Affluent Empty Nest Achievers

• Needs
• Products to simplify their lives
• Purchase motivations/behavior
• Seek value for their money
• High prices not a big deterrent (Ingram 2001)
• Purchase products that convey quality, status,
  and style (Grimm 2000)
• Not as brand loyal as younger generations
  (Francese 2002)
• Media Behavior
• Heavy users of online services and radio
• Not heavy TV watchers
• Reads 3.8 magazines regularly
• 37 of market segment reads newspaper daily

tegy Product Portfolio Analysis Tactical
Marketing Plan Evaluation and Control Mechanisms
85
Product Strategy

• Luxury product
• Shopping good
• Consumer friendly
• Easy to read universal remote
• Free delivery and installation
• Extended warranty
• Customer service availability

tegy Product Portfolio Analysis Tactical
Marketing Plan Evaluation and Control Mechanisms
86
Pricing Strategy

• Skimming strategy to maintain niche market
• Top-ceiling pricing strategy
• Price adjust to industry demand
• Price Inelastic
• No discounting
• Terms of Payment
• Payment in full or monthly payments with standard
  APR of 19.99
• If customer pays full amount in 180 days, finance
  charges waived

tegy Product Portfolio Analysis Tactical
Marketing Plan Evaluation and Control Mechanisms
87
Promotion Strategy

• Push/pull strategy combination
• Media emphasis

tegy Product Portfolio Analysis Tactical
Marketing Plan Evaluation and Control Mechanisms
88
Promotion Strategy

• Furnish all Hilton Hotel suites with E-Visions
• Objectives
• Establish long-term partnership with Hilton
  Hotels
• To increase brand awareness
• Enhance brand equity through association with
  Hilton

89
Promotion Strategy

• Customer Appreciation Day (selected cities)
• Location Hilton Hotels
• Media Send formal invitations out to previous
  Elite customers by using our database, allowing
  for 1 guest
• Catch
• Serving gourmet appetizers and wine.
• First 100 guests receive free EliTees.
• Prize giveaways and drawings
• Objective To increase awareness, generate word
  of mouth advertising, and maintain customer
  loyalty

90
Promotion Strategy

• Our Partners

91
Distribution Strategy
tegy Product Portfolio Analysis Tactical
Marketing Plan Evaluation and Control Mechanisms
92
The Delivery 30 Spot 12/3/02
93
Click!
94
The Next Day
Knock Knock!
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The End
111
Evaluation and Control Mechanisms

• Reports Sales, Quality, EPS, NAEM
• Apply Regression Analysis
• Adjust TMP

alysis Tactical Marketing Plan Evaluation
and Control Mechanisms Conclusion
112
Conclusion
Thank You!
sis Tactical Marketing Plan Evaluation and
Control Mechanisms Conclusion