Executive Board Presentation: A Firm's Financial and Market Performance

Executive Board Presentation
Name:
Institution:
Introduction
The document provides a written report that documents the experiences I have acquired concerning different sectors of the company, and a summary of what I have discovered. I have used the data available to review the financial and market performance of the firm since inception to date. I have highlighted the key features of the strategy of the firm, and documented the evolution of the same. The components I covered are the overall corporate strategy, marketing, sales channel, human resource, manufacturing, and financial strategies. The document provides an assessment of the current situation of the company, which is inclusive of the market, competition, strengths, and weaknesses. In addition, the information includes a summary of the preparations of the firm to compete in the future, and the top three lessons I have learnt so far.
Financial and Market Performance
The firm has managed to gain proper establishment of the market, and has maintained good financial performance. The operations picked well from zero, and within the first two quarters, the firm was running two shops for sales. The marketing strategies the company chose have worked because the company has managed to introduce the product and achieve an encouraging response from the market. The reception continued to be favorable such that the firm decided to introduce new products that were more suitable according to the requests of clients, and replace the old products. The reception of the new products was also good, which was a sign that the firm had established firm ground in the market share, and had managed to produce quality and affordable products as the company intended to do. The observations are elaborate in the illustration of the strategies applied at every quarter of company operations.
The Strategy of the Firm
Overall Corporate Strategy
The firm targeted to become a leader in the market share, profit margin, and technology sections, and to become a high service provider in the market. We would be a fast follower, and initiate smart competitive moves. We intend to be the first firm to market our range of products, and become a low price product provider. Part of the process includes attacking the competition on their home ground. We have chosen to target the segments of recreation, mountain, and speed in bike production.
Marketing Strategy
Quarter one: The decisions we made for the marketing strategy were to ensure we build and defend our market position. We decide to focus on large and highly competitive segment, and smaller, less expensive geographical markets that were in the middle of the size/cost continuum. We decided to modify the brand by making changes according to the customer preferences we identified. The areas of importance included the base components, which were important in all three models of bicycles. In the bike frame, comfort was important in poise, rugged was important in beast, and aerodynamic in lightning. The carbon fiber material was important in all three models, and should be standard. The tires in beast should be of high grip quality, road and off road quality in poise, and of fast quality in lightning. The brakes in poise should be standard, precision in lightning, and standard disk in the beast model. The handlebars should be comfort straight in poise, power straight in beast, and aerodynamic in lightning. The gears should provide 7 speed in poise, 14 speed in beast, and 24 speed in lightning. The types of seats should be for all-purpose in beast, comfort in poise, and racing in lightning. Other components we noted as important were accessories, which should be present in poise as reflectors; decals as colorful thin brushstrokes in all three models; and shock absorbers in the front of the beast.
Quarter two: The company focused on the use of regional media for advertising. We spent 7,000 to advertise 2 poise model bikes on Health & Fitness Magazines; 4,500 to advertise 2 lightning and 3 beast models on Biking Magazines; and 8,000 on the advertisement of 2 poise bikes on General News Magazines. We have managed to have 9 inserts, and spent 48,483. The retail prices are 1,500 for lightning, 1,300 for beast, and 1,055 for poise. Each bicycle has a price rebate of 5, and the sales priority goes first to poise, the beast, then lightning models.
Quarter three: The company kept using regional media for marketing. We have spent 7,000 to advertise 1 of each model on Health & Fitness Magazines; 4,500 on 1 lightning and 2 beast bikes on Biking Magazines; and 8,000 on 1 of each model on General News Magazines. We also spent 10,000 for 1 poise on Leisure & Entertainment; 10,000 for 1 lightning and 1 beast on Sport Magazines; and 5,500 for 1 lightning model on New Ventures Magazines. The total spent on 13 inserts is 93,397. We have also incorporated internet marketing into the options for advertisement. The total quarterly cost spent on each model is 2,000 for lightning, 6,000 for beast, and 2,000 for poise. The total budget was 10,000. The price rebate for lightning and beast was 5, and 70 for poise, and the sales priority goes first to lightning, then beast, then poise. Quarter four: There was a modification of the brand through the introduction of a new model called Joy. The model comprised of the essentials of base components, a relaxed comfortable design for the bike frame, standard carbon fiber material, hybrid tires, standard disk brakes, carbon fiber riser for handlebars, 7 speed gears, and polymer gel comfort seat. The design also had reflectors at the front, back, spokes, pedals, and wheel rims for accessories; colorful thin brushstrokes for decals; an attractive plastic basket for use as a carrier; and shock absorbers at the front. The company introduced one more stream for advertisement in the regional media category. We have spent 7,000 to advertise 1 lightning, 1 beast, and 2 joy models on Health & Fitness Magazines; 4,500 on 1 lightning and 2 beast bikes on Biking Magazines; and 8,000 on 1 lightning, 1 beast, and 1 joy models on General News Magazines. We also spent 10,000 for 1 beast and 2 joy models on Leisure & Entertainment; 10,000 for 2 lightning and 1 beast on Sport Magazines; and 5,500 for 1 lightning model on New Ventures Magazines. We introduced an expenditure of 9,500 0n 1 lightning model on Business Magazines. The total spent on 18 inserts is 136,281. We kept using internet marketing for advertising. The total quarterly cost spent on each model is 2,000 for lightning, 6,000 for beast, and 6,000 for joy. The company also sent an extra 8,000 on social media campaigns for each model. The total budget was 38,000. The retail prices for the models were 1,600 for lightning, 1,300 for beast, and 1,300 for Joy. The price rebate was 35 for lightning, 20 for beast, and 40 for joy, and the sales priority went first to lightning, then joy, then beast.
Quarter five: The firm modifies the brand further through the introduction of two new models’ ambitious and pangolin. The two possess the essentials of base components, while the bike frame is rugged in pangolin, and aerodynamic in ambitious. The carbon fiber is standard in pangolin, and enriched in ambitious; the tires are high grip in pangolin, and aerodynamic in ambitious; breaks are precision in ambitious, and standard disk in pangolin; while the handlebars are rugged in pangolin, and aerodynamic in ambitious. Gears are 14 speed in ambitious, and 24 speed in pangolin; while the seat is all-purpose in pangolin, and racing in ambitious. Other features are decals in the form of colorful thin brushstrokes in ambitious and bright colorful styled segments and frames in pangolin; and shock absorbers of full suspension in the pangolin model. The firm has retained the use of regional media for advertisement. We spent 10,000 for 2 poise, 2 joy, and 1 pangolin models on Leisure & Entertainment; 7,000 for 2 poise, 2 joy, 1 ambitious, and 1 pangolin models on Health & Fitness Magazines; 4,500 for 1 ambitious, and 1 pangolin models on Biking Magazines; and 10,000 for 2 ambitious, and 1 pangolin models on Sports Magazines. We also spent 9,500 for 1 ambitious model on Business Magazines; 5,500 for 1 ambitious model on New Ventures Magazines; and 8,000 on 1 poise, 1 joy, 1 ambitious, and 1 pangolin models on General News Magazines. 176,004 was the total for 23 inserts. The firm diversified the amount spent on internet marketing. The total quarterly cost spent on each model is 2,000 for poise, 6,000 for joy, 2,000 for ambitious, and 6,000 for mountain. The social media campaign for each model cost 8,000; and there was no money allocated to the industry budget for paid ads. The total budget was 48,000. The retail prices for the models were 950 for poise, 1,150 for joy, 1,500 for ambitious, and 1,300 for pangolin. The price rebate was 40 for poise, 40 for joy, 35 for ambitious, and 20 for pangolin; and the sales priority went first to ambitious, then pangolin, followed by joy, then poise.
Quarter six: The firm has retained the use of regional media for advertisement. We spent 10,000 for 2 joy, and 1 pangolin models on Leisure & Entertainment; 7,000 for 3 joy, 2 ambitious, and 2 pangolin models on Health & Fitness Magazines; 4,500 for 2 ambitious, and 2 pangolin models on Biking Magazines; and 10,000 for 2 ambitious, and 1 pangolin models on Sports Magazines. We also spent 9,500 for 1 ambitious model on Business Magazines; 5,500 for 1 ambitious model on New Ventures Magazines; and 8,000 for 2 of each model on General News Magazines. 178,842 was the total for 25 inserts. The firm diversified the amount spent on internet marketing. The total quarterly cost spent on each model is 6,000 for joy, 2,000 for ambitious, and 6,000 for mountain. The social media campaign for each...