+ B Picture Perfect By: Tiffany Lu, Brittany Koper, and Natalie Lokker-Johns

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+ Earnings Per Share

+ Return on Equity

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+ Year End Stock Price

+ Image Rating

+ Strategic Vision The strategic vision for B Picture Perfect is to keep manufacturing costs as low as possible (while still maintaining at least a 2.5 PQ rating). This will also allow our company to keep our prices low. We wish to provide a quality camera at an affordable price in order to grow our market shares. Once our company has a comparable market share in each market we would like to increase the quality of the camera and, likewise, increase the price of our cameras in order to capitalize on a larger profit margin per camera.

+ Performance Targets Year 12Year 13Year 114 Earnings Per Share $6.33$6.75$7.25 Return on Equity 53.0% Credit RatingA-AA Image Rating Stock Price$73.10$75.00$77.00

+ Entry-Level Camera Strategy Our Company Strategy for our entry-level cameras was to offer a mid range quality product for a price lower than our competitors. We kept our PQ rating at a 2.5 but offered a longer warranty period (1 year) and had 5 models to choose from. In the later years we were able to bump our entry level cameras up to a PQ rating of 3 and were able to raise our prices without losing much of our market share. This helped our revenues grow which allowed us to give higher dividends (which ultimately lead to a 49.3% ROE in year 10).

+ Multi-Feature Camera Strategy Our strategy for our Multi-Featured camera was to offer 5 models with a PQ rating of 3 (or try to keep up with the industry average). We wanted to keep our costs as low as possible and offer a mid range quality product at a price lower than our competitors. This helped us increase our market share in each of the four global markets. Basically our strategy was to keep up with our competitors in terms of models, warranty, promotions, and PQ rating but offer the product at a much lower price to the consumer.

+ Production Strategy Our production Strategy was to keep out laborers well trained while slightly increasing their compensation (whether it was Wages, Bonuses, or Fringes) each year. We would also max out the number of cameras that we could produce at overtime instead of outsourcing. We felt that this would help increase the base wages of our employees while keeping in-house productivity as high as possible. We never really had the opportunity to increase our work stations but we did keep them 100% full during the entire simulation.

+ Finance Strategy Dividends: Our strategy in regard to dividends was to issue larger dividends as the years progressed. Near the end of the game we issued the largest dividends that the system would allow to try and up our position in the market. Debt vs. Equity: It was our goal to always repay any draw on our credit line that was taken in the 3 rd quarter plus some in the 4 th quarter. We wanted to stay out of the “red” as much as our company’s performance would allow. Stock Repurchases: During the first 6 years of the simulation we repurchased as many issues of stock as our company’s financials would allow. In the end, we ended up repurchasing 125 issues of stock.

+ Entry Level Competitors Europe-Africa Asia - Pacific Latin America North America

+ Multi-Feature Competitors Asia-Pacific Latin America Europe-Africa North America

+ Competitive Strategy Our biggest problem was our low Best in Industry score. We feel that maybe we were too conservative in this part of the game because we were trying to keep our prices and manufacturing costs as low as possible. In the end, we think that this could have been the thing that hurt us the most. We were always the “follower” in the industry. If another company would raise their warranty to 3 years then we would do the same but we were never the first to do any of this. With that being said, if the game were to continue we would definitely take more risks and be more aggressive in regard to the quality of the camera and the different promotions, warranties, marketing budget, etc.

+ Lessons Learned We learned that in order for a company to be successful in an industry they have to be willing to take risks and learn from mistakes made. In the first three years of the simulation we were very reserved and very hesitant to make any drastic moves or decisions. Our performance in the game was also the lowest during these three years. After the initial shock of the game wore off we were able to put together a successful strategy which involved taking many risks. It is also important to study your competition and see what they are doing. In order to compete against other company’s you need to be well informed of the product that they are offering and how it compares to yours. Keep yourself informed! Lastly, it is important to never take a risk that is outside of your financial means. Stay in the black as much as your strategy will allow. If you take risks in the black the end result (if they fail) is much less disastrous than if you take a financial risk with money from your credit line. Keep your investors happy!