Team Digby Final Team Project
Hye Zahid, Mary Lee-Talley, Cyrena Dowd, Shanda Taylor, and Robert DeLeon
Professor Rodney Cullifer
April 22, 2021
Table of Contents
Executive Summary 3
Company Organization 3
Industry Analysis 3
Detailed Results 3
Strategic Recommendations 3
Team Effectiveness 3
Team Charter Assessment 3
Company Organization – Hye
The primary goal of identifying and allocating responsibilities is to enhance team performance. Allocation of responsibilities promotes teamwork by encouraging members to contribute to the overall team goals as it helps clarify what is to be done and by who. Decision-making is vital for every organization’s success and is linked to the responsibilities delegated to each team member. We informed and familiarized the members to allocate the responsibilities to help develop a common point of understanding and agreement about our goals. Communication is a key player when it comes to executing responsibilities for decision-making. Our team considered the members’ availability to the responsibilities and the communication means available to them following our organization’s communication plan.
When we were allocating responsibilities for decision-making, our team identified all the tasks from the start to the end of the project. After identifying all the tasks needed to complete the project, we then identified each member’s personal, professional, and academic strengths and weaknesses. The responsibilities were allocated evenly amongst the team members while considering member’s strengths and qualifications, ensuring that team members agree on taking a specified allocated responsibility. We provided opportunities to individuals to give their feedback to the team members.
Digby Company has ideally positioned products in both market segments and maintains the highest customer survey rating in their primary product segment. Compared to other companies producing the same products, they rank second in terms of market share (Pattamaroj&Rompho, 2019). Digby also boasts of the highest market share of High-Tech products. Digby has strategic financial analysis with no emergency loans, and they have an effective TQM strategy to minimize overall costs. At Digby Team, they strive to offer products that meet customers’ ideal needs. Arguably this is evident with their product which is positioned in both segments of the market (Capsim Core, 2021). Digby has an effective marketing strategy with competitive pricing and effective promotion and sales budget.
Digby needs to assess how they build and anticipate their production capacity to meet the market demand for the segment the company is competing in. Through the lifecycle of the products, there is the need to accurately analyze and predict the market share so that they can be more successful. On human resources, Digby has not been utilizing workforce complement. For instance, Digby automation capabilities will be important to keeping cost down in human resources and streamlining production. More funds will have to be allocated for training and recruiting, and advance automation in the future (Capsim Core, 2021).
Digby has several opportunities with its ranking in the market share and contribution, and they can obtain additional market share in low and high segments. Notably, Digby is currently invested more in the low market segment. Therefore, they can utilize this strength by increasing the presence of their products in the low segment market, which can help build a strong customer survey. Digby has one of the best contributions’ margins compared to its competitors. For instance, they are close to Baldwin, and the rest of their competitors have lower contributions margins. Therefore, this is an opportunity to adopt competitive pricing on their products. Also, Digby has opportunities for new product innovations where they can create the products that the market desires. Arguably new product innovation appeals to the customer, and this will help meet the market changes in terms of the needs and demands of their customers.
Baldwin is one of the biggest threats because they are the highest contributors in the market share with above-average contributions margin and strategic financial analysis. Therefore, Digby must keep an eye on its competitors so that their marketing projections are correct and make the needed adjustment net. Andrews are the biggest threats in the market share for two products in the low-end segment. Ferris are also a threat in the market share for the low-end segment because they have eliminated products out of the high-end segment’s market. Therefore, in order to maintain their presence in the market and increase sales, Digby will have to perfectly position their product with competitive pricing (Capsim Core, 2021).
|● Highest Customer Service Rating
● Highest share in High-Tech Products
● Financial Analysis with no emergency loan
● Strategy to minimize costs
● Effective promotions
|● Build and anticipate production capacity
● Need to accurately analyze and predict
● Workforce Complement
|● Low segment marketing
● Adopt competitive pricing
● New product innovations
|● Team Baldwin- contribution margin and financial analysis
● Team Andrews for Low-end segment
● Team Ferris- Competitive pricing
In the smartphone sensor industry, there are four different types of smartphone sensors; the standard smartphone sensor, rugged smartphone sensor, smartwatch sensor, and other wearable sensors. Sensors are required in smartphones in order to get many of the features that the mobile phones have to offer. Some of the smartphone sensors are, but not limited to Accelerometer, Air Humidity Sensors, Barcode / QR Code Sensors, Fingerprint Sensors, GPS and Touchscreen Sensors. In our industry “Sensors are defined as devices or equipment, sensing different parameters such as fingerprint, pressure, temperature, and others” (Industry, 2021). This is an industry with growing demand as smartphones are expected to include newer and better technology by researching and developing over time.
In a 2019 study of the smartphone industry, it showed that the market size is expected to jump 5.5% for compound and annual growth rate by 2025. This is a 64.02 billion dollar jump in growth. The market growth for the standard smartphone sensor will go from 36,715.9 to 55,240 by 2026, the rugged sensors will go from 15,269 to 20,901.5, smartwatches will go from 11,658.3 to 17,328.5 and other smart wearables such as wireless headphones will go from 5,696.2 to 7,919.8.
There is a growing market for smartphone and device sensors meaning there will be competitive rivalry which is the first part of the porter’s five forces. Everyone will be competing to finish products first and at the best quality. The goal is maintaining our customer loyalty from previous sales who want to upgrade. Our pricing is for the high-tech end market meaning that we will have to compete with prices. The buyer has the power to go anywhere they want to get a product at a good price if the market is expanding. This is the threat of new entry; we have to use
R&D to find out what the competitors are offering and determine if we can compete with their prices without losing too much profit. There is always a threat of substitution when in a large market like this. If we decrease our sensor sizes and increase their performance, we can attract customers. The price we charge will be where we struggle to stay on the top side of the market. Threat of substitution causes lower profit margins due to the increased competition. As the supplier we do have power to make changes to keep us ahead though. We use the differentiation strategy to allow us to change between the high- and low-tech markets as needed. We can reduce production costs by increasing automation, meaning that we can lower the prices if we need to on the final product.
Detailed Results- Shanda
For Team Digby year one, 2021, was a year of understanding the sensor business, they set goals and tried to be strategic in the planning of the fields of sales, financials, profits, ROS, stock price, and worked to achieve positive and progressive star summaries. Here Team Digby will share with you the progression from year one, 2021, through 2029. The following data will hopefully show you the results of hard work and team cohesiveness. Each round will attempt to show you the positives and short falls of team Digby.
Round 1. For Team Digby year one was a year of understanding and putting into place what the team expectation was. Team Digby ended the year as follows.
Team Digby had an even share across the board with the competition. Year one was an even playing field for all which allowed the team to be strategic and evaluate the competition quickly. Before we get started, team Digby would like to break down each category to ensure that you know what contributes to each area of the business.
o Direct Material
o Direct Labor
o Inventory Carry
Sales – Variable Costs = Contribution Margin
Contribution Margin – Period Costs = Net Margin
o Oher (Fees/ Write-offs/ Bonuses/ Relocation Fee)
o Interest (Short term/ Long Term)
o Profit Shopping
Net Margin – Other = EBIT
EBIT – Interest – Taxes – Profit Sharing = Net Profit
ROS. ROS is Return on Sales. Return on sales is a ratio used to evaluate a company’s operational efficiency. This measure provides insight into how much profit is being produced per dollar of sales. An increasing ROS indicates that a company is growing more efficiently, while a decreasing ROS could signal impending financial troubles (Hayes 2020).
Team Digby has compiled some analytics that summarized rounds one through right.
What did team Digby do well and what did they do not so well? Team Digby was successful with increasing key areas of operations. Sales rounds one and two saw significant increases, by the completion of round two Team Digby was ranked number 2 in sales overall. The leading team was 10% over team Digby and the trailing team was 21% behind team Digby. In rounds 3-5 Team Digby took second place, unfortunately in round 6 Team Digby lost some momentum and fell to 3rd place amongst the teams but brought back the hard work and moved back to number 2 in round 7 as well as 8.
Let’s move onto financials. Of course, keeping expenses down is always a plus. With the increase in sales team Digby did see an increase in total variable cost and total period cost for a number of years, this can be seen as a negative. Within rounds one, two, and five, both categories saw an increase. Team Digby felt they pushed to ensure that expenses stayed consistent and for several rounds expense decreases helped to offset the increases they saw. Those rounds were round three, which saw a 1% decrease in variable costs and a 4% increase in period costs, round 6 that saw a 6% increase in variable and a 4% decrease in period cost, round 7 saw a 6% decrease in variable and a 24% increase in period cost, and for round 8 the team saw a 0% increase for variable costs and a 22% decrease in total period costs. The great positive was the round that saw a decrease in both categories. For round 4, team Digby was able to see a 3% decrease in total variable costs as well as a 4% total period cost. Overall, Team Digby felt they attained their goal of remaining consistent in their financials through each round.
Profits. As you see from the analytics, profits increased year over year as follows:
Team Digby’s biggest issues in the category of profitability is inconsistency. Team Digby would have liked to see stable profit increases year over year. Inconsistent profits showed inconsistent performance and Team Digby tried to maintain consistency but fell short at times.
ROS as explained before is return on sales. According to readings, ROS is larger if a company’s management successfully cuts costs while increasing revenue (Hayes 2020). ROS is one of the most useful business metrics in discovering long-term trends over the course of months or years. It can be quickly calculated; the ROS is highly valuable in tracking the efficiency of an operation over time (ROS). Team Digby saw this category as an important factor in understanding how well the team was doing. Year over year Team Digby successfully increased ROS maintaining a steady and positive ROS.
Last in the category of financials, we have stock price. Team Digby stock price through the years had a satisfying increase. Team Digby was happy with their progress in increasing their stock price. For year one, the stock prices started at $11.16 and Team Digby was able to increase their stock price by 820% to a value of $102.63.
Each round was measured by Star Summary Results. Each round the goal of each company was to achieve gold stars for each of the categories Sales, profit, stock price, contribution margin and emergency loan. Team Digby was successful in accomplishing 5 gold stars in all categories for all rounds except round 7. The team was disappointed in the loss of the gold star in sales for that round. The team has been happy with their final results and felt as though through achievements were valuable for the company.
Strategic Recommendations – Mary
Most of the research came from the Capsim textbook but we learned as each round progressed from the hands-on experience. Starting the simulation was rocky because the company was not sure what strategic plan would work. The strategy our company decided on was “Differentiation strategy with product life cycle focus”. By researching this strategy, the products can change from high tech to low tech over time minimizing the research and development cost. Our price is a little above average for the product and currently considered high tech, so we’ve continued to use this strategy.
The contribution margin is the percentage a company earns on the sale of each unit. We had some issues with the contribution margins not being enough and while researching, we found that to improve the contribution margin we needed to come up with some trade-offs per Capsim Core. With this information we were able to increase the contribution margin by increasing the sales and watching the variable costs we were able control the contribution margin and come out on top.
“RAISE PRICES: But fewer people will purchase at a higher price.
LOWER MATERIAL COSTS: This may make your product less attractive because it would need to be bigger, slower, or less reliable.
REDUCE LABOR COSTS: Increasing automation will cost money and can increase the length of time needed to update your products”
The goal is to make a profit by increasing sales from the year before through cash operations. While increasing sales we want to limit the funds we use or borrow so the company can thrive. Also, with using the strategy, the product will grow by marketing the right people to continue to purchase this product and trust our brand. In this phase we will grow capacity to meet what is forecasted for sales. For example, during the simulation our product price continues to increase, the profit is greater, and each round we will continue to try and gain more profit.
The five-market segment is traditional, low-end, high-end, size, and performance. Based on the high-end market the benefits are greater and so are the profits. In order to secure the future we decided the market segment would be the high-end market. We based our decision on knowing we can gain benefits of having products and profits. “For example, a competitor may begin to focus on either the low tech or high tech end of the market. In addition, any new product offerings or entry by a competitor into a market segment can increase the level of rivalry among the competitors” (Capsim. 2021). Also, continuing to use the high market the team focuses on giving the customers what they want in our products. In order to stay in the high-end market, we have made changes to the product over time and will continue to make changes for years to come.
Being able to provide products and/or services that consumers want to purchase is important to any business and being able to know your consumers is equally important. “Market research should also identify trends that may affect sales and profitability levels in the future” (Capsim, 2021). By doing so, the business can thrive for years to come. In other words, give the consumers what they want not what you want them to have.
Global Smartphone Sensors Market, By Smartphone Type (2019 Vs 2026)
Source: Market Research Future Analysis
The sensor market industry is continuing to research and develop newer and better sensors yearly and competition has increased in a race to develop the best and most reliable products. This market is expected to “surpass 64.02 Billion USD by 2025” (Heraldkeepers, 2021). This would be a 5.5% compound and annual growth rate (CAGR) from what the market was in 2019. Because the sensor market is considered to be highly competitive the market will expand over the years. Seeking market expansion by investing in research and development and cost-effective products is part of the competitive landscape. Key competitors “DYNA IMAGE Corporation (China), AG(Austria), Broadcom Inc. (AVGO (NASDAQ))(US), Epticore Microelectronics Co., Ltd. (China), Epson Europe Electronics GmbH (Germany), Innovacom (France), Everlight Electronics Co., Ltd. (Taiwan), Meggitt SA (UK), Melexis (France), Maxim Integrated (US), NEXT Biometrics Group ASA (Norway), Murata Electronics Oy (Finland), Sony Corporation (Japan), Omron Corporation (Japan), Samsung Electronics Co., Ltd.(South Korea), STMicroelectronics (France), Panasonic Corporation (Japan), and Vishay Intertechnology, Inc. (US) are companies involved in the betterment of the smartphone sensors market” (Heraldkeepers, 2021). The sensor market will continue to develop new products such as; rugged smartphones and wearables as it is an emerging technology. Coming up with new products will target the high-end and for the low-end customers they continue to make the smartphones simple and easy to use.
In order for our company to grow financially, we have kept up with the competitors on the high-end market and use the cash flow from operations. To keep our cost down and investors happy, the company did not borrow money or get any loans. We are able to make profit and keep the profit and our plan is to continue to grow. The sensors had high returns and no risk was made to harm the business. Another plan was to watch our spending on multiple platforms such as; performance, inventory, advertisement, and labor cost. Allocating the finances and taking minimum risk the goal was met and with other assets can continue to meet our goal. If for any reason we do not meet our financial goal we will look into other financial options such as; borrowing from the bank, seeking investors, or stock markets.
The long-term goal would be to increase sales yearly to secure the future of the company. With this goal, over time the company would make changes to the product and increase price as needed. We started by decreasing the size of the product and making it more reliable. Our short-term goal is to give our target customer what they need and by doing so, we were able to sell more products and develop a better product yearly. “The strategic plan to manage all the resources needed to meet customer demand for your product or service” (Capsim, 2021). By meeting the customers demand, we are able to increase price, sell more sensors, and maintain cash flow.
The sensor market is a growing market and our long-term plan is to grow our customer base and stay within the competitive market. “Market Research Future (MRFR) predicts the global sensor market size to reach USD 228.08 billion, registering a 6.22% CAGR from 2019 to 2026 (forecast period).” The sensor market competitive market will grow and to stay above the market Team Digby will concentrate on expanding locations, improving products, research and development investments.
We are working well as a team when we have our team meetings where we can ask questions and delegate teamwork out every week. We have five members on our team who all have different schedules, and some are in different time zones. Meaning that most of our meetings are having to take place late at night in order to ensure attendance. Every team member is assigned a duty to complete each week to ensure everyone is participating and all of the work is being completed in a timely manner. Everyone has contributed to our work in a professional, quality oriented, and timely manner.
However, communication has been a struggle since we are all on different schedules and some at different times. Some of our team members have jobs and children that need to be attended to making communication hard whenever they only have certain days and times they can openly communicate without interruptions. Everyone in our team has different weaknesses
and strengths making some of our team members have minor conflicts. This is where communication is crucial. We communicate primarily on a group texting thread when it can cause misinterpretation sometimes. We decided it was much better and easier to communicate with phone calls and video conferences in order to hear the tone in someone’s voice and to make sure no one misses details that are in the text thread.
For Team Digby the team charter did not see too many dramatic changes over the past 8 weeks our initial strategy was to follow a Differentiation strategy with product life cycle focus. We were able to stick with this strategy throughout the course of the project. We kept our product quality and price high and stayed high tech focused. We had trouble at getting our sales up at first because working on research and development took some extra attention which is why sometimes our sales gains did not jump up dramatically, but we still managed to keep our profits up by offering a quality product that customers would pay for.
With using the same strategy, the product continued to increase in performance which also raised our prices. This meant our marketing section also needed to focus more on high end customers that would buy our products. So, for our group this was a learning area for us knowing that we wanted to offer a reliable product while also risking the factor would fall out of range and desire for some customers.
When it came to the market segment our group fell into the High-end segment. We were more focused on making more profits off having a high-quality product. Therefore, we faced challenges getting our sales up in the early stages but ended up with satisfying sales and being one of the top teams in the simulations.
The Project Plan
Initially we tried to have meetings twice weekly to discuss the homework for each week and how to divide it up. The primary reason for adopting the approach was to ensure that the issues raised are promptly addressed within a week from their occurrence. Delayed response to issues or procrastination is among the most critical project management problems. It can either delay the project completion or derail the entire process causing premature termination of the programs (Kazerouni et al., 2017). As the weeks went on, we depended more on group text to discuss how we would complete the tasks and how to separate the responsibilities each week. We also used the team discussion to post some out, we also emailed the leader portions that needed to be combined on assignments. The weeks that we were overwhelmed we had collaboration meetings in the DeVry portal to cover work that needed to be accomplished.
Leadership played a key role in the last 8 weeks our group leader played a crucial role in gathering the group to discuss roles and by delegating roles when team members couldn’t decide out were busy with other engagements like work or families. This helped to ensure each week’s tasks were completed on time and that no one person was ever burdened with too much work.
|Log into Capsim||Team||Team||Team||Team||Team||Team||Team||Team|
|Competition Round 1||Mary
|Competition Round 2||Mary
|Competition Round 3||Mary
|Competition Round 4||Cyrena|
|Dry Run Presentation||Team|
Conflict Management Plan
For our conflict management plan, we were able to handle issues as the came up. our main issue was finding time to discuss at times that worked for everyone, especially with some members in time zones. Our group leader handled the issues to figure out everyone’ schedules to find times when all of us could discuss projects. Other than our group chat helped us communicate the best to avoid all having to log into DeVry to have discussions. When members of the group were behind because of work the team lead would reach out to them individually to check on them and make sure they were good for the week and were capable of fulfilling their portions.
The team rules were each followed and upheld by each member of the group we all made sure to check in on before Wednesday of each week. In the simulation we decided to change our rules so that only one or two people were making changes that way our company did not see any dramatic changes in the decision summary. The other change we made was to stop using DeVry discussion for day-to-day topics, we started a group text that made it more convenient and time proficient to discuss issues and questions.
Our team was able to meet all our ethical guidelines set up in our initial team charter. Our four key topics were Promise keeping & trustworthy, Commitment to Excellence, Accountability, and Time Management. Each team member held up their end and made sure to meet the expectations required of them even when it came to items like time management that was our biggest dilemma factor. The team successfully met all the guidelines which not only ensured us getting A’s on assignments but also made our company one of the most competitive and top performing in the simulation.
Critical Success Factors
When it came to factor in the simulation our group relied on technology and advertising in marketing to carry our key factors. We made sure to always have the top product with the most up to date tech thanks to our R&D department. Then it was up to our marketing department to bring in the sales and make profit.
As for the group success, communication and time management were the two main contributions to our success. Our group text helped us all be able to communicate and update each other where we were at on our portions during the week. Using our communication, we also found ways to manage our time to meet when things got hectic with homework requirements. We each had different life commitments going on, but everyone did their part to make time in their busy schedules to find time and contribute to the team and uphold their responsibilities.
CAPSIM. (2021). Intro to Business: A Primer, 2nd Edition, Capsim, Inc.
Capsim Core. (2021). Simulation Report – Round 8 (pp. 1-9). Retrieved April 17, 2021, from ww3.capsim.com/student/portal/index.cfm?template=reports.simulationReport
Calabrese, A., Costa, R., Levialdi, N., &Menichini, T. (2019). Integrating sustainability into strategic decision-making: A fuzzy AHP method for the selection of relevant sustainability issues. Technological Forecasting and Social Change, 139, 155-168.
Hayes, A. (2020, August 23) Understanding Return on Sales (ROS). Investopedia. Retrieved fromhttps://www.investopedia./terms//ros.asp
Heraldkeepers. (2021, February 19). Smartphone sensors market to surpass $64.02 billion valuation by 2025: KNOW COVID-19 Analysis: Dyna IMAGE Corporation, AG, BROADCOM Inc., Epticore Microelectronics Co. Retrieved March 18, 2021, from https://www.marketwatch.com/press-release/smartphone-sensors-market-to-surpass-6402-billion-valuation-by-2025-know-covid-19-analysis-dyna-image-corporation-ag-broadcom-inc-epticore-microelectronics-co-2021-02-19
Industry. (2021, February). Smartphone sensors market by type, size, growth and Analysis – 2026: MRFR. Retrieved March 18, 2021, from https://www.marketresearchfuture.com/reports/smartphone-sensors-market-8709
Kazerouni, A. M., Edwards, S. H., Hall, T. S., & Shaffer, C. A. (2017, June). DevEventTracker: Tracking development events to assess incremental development and procrastination. In Proceedings of the 2017 ACM Conference on Innovation and Technology in Computer Science Education (pp. 104-109).
Market Research Future. (2021, February 8). Sensor market to hit USD 228 billion by 2026 to attain CAGR of 6.22% | APAC region to spearhead the global sensors market. GlobeNewswire News Room. https://www.globenewswire.com/news-release/2021/02/08/2171162/0/en/Sensor-Market-to-Hit-USD-228-Billion-by-2026-to-Attain-CGAR-of-6-22-APAC-Region-to-Spearhead-the-Global-Sensors-Market.html
Pattamaroj, K., &Rompho, N. (2019). Disrupting Traditional Business Studies Testing by Internet-Based Simulation Game. In Neo-Simulation and Gaming Toward Active Learning (pp. 167-175). Springer, Singapore.
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