Baldwin's Business Plan 2015 PDF

Bynno Enterprise

Business Plan

Yeltsin Santana

Orlando Rivera

Narek Grigoryan

Becky Sagaas

Nicholas Wright

1

Business Plan Overview…3

Executive Summary…4

Vision Statement

Mission Statement

Our Strategy

Industry Overview…5

Five Forces Theory

SCP Model

Bynno’s Functions…6

Research and Development

Marketing

Production

Finance

Human Resource

Entering the Market…..7-

Practice Round 1 – 2014

Problems and solutions from previous rounds










Problems and solutions from previous rounds…





Table of contents

2

Entry Mode…..

Competition Round 1 – 2014
















SWOT Analysis & Conclusion

3

5

Business Plan Overview

Bynno Enterprise experienced different strategies in the search for the perfect

competitive advantage that will give our company success. Early in our beginning

years, we concentrated on being cost leaders, lowering our cost of operations to

have higher return in our profits. As our market developed, it was beneficial to the

company to shift from cost leaders to cost leader with product lifecycle focus.

By concentrating in this strategy, Bynno Enterprise will gain a clear competitive

advantage by distinguishing our products with an excellent design, at low cost

with easy accessibility. By using our knowledge in Research & Development, we

are able to develop top shelf products. As we generate demand for our products,

we will expand capability, while allowing our products distinguish themselves

from our competitors.

4

Executive Summary

Vision Statement

Bynno Enterprise is determined to be the superior cost leader in its industry. We will

not rest until we reach our ultimate goal. The future looks bright for Bynno

Enterprise as we look to capture our three most concentrated segments in the next

eight years, Traditional, Low End and High End. They will give us our greatest return.

Mission Statement

Through reliable products, for mainstream customers, we will offer high quality

products at an affordable price. We will provide excellent customer service, be

environmental conscious, and help our communities. Our primary stakeholders are

bondholders, stockholders, customers and management.

Our Strategy

Bynno Enterprises, having started from the ground up, has without a doubt been

faced with many obstacles. In order to overcome a vast set of hurdles, Bynno has

mastered the art of strategy and structure. Throughout our first eight years, we

choose to use the strategy of Cost Leader. This strategy no longer served us because

of a business decision. We were not capturing the market; so we changed to Cost

Leader with Product Lifecycle Focus. We were able to distinguish our target market

of the High End, Traditional, and Low End markets. Although we were having some

trouble in the first few years, struggling with competition, we learned from our

mistakes, which gave us experiences to continue to move forward. Taking our

mistakes and adjusting them, allowed us to become more successful as the years

went on.

5

Industry Overview

Five Forces Theory

The Five Forces Framework is described as a framework for industry

analysis and business strategy development. It comes from the idea of

Porter’s five forces that determine the competitive attractiveness or profit.

An "unattractive" industry is considered to be one in which the combination

of these five forces drives down overall profitability. In order for our

company to become “attractive,” we will continue to use the Five Forces

Theory to construct competitive advantage.

SCP Model

Structure‐Conduct‐Performance (S‐C‐P) Model is one of the most important

models for accessing markets. The first feature of the SCP model is the

structure of the industry, which includes a synopsis of our competitors,

diversity of products, and the cost of entry and exit. We use the S‐C‐P model

to analyze where firms could gain competitive advantage. Firm conduct

would be an analysis of our firm internally. Then our performance within the

industry would be analyzed as well. Changes should be made, if necessary.

6

The Function of Our Firm

Research and Development

Research and Development is one of the means by which businesses can

experience future growth, by developing new products or services, in order to

improve and expand. Our company highly depends on R&D for expansion of our

product line and market share. It develops the innovations needed to keep the

company ahead of the competition.

Marketing

The Marketing Department enables our customers to know who we are and what

we offer, by allocating the promo budget for customer awareness. They are also in

charge of many other functions, including setting prices, forecasting sales, and

allocating the sales budget for customer accessibility.

Production

The Production Department is responsible for organizing the production of

products including making schedules, maintaining labor hours, and ensuring that

all products are made and sent out to our customers on time.

Finance

The Finance Department is in charge of many functions, including bookkeeping of all profits and numbers to making strategic decisions. As a watchdog over the company expenditures, finance is in charge of reviewing all decisions. By doing so we can determined if we need to increase our capital, in order to increase our cash.

Human Resource

The Human Resource Department is in charge of recruiting and training of all

employees. Bynno’s HR is known for recruiting talented and culturally-diverse

people, who can bring their fresh ideas to foster a friendly, welcoming

environment filled with growth and prosperity.

7

The first round of the competition was the

most challenging for Bynno. Round One was very inactive for Bynno Enterprises, seeing that we

were still only getting to know ourselves and the system. We did not have a clear idea on what

routes to take. Everything was still very new to us.

The team decided to explore the new boundaries ahead. R&D focused only on one product,

Baker. The Marketing Department used the benchmark forecasting. The Finance Department

took out long term debt to boost our capital. Initially we performed poorly in other areas, i.e.

our customer awareness was very low.

Our company manage to capture 15.7% of the Market Share, we fail to capitalized even more,

because of lack of forecast and underproduction, we stocked out earlier than expected. A lesson learn

for the upcoming years.

The results of the First round

illustrate how the company

made a profit of $5,480,000.

This was great news for us, but

the only problem was our team

didn’t know how we got those

results. Our contribution

margins were not over 30%. We

are hoping to correct these

problems in the future. The

Capstone Courier suggests that

a contribution Margin over 30%

illustrates a healthy company.

Although our team earned 4 out

of 5 stars for overall company performance, the concept of the game was still hard to

comprehend for us. The first round results opened our eyes; and illustrated that we were very

“Green” and but needed to focus on making quality improvements. Because not knowing

what’s going on, will come back to hurt us in the future.

In year two, the team was still trying to figure

things out. To better understand the market,

Bynno’s R&D Dept. introduced a new product

Beer in the Size segment. We figured the product will be launched by the third year. As cost

leaders, we believed that the only way to keep profits up was to keep costs down. As a result of

that concept, we lost a great amount of capital totaling $1,684,834. The total market share for

Year 2014 –Round One Highlights

Year 2015 –Round 2 Highlights

14.9

15.7

15.8

13

20.5

20

Market Share

Andrews Baldwin Chester Digby Erie Ferris

8

the company decreased to 15%; compared to the 15.7% that we captured in Round 1. The

contribution margin was also atrocious, 22.9%. This is something we will fix in the future

rounds. From what our team understood, a contribution margin below 30% will give us

immediate loss in profit. This is why we have this great concern to understand how to correct

this problem.

Marketing - As a cost leader our focus was to keep sales high and marketing low, we

understood this as the best way to make a money. As the years progressed, if this strategy does

not benefit us, we will find other strategies to implement. Our forecast for this round was

horrible. The team was not certain on how to effectively forecast. Having a low promotion

budget led to no customer awareness, which made us have a bad profit.

Also a major dilemma occurred when two of our top three segments, Low & High End, stocked

out! This was extremely hurtful for us since we couldn’t capture more of the market share. We

lost our customers to other companies because we couldn’t keep up with the demand of those

products.

Production - The team

was still naïve, we did

not fully understand

what should be

produced. This year we

increased the

automation level of

the products, but we

did not buy capacity

for any products. This

error cost us big time,

this meant Beer the

new product was not

going to have any capacity.

Finance - We e decided to get bonds and sold common stock so that our future cash would not

be negative. Watching our cash balance at the end of the year was crucial for us, this way we

assure our company will stayed profitable and volatile in the market.

This round was a very enlightening one for Bynno

Enterprises. We learned slowly about our mistakes

and how to study the courier more in-depth. We

understood what competitors around us were doing right, as well as the mistakes they were

Year 2016 – Round 3 Highlights

Andrews, 12%

Baldwin, 15%

Chester, 19.40%

Digby, 14.40%

Erie, 15.10% Ferris, 24.20%

Sales


9

making. The contribution margin of the company made some progress, as it increased to 25.7%.

Our profits were almost positive, but we still failed with a negative profit of $912,085. The total

market share for the company continue to fall, now it was 13.5%. It seems like every year that

pass, we were falling into an abyss.

Researched & Development - A problem for Bynno Enterprises was the prediction in the fields

of customer requirements as well as demand for products. We are slowly getting better at

forecasting as the years go on. We tried to invest higher in order to try and meet the

requirements of our customers. For some reason we can’t figure out why our new product

Beer doesn’t lunch we have everything ready in the R&D department, but there’s still

something missing, hopefully later on

we will figured it out .No new

products were launched this year. We

decided to terminate the product

Buddy because it was under

producing by selling all the capacity

on it , as a result of the sale the

company took a hit in the market.

Marketing - As previously stated,

Bynno Enterprise began to forecast

better, as well as understand the

courier. By understanding and

deciphering the courier, we were able

to know what our sales needed to be. One mistake was keeping our promotional budget down,

which decreased customer awareness and hurt the business in virtually key areas.

Production - In order for our Beer product to launch we needed to add production capacity. We

forecasted the same as we did in Round Two, and increased automation.

Finance - In this round, we borrowed, as well as sold stock, in order to keep cash positive. We

had to be careful as the total liabilities increased to $66,106 million. We would like to avoid this

for future purposes.

0%

10%

20%

30%

40%

50%

Baker Bead Bid Bold Buddy Beer

Customer

Csutomer Awareness Customer Acessability

Customer Survey

10

In this year, Bynno had developed a new management structure with one CEO, a CFO and four directors: Marketing Director, Direct of Research & Development, HR Director, and Director of Production. Each director would find the solutions to their own department, ending with the final decisions made by the CEO. Our CEO educated our directors on the company’s strategy and what is expected for the directors to oblige to the goals of the firm. With the new CEO’s authoritative decisions our sales will increase, which gave light and hope to our company.

Sales are increasing but we have not yet made a profit

S

Sales were on the rise for each of our products, however since the 1st year of the practice competition we still hadn’t made a profit. The contribution margin came around this time with 32.1% but that wasn’t good enough we still took a loss of (-$1,017,493) The Team was doubting if the new CEO had it in him to take us to where we needed to go.

Finance- We continue to borrow and sell stock in order to keep our cash flow. In the positive side at the end of the year. Having a good cash position at the end of the year proves to be vital for the upcoming years.

Production During this period of production we increased capacity and order automation. We also sold all capacity of product “Buddy.” This is gave us a big lost in that segment but our company managed to survive.

Research & Development

In this round Bynno was still behind in the customer requirements area so we invested heavily on product specifications. Since the company made mistake early in the game it was still hard to make up.

Marketing

In this round our products were place at low price believing that it would drive sales and profits up. Later we would realize this was wrong. Because our competitors had even lower prices than we did. For some reason everyone wanted that low cost strategy.

TQM

We introduce Total quality management to our company and we did not receive the result we wanted in this round it actually cost more having TQM. For the nest round will allocate TQM where is needed the most.

$0$10,000

$20,000$30,000

$40,000$50,000

Baker

Bead

Bid

Bold

Buddy

Market Sales Last 3 years

YEAR 2 YEAR3 YEAR 4

Year 2017 – Round Four New Management

11

In this year we began to understand the relationship

between each department and the roles they have on

the overall growth and strength of the company. The

company finally came out of the negative profit and had a positive profit of $16,964,347! Finally we got

the contribution margin to 34.9%, this is the contribution margin we need to be successful.

Research & Development

At this point in the game

our company has come to

realize that we can no

longer maintain the cost

leader strategy. We decide

that we must instead shift

to the Product life cycles.

And we once again realize

that the demand of the

customers play an active

role on sale.

Now as we mature as a

company we understood

how to forecast better. Before the problem was we were having too much inventory leftover

now stocking out was the issue our three top products fail short once again because of

forecasting mistake we fail to capture more of the market, the company only manage to grab

21% which is a

good

substantiality

increase from

the previous

years .We also

see the effect

that price has on

the sales as well

as how much

promotion and

sales have effect

on sales. The

company go it

down so our

-100%

-80%

-60%

-40%

-20%

0%

20%

40%

60%

80%

100%$200,000.00

$100,000.00

$(50,000.00)

$5,000.00 $3,000.00 $90,000.00

Cummulative Profit


Customer Awareness

Customer Survey

0%

10%

20%

30%

40%

50%

60%

70%

Baker Bead Bid Bold Buddy Beer

62%56%

61%

35%

0%

24%

56%

64%58%

42%

0%

64%

32%

18%

5%8%

0% 2%

Customer Awarweness Year 2018

Customer Awareness Customer Acessability Customer Survey

Year 2018 – Round 5 Highlights

12

new product Beer will launch, under the promotion part of marketing Beer was needed to be

categorize as a size segment product in order to sale in the market and it finally lunch. The

customer awareness increased as well this help boost our sales. This time we invested in

Promotion budget which increase our overall customer awareness and accessibility.

Production - We now understand that we need to maintain an overall profit margin of 30% in

order to make a profit. The contribution margin is an essential part of a company to remain

profitable. Automation has a lot to do with our strategy the more automation we buy the less

cost on producing the item. This will maintain our strategy of low cost and low prices.

We went to the courier and found the correct way of forecasting using the formula given to us,

if we had sales of

1,100,000 we will

multiply the

amount by the next

growth segment

growth rate of 9.2

given us the almost

the precise

forecast.

1,100,000*0.092=101,200 the amount resulted from the calculation was added back to

1,100,000+101,200 = 1,201,200. Another key element we discover as well was that the

company needed to carry a least 1-3 months of extra inventory depended on which product it

was, if the business did not carry extra inventory we will stock out early and lose potential sales

and market share as well.

Finance - This year we continue to borrow and sell stock, we understood that we always

wanted to have cash at the end of the year, enough cash that our inventory will be covered just

in case something would go wrong with our predicted sales for the particular round. Each year

from this point on we understood we wanted to maintain our sales high and our variable cost

down in order to keep, the contribution margin in a locked down over the 30% threshold.

0

50,000

100,000

150,000

200,000

250,000

Balwind

Sales Variable Costs Contribution

SALES

Contribution Margin

Variale Cost

13

The Company’s stock also went up from the previous four years, this show great leadership and

versatility from our CEO to keep his word of returning us to top shape in order for us to be able

compete in this competitive industry. Bynno Enterprise stock also grew to 48.83 the highest it

had ever being since we started the competition. This look very promising for the company as

we in this year growth and every area that we previously were failing.

TQM - This time around we did not just add TQM

to any area of the company, the CEO carefully

reviewed the area’s most in need of total quality

management and allocated to each category

according to its need; this definitely gave us a boost

in key areas of the company this is why we did so

well in this round. The CEO and head of finance will

continue to use TQM for the following years to get

the best company performance.

CPI Systems $1500 Vendor/JIT $1500

Quality Initiative Training $1500

UNEP Green Programs $1,000

Quality Function Deployment Effort

$1,000

CCE/6 Sigma Training $1,500

Andrews, $38.50 Baldwin, $41.12 Chester, $40.12

Digby, $13.16 Erie, $16.58 Ferris, $25.36

Andrews, $31.15 Baldwin, $31.08

Chester, 61.38

Digby, $12.75 Erie, $1 Ferris, $11.84

Andrews, $34.32 Baldwin, $25.18

Chester, $54.81

Digby, $36.70 Erie, $18.01 Ferris, $13.55

Andrews, $58.41

Baldwin, $25.24

Chester, $35.09

Digby, $40.12

Erie, $34.56

Ferris, $14.21

Andrews, $97.13

Baldwin, $48.83

Chester, $19.40

Digby, $27.79 Erie, $54.98

Ferris, $40.71

$0.00

$50.00

$100.00

$150.00

$200.00

$250.00

$300.00


Stock Price Years 1 - 5

Year 1 Year 2 Year 3 Year 4 Year 5

Total TQM Expenditures

14

As we try to analyze our industry and customers we

realize that inventory cost can greatly affect us. As our overall company performance increases

dramatically we were not having issues, with the contribution margin. Round 6 is where the

company really started to come around we had a good understanding of each aspect of our

company and

how this practice

round were

supposed to

correctly be

competed, from

this round on

until the end 0f

the Round 8 our

company will

show the

highlights that

almost won the

practice round

for Bynno

Enterprise.

Round 6 show a

prominent round for us as our profit soar to an all-time high $22,911,857. The contribution

margin increase to 36.8%!

Researched and Development - We continue to keep up with the customer demands and

notice that there are fine lines we used to show where our product had a better chance of

surviving. From Round 6-8 we realized we were not to going to be able meet the ideal the

customer demanded, but what we did offer was great quality products, that were closed

enough to the ideal product that need to be at, after all we wanted to still keep out our strategy

of keeping production to a low cost.

Round 7 proved to be vital to us demonstrating that

we knew what we were doing with the company. The

company maintain its soldiery with healthy profits of

$21,964,926. The stock grew from $72.50 to $81.64. The contribution margin was 34.3% which

gave us great return on our sales we spent a lot of money in marketing to keep our products’

-100%

-80%

-60%

-40%

-20%

0%

20%

40%

60%

80%

100%

Andrews Balwin Chester Digby Erie Ferris

Column2

Column1

Profit 22,911,8 22,332,8 -3,519,8 -3,146,0 7,550,50 $25,142,

22,911,85722,332,865

-3,519,821 -3,146,019

7,550,508

$25,142,498

Profits Year 2021

Year 2020- Round 7 Highlights

Year 2019 - 2021 -Highlight

15

awareness and accessibility up. We maintain our strategy and expenditures from the previous

round to this year as well that’s why kept doing so well.

Marketing - We came to the realization in this round that $1,500 was the most effective budget

for sales and promotion, anything more than this value amount will only hurt our sales budget.

This also helped to keep our presence in the market relative. Marketing and forecasting goes

hand to hand if we do not get our customer awareness and accessibility over 50% we will not

sale our expected forecast. Marketing is the way to push a product to the market and

consequently profit will be the result.

Production - Forecasting has greatly improved in these rounds and has been more effective

than previous rounds. However forecasting was still hurting us having too much inventory

leftover can be costly. We believe it had something to do with product quality since with did

not manufacture the ideal product we were not selling the expected forecast. In the beginning

the problem was we were under producing now the problem was we were over producing.

Having too much inventory over was hurting us again of all the part we must enter decision

forecasting has proving to be the hardest.

Finance - We start to understand our roles in finance. The effect of borrowing and controlling

the expense gave us of view of how we can performed at the end of the year, that we still have

money left over for the following year

The final year gave us the final

statistics of how the company ended

up. We almost won the practice

years we came in second place

behind team Andrews, if we had read

the instruction from the beginning of

the game we would had done much

better even though we did not make

first place our company made a great

recovery and it show at the end.

Total sales rack up to $337,528,215 giving us the second place at the end of the competition.

The stock ended up at $106.88 we could had done much better but we will pick up in the

Competition to have a higher stock. The contribution margin ended up at 35.3%. For this round

we keep doing the same strategy from round 5 keeping our cost low and prices low to get the

customer attentions, expending 8,000 on TQM to help reduce cost and improve management

$535,705,830

$337,528,215

$117,377,123

$44,943,915

$232,790,274

$223,403,757

Sales by Team Rounds 8

Andrews Baldwin Chester

Digby Erie Ferris

Round 8 The Final Practice Year 2023

16

quality. The practice round taught our team how this game should be conducted and we will

implemented what we will learn in the competition rounds.

Finally the Competition round had begun we were

excited to prove how much we had learned in the

practice round and put it to work in the competition

rounds.

Researched & Development - This time we came with the idea that we were not going to make

the same mistakes as the practice round concerning R&D for each of our of product we went

with what the courier wanted for the ideal spot, but we also added the drift so our product will

end up at the perfect position at the end of year of revision costing us less the following year.

This year we went aggressive and lunch a new product called Bcardi in the High End segment

for the next year. The purposed we are doing the drift this year is because every year customers

demand increases, in performance and size.

Segment Pfmn Size

Traditional +0.7 -0.7

Low End +0.5 -0.5

High End +0.9 -0.9

Performance +1.0 -0.7

Size +0.7 -1.0

Marketing - Playing aggressive in marketing got us hurt in the first round, we thought that

having the product in the ideal spot we could go aggressive in forecasting in the first year we

calculated 125% on forecasting, because we were going to take over the market, big mistake

we made.

Production - Inventory left over killed us in all area even our contribution margin was low at

28.1%. We were shocked at what happen to us, but we realized in the first we can’t go so

aggressive.

Finance - Oh no! Emergency loan of $14,896,170 since the inventory destroyed our cash the

company went into an emergency loan which never happen to us before it happen where it

hurts the most. The Stock didn’t even come to life with a negative ($10.46). Profit loss of

$1,124,860.

We did horrible in the first live round we went in to aggressive wanting to get everything in the

market forgetting playing conservative in the first round is crucial. This cost us a lot we will look

into this problems we had, for next round we will fix this is issues.

Competition Round 1 - Year 2016

17

After recapping from our first year mistakes the

CEO took it personal and decided to put a stop

to this problem in this year 2017. The first year

Bynno Enterprise went into the market aggressively and our change of strategy will be to go

conservative for this current year as we don’t want to make the same errors again.

Researched & Development - For this current the CEO and the team of Directors did have to

R&D the product too much the total expenses were low at a $2,146 cost. The problem of the

first year was not R&D. We acknowledge customer were looking for our products they all ended

on the inside of their designated circles. The three segment Traditional, High and Low end

segment products of our strategy came in the top three in their segment against our

competitors. Following the drift has proven again vital strategy for our company.

Production - Inventory leftover was, 91 for Baker, 366 Bead, 97 Bid, 36 Bold, 0 Bcardi, and 0 for

Buddy. The total of the inventory leftover was 590 units. The contribution margin was above

30% the actual results 33.5%, the only product below 30% was Bcardi which will be fix for the

year, by increasing automation. Automation will play a significant role for as this will help us

decrease cost on producing the products. However we can’t increase automation too much as

it will increase our R&D lunched date, which will increase the time to produce, cutting us cost is

one thing but increasing waiting time is also devastating for us because the company will lose

potential sales.

Automation was increase for better production at less cost

Baker Bead Bid Bold Buddy Bcardi

5 7 4 4 4 4

Marketing - Right away from the mistake we made, the company had to cut back its risky

behavior of having aggressive forecasting. For this year if the company wanted result it had to

play conservative. The result for this year show we had inventory leftover of a total 590 units

because still we ha aggressive forecasting. This year prices were drop so it could accommodate

out low cost leader with product life focus strategy. The products customer awareness over

50% and the customer accessibility as well, our company spent $7,235 a little high for our

strategy but it had it be done now, than later to cost down on cost in the future years. On some

segments with underperformed with our performance. The potential was greater from high and

size segment and we missed to capitalized because we under produce the production. This will

be definitely fixed for next round as our mistakes only makes us wiser in this competitive

industry.

Competition Round 2 – Year 2017

18

The actual market share in

units Bynno Enterprise

capture was 19% to that of

18.4% we were supposed to

capture, the company

performed better than

expected and that’s satisfies

for now, even though we

could had done more

damage in the market we will

take the 0.6% increase.

The following year 2017 we will

increase this part of our company

even more. Having low customer

accessibility gives us poor results

in the sale. After all this is crucial,

when the customer knows your

product exist and is accessible.

The higher the accessibility the

higher sales is the perfect

correlation , but also our R&D

must be met, to have profitable

results , a low cost strategy we want to keep the cost down, but the CEO realize is impossible to

do so and make money we have to take risky investment to have results.

Finance

This time around for this year, the CEO

made sure we had cash leftover to

take care of the inventory to cover, in

case something went wrong , so this

time we didn’t have to take the

emergency loan like the first year.

Balance sheet show we had cash of

$24,072 leftover and the inventory was

$9,846. The long term debt was at

$73,744 44% in our liabilities and owners’ equity. We understood that having cash even

through it was borrow money the company increase our odds of making the year solidify for

0%

10%

20%

30%Acual Vs Potential

Actual Pontential

0% 10% 20% 30% 40% 50% 60% 70%

Baker

Bead

Bid

Bold

Buddy

Bcardy

Accessebility

Accessebility

2016, ($1,124,860)

2017, $9,413,483

2018, $14,073,750

($5,000,000)

$0

$5,000,000

$10,000,000

$15,000,000

2016 2017 2018

Profit Histoy

Profit Histoy

19

the year 2017 and that was what exactly occur, we had great returns in every area of the

company. Is exciting to continue the result of year 2017 to year 2018 and through the

competition as we will want to win the competition at all cost to achieve our the goal we had

set up from the beginning and that is to the best of the best.

Cash Flow

Cash Flow 2017 2016

Net Income $6,350 -1,125

Inventory $22,760 -24,009

This part of the cash flow shows the great results to obtain from

the awful year 2016 with this time around our CEO and the company's

Director mad ensure progress was being made.

Researched & Development - The CEO and Directors

develop a strategy, for this Year 18. Baker ages was

re- developed, when the product matures it will be

at the almost the perfect age of 2 years old will end up at the 1.8 years. The low end segment

Bead was left alone we didn’t touch it this year because it was within the fine cut for this year.

The high end product Bid was only R&D in the size so it appears as a new product, and also so it

can capture a share of the traditional segment as well this will give our company a competitive

advantage over the competitors. Bold was R&D at 10.0 PFMN and 15.2 size 27,000 MTBF fine

cut will capture the traditional segment as well. Buddy as well was R&D but at a higher quality

which the product Stock out last year, because it did so well this product is ahead of the game,

however this year it did not stock out we went a little too much. Bcardi our new ultimate

quality product, which is located in the High End segment.

New product was lunch name Becky it will come out in round 4 year 2019, once again we are

taking risk and going aggressive. We are renovating ourselves the best way possible and having

new products outs will give us an edge in the market. Becky will be located in the performance

segment, we realized there’s a lot of market potential there and we want to capture every

single market share with can get our hands on. The growth potential is what we want, Becky

will be lunch at the idea spot. In round 4 our company will have 7 products in the market 7

different ways we will make money! The cost for the R&D at a low of $2,202. The results of the


20

great R&D came back positive our

three main product Barker, Bead, and

Bid performed with excellence. Baker

was number one in its segment with

23% of the market. Bead was in

second place with 22% in its market.

Bid was also in 2nd place. Bold our

performance segment came in at 1st

place capture 19%. Buddy 2n place.

Bcardi our new product obtain 7% of

the High End Segment and increase of

3% from 4% it had last time. In the

graph on the left illustrated the progress we are making in earning more of the market share,

with could had earned more in Buddy but we missed some calculations there , eventually the

leaders of the company will get the results they are looking for in each segment. Overall the

company is progressing nicely.

Marketing

Since last time we went a little too

aggressive for forecast in Round 2 we

decide to drop from 125% to 105% on

the expected sales. Also the CEO

decided the “is better to be sure than

sorry” 105% forecast just 5% more

than the next year industry grow rate

of 9.2%. For Buddy we went in to

aggressive we were expecting to get

more sales but we only got 18% and had extra inventory on him which hurts us.

Prices were drop, this action gave us advantage.

The customer was expecting a price drop 0.50

cents, the company gave it to them and even more

of what they expecting. The CEO drop the price

depending of the level of importance it had on the

customer criteria, for example if it was only 9% of

importance only drop the 0.50 cents. The price

drop was able to be done with the help of increase automation we invested the year before this

Price Change

2017 2016 Difference

Baker $27.40 $27.90 ($0.50)

Bead $18.50 $20.50 ($2.00) Bid $38.00 $39.00 ($1.00) Bold $33.90 $35.00 ($1.10) Buddy $33.50 $34.00 ($0.50) Bcardi $38.50 $39.50 ($1.00)

Forecast

Industry Growth

Increase

Baker 9.20% 105%

Bead 11.70% 105%

Bid 16.20% 125%

Bcardi 16.20% 150%

Bold 19.80% 105%

Buddy 18.30% 125%

0%

5%

10%

15%

20%

25%

Baker Bead Bid Bcardi Bold Buddy

Baker, 20%Bead, 22%

Bid, 17%

Bcardi , 7%

Bold, 19%

Buddy, 18%Baker, 19%

Bead, 18% Bid, 17%

Bcardi , 4%

Bold, 17%

Buddy, 22%

2018 vs 2017 Market Share

2018 2017

21

was key to make this prices decrease. The lower price the more of the market will be able to

capture and of coursed our R&D was on point.

Promotion and sales

Bcardi we wanted to increase awareness and customer accessibility, we increase its budget

from $750 to $1190, spending a little more was for the product to get over the 50% awareness

will generated more revenue for us. In the sales budget performance was lower than the rest of

the group, from 41.7% we invested to money so it could be at 50% the recommended target.

The result weren’t gratifying as we though we only capture 17% of the market.

Finance

“Always get the cash pay later” our CEO motto. So he order one of the director of the finance

department to issue long term debt $10,000 and issue stock of $11,000 to increase our cash.

The same strategy from Round 2 we implemented it this year as well.

The long term debt has increase to 44%

because of all the loans we are taking to

cover our inventory in case we had fail.

Cash Flow Statement

Years 2017 2016

Net Income 14,078 $6,350

The Balance sheet show result of

$29,659 in cash at the end of the year,

which means we increased from last

years $24,072. The total sales for the company this year was $189,937,008 the highest of all the

company competitors. The profits of $14,073,750 indicates how well the company is

performing. The contribution margin is also solid at 34.6%.

Stock and Bonds

This year the companies CEO

decides to begin inputting entries

for prices and forecasting. The CEO

explain the reason of this change of

strategy will us more versatility in

the other areas of in such as

Research & Development. Base on

23%

28%5%

44%

0%

Liabilities & Owner's Equity

Retained Earnigd Common Stock Accounts Payable

Long Term Debt Curent Debt

Baldwin, $41.12

Baldwin, $32.92

Baldwin, $49.97

$0.00 $10.00 $20.00 $30.00 $40.00 $50.00 $60.00

Baldwin

Chart Title

Year 2018 Year 2017 Year 2016

22

how the market was changing our strategy to broad differentiator something very drastic in

deed to do.

This year the companies CEO decides to begin

inputting entries for prices and forecasting. The

CEO explain the reason of this change of strategy will us more versatility in the other areas of in

such as Research & Development. Base on how the market was changing our strategy to broad

differentiator something very drastic in deed to do.

Researched & Development – The product as the previous round 3 were place where will be

place everything we had seven products. Were on R&D to better and the best. Blazed our new

product was lunch we are going crazy with launching new product’s aggressive and risk taking is

our strategy to success.

Having the products at the Size & Performance gave

the company profits and market share the company

took over the market. Blowing the competition away

capturing 25.63% of the total market segments. Doing

the correct R&D proves crucial when it comes to

compete in these tuff industry.

Marketing - The Company’s directors and CEO did such a great job in R&D, Bynno was in a

magnificent location on the customer criteria it gave us sale of $ 239,971,519. The others

competitors did not even approach our companies’ formability. At this point we have gained

great confidence and feel superior to our competitors.

The advantage of 7 products illustrates

how continuous innovation has kept

Baldwin highly accomplished through

leadership and CEO responsibility, which

made us to be the clear leader in its

current industry. Baker went into the low

end market and did damage there. In high

end Bid took 10% and Bcardi our ultimate

High end took 16% giving us a total of 26%

market share between the two products.

Competition Year 2019 - Round 4

Segment Pfmn Size Baker 6.2 13.8 Bead 3.0 17

Bid 9.8 10.4 Bold 11.0 14.5

Buddy 5.3 8.5 Bcardi 11.7 8.3 Becky 12.4 13.9

Blazed 0 0

16.3

25.63Baldwin

13.26

12.57

13.52

18.72

Market Share


23

In the performance segment Bold obtained 16% market share and Becky took 9% giving us a

total of 25% market share, and helped gain an advantage on our competitors. When Bynno’s

new product launches in 2021, we expect the same results.

.

Production - The Bynno team put forth its best efforts in regards to production; however we

still ended up with excess product. In some cases we under produced on forecasts, however in

other aspects we over produced and were left with way too much on inventory on hand.

1229 units were leftover; which caused a

substantial hit. We are looking for the best

possible method to implement on this

devastating issued at hand. We are over

forecasting on some products and on others we

are just over producing the following year the

CEO and its director are addressing the problem

and the possible solution. Customer

accessibility and awareness were above 60%

for the three most main products, this helped

increase sales.

Finance Department - Stock and bond Baldwin’s stock price continues to have expediential

growth reaching $59.56. The balance sheet illustrates that we had enough cash of $64,391,000

to see inventory of 24,171.00 in case something would go wrong the company handle it. The

BakerBead

BidBold

BuddyBcardi

BeckyBlazed

0%

5%

10%

15%

20%

25%

30% 25%

1%

25%

0

10%

16%

26%

16%10%

0

Market Share Obtain By Products

Baker Bead Bid Bold Buddy Bcardi Becky Blazed

Segment Units Sold

Inventory Leftover

Baker 2681 409 Bead 3528 0

Bid 455 514 Bold 620 255

Buddy 1003 44 Bcardi 735 0 Becky 339 7

Blazed 0 0

24

long term debt of the company opts high at $101,844,000 36.8% of the liabilities and owners’

equity something we want to get liquidate in the following years. The cash flow statement

show how cash position. Increase from $29,659,000 in 2018 to $64,391,000 in 2019. The

annual report showed profit of $14,800,000. On Becky and Blazed we had losses since the

products are new and just getting out there, being new to the market.

Year 2019 unfortunately was recorded as the

worst and devastating time of Bynno Enterprise.

The companies CEO and the directors are extremely uneasy for what had accrued to the most

promising company of the market segment. Everything we built as company had plummeted to

the ground, the simplest of mistake of all time turned out to be the most devastating; the error

which was not submitting our decisions in time for round 5.

Each team was blaming the CEO for the downfall of the company but as we all know pointing

finger is not the answer and will not solve anything. The companies CEO commented on the

situation given words of relief as he said “we have fail today but tomorrow the sun will shine its

powerful light upon us and once again we will return were with once where”. This passage gave

us hope and courage that this once powerful company will be resurrected from the devastating

round 5 and that this chapter in the history of the company can be put to rest.

The results are not worth mentioning but as promised we must show a complete

representation of the business plan. Profits were ($1,420,154). The company someone

managed to still grab 20.29% market share the most of all the competition. The stock went

down to $49.96. What really helped Bynno not to stay afloat was having 8 products in the

market representing our company? The directors of the company did not speak to each other

for the remaining years. No one wanted to take the blame for what had happen to us.

Competition Year 2019 – Round 5

25

`

R&D

Orlando Rivera

Nicholas

Wright

Narek

Grigoryan

Becky

Sagaas

R&D

Orlando Rivera

Yeltsin Santana

Orlando Rivera

BYNNO Enterprise

Production

Marketing

CEO

Yeltsin Santana

Finance

OHHHHH NOOO

WHATTT HAPPENNN??

“I am not

Superman I

can’t do it all”

Hey It’s the

CEO fault his

to crazy

Don’t look

at me I did

what you

told me to

do

Don’t look

at us

Each team

member was

blaming the CEO

26

The CEO Orlando Rivera was able to reposition

Bynno Enterprise and improve our standing this

year by correcting our previous error of not

summiting our decisions. During this round Bynno was back on track and functioning as it was;

through innovation, dedication, and strategy.

Research & Development – Was very different for us this year we did something very drastic

and extremely risky. But as the saying goes “No risk No

reward” we had to take our chances. Since our new high

end product Bcardi was performing greater than Bid our

first high end product and as the market segment was

changing every yea, the CEO implemented a switch were

Bid was now in Traditional segment with 10.4 Pfmn and

sized of 9.7 and Baker was in Low End now. However in the

results of the round Baker did not make the complete

transition to low end it was still present in the Traditional

segment. Bid stock out with 1050 units and also was

present in High end capturing 4% of that market. As the

game progresses, so will the transition of Bid into traditional thus becoming a complete new

renovate ideal spot product. This radical change gave the business only a 16% contribution

margin for the product Baker. The rest of the other products were over 30% contribution

margin. The company has to improve R&D because there are only two remaining rounds.

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5

Performance

Bid

BoldBlazed

BuddyBecky Bcardi

Bead

Baker

Competition Year 2020 -Round 6

Segment Primary Segment

Baker Traditional Bead Low End

Bid Traditional Bold Performance

Buddy Size Bcardi High End Becky Performance

Blazed Size

27

Marketing

Since moving Bid and Baker to different segment has proven a challenge in R&D and as well as

Marketing. The price for baker

obviously took a substantial

hit, having drastic changes in

prices caused many difficulties

to our strategy to keep prices

at a low cost. As The table on

the right illustrates, when Bead

was sold at $2.50 less than the

expected amount of $0.50 cent

than the customer

expectancies gave and

advantage in sales capturing

25% of the Low End market

segment, no one can compete

with us in price when it came to this product doing automation early in the rounds has giving us

this advantage of dropping the price even more this particular product. Also having Baker as

our old traditional product gave us an extra 3% for a total of 28% market share. However

abandoning the traditional market really hurt us substantially as a whole.

This radical move may prevail in some cases but as this situations is moving along it will prove

to be difficult to return to top prosperous shape with had before. The Forecast and Production

keep devastating us for this round as well having carrying three months of extra inventory is not

wise the director had told the CEO constantly to do not over forecast is better to stock and

make money than just loses money because of inventory carry over. There was a total of 1951

units on hand, this inventory is obliterating our company in every aspect

The production has constantly been a dilemma for Baker and Bid, even more so when a product

is relocated to a new segment. When relocated to a new segment the product is like a new

product, and it will take time to developed in the area so that’s why the inventory leftover was

majority from Baker 995 and Bid 272 units that were not sold. What the CEO was supposed to

do was wait until Bid had completed the transition to Traditional before going to Low End.

Segment’s Price changes

Year 2021

Year 2020

Difference

Baker $20.00 $25.50 $5.50

Bead $13.00 $15.50 $2.50

Bid $27.50 $36.50 $9.00

Bold $29.50 $32.50 $3.00

Buddy $32.00 $32.50 $0.50

Bcardi $37.00 $37.50 $0.50

Becky $32.40 $32.90 $0.50

Blazed $32.50 $33.90 $0.50

28

One positive note from this round was returning to capture the marker share at 21.64% once

again being present in all the segment and

the companies eight products has proven

to be a force to reckon with. Customer

Awareness for Baker and Bid receive a

serious hit falling under the 50% customer

criteria was one of the main reason they

did not sell.

Finance - From the awful round 5 from

those mistake with made, the company

was able to recover in this round Net Income/profit was $2,188,000. Cash position was

$30,644,000. The long term debt of the company was increasing too much at $113,194,000. For

the next year the business is implementing to reduce the debt or reduce it to under 20% from

the following years. Right the long term is 35.7% is not that high and is possible to do so.

TQM – The CEO increase our total management quality. This would increase the company’s

performance. The CEO communicate thought the

director

and company that Total Quality Management

will be remain the same in the upcoming

years.

Researched & Development - The products this

year were place at the conveniently so that they would be able to sell at what the company

wanted. Baker came in and show as a low End product now we officially are having 2 products

in low End. The CEO has started to wonder why we are not performing as expected. While

having product placement in the ideal location Baker and Bid should had sold more.

CPI Systems $2,000 Vendor/JIT $2,000

Quality Initiative Training $2,000

UNEP Green Programs $2,000

Quality Function Deployment Effort

$1,500

CCE/6 Sigma Training $1,500

Total TQM Expenditures


15.79

21.64Baldwin

13.1219.32

15.34

14.9

Market Share


29

Name Pfmn Size MTBF Revision Date

Age at Revision

R&D Cost

Baker 6.0 13.7 17500 01-Jul-22 1.6 $505

Bead 4.3 15.3 14500 29-Jul-22 1.9 $581

Bid 10.5 9.8 23000 13-Mar-22 1.0 $198

Bold 13.0 13.2 27000 24-Jul-22 1.1 $567

Buddy 7.5 6.5 19000 24-Jul-22 1.1 $567

Bcardi 14.3 5.7 23000 06-Jul-22 0.9 $518

Becky 15.6 11.8 2700 25-Jul-22 0.9 $571

Blazed 8.2 4.6 19000 05-Jun-22 0.8 $433

Total $3940

The figure above demostrates the

ilsutration of the what occurred during

Researched and Develpoment for this round

the total cost for R&D was $3940 , the fact

we have 8 products makes the R&D cost go

up. The perceptual on the right shows how

thethe company R&D the product move

along to the right of the circles in order to

follow the drift the industry is taken this

what will give the company advanatagae in

the market always looking for the fince cut

or the customer ideal spot. Correct R&D made us comeback in the area of sales , customer

were looking for our pruducts because we place them right.

Marketing

This year for marketing we decided to make the following entries illustraed in the figured

below. Baker’s price was able to reduce because of proper automation. Bead was automate

effeciently thorugh previous round implementation is showing how importing automation is

for price redctuion specially in this Low End Segment , because this what the customer is

looking for.

30

Developing the price for Bead

that low gave us the advantage

against the competitiors . for

the other products we can’t take

the price reduction that much

we will only hurts ourselves.

Since the other markerts don’t

have price as their top

importance and customer

criteria, the company will not

give in price drops. What the

business want is to make a

profit if the customer wants

quality they will have to paid for

it.

Name Baker Bead Bid Bold Buddy Bcardi Becky Blazed

Automation Rating

7.0 8.2 6.0 5.5 5.5 4.5 4.5 4.5

New Automation

7.5 8.2 6.0 5.5 5.5 4.5 4.5 4.5

As the Capstone game insight describes “The automation rating of the production line this year. Automation is on a scale of 1.0 to 10.0. At 1.0, you rely heavily on skilled workers to build your product. At 10.0, robots do most of the production. For example, at an automation level of only 1.0, a typical labor cost per unit would be $12.00. (The actual cost depends upon the current labor contract, which in turn depends upon the year in the simulation, but $12.00 is typical.) As automation increases, this would fall by about $1.20 per point until at an automation of 10.0,

labor cost per unit would be about $1.20.” This is why are investing heavily on Automation for the top three products but we also have to be careful to much automation will mean more time will it take the product to made, which will reduces ours sales big time because having less time in the year to sales will only results in losses for the company and we must allocate automation increase carefully were the most benefits will result from.

NAME PRICE PROMO BUDGET

SALES BUDGET

YOUR FORECAST

BAKER $19.50 $1,500 $1,110 1900

BEAD $12.50 $1,500 $1,110 6000

BID $26.50 $1,500 $1,110 1374

BOLD $29.00 $1,500 $1,110 800

BUDDY $31.50 $1,500 $1,110 1029

BCARDI $36.50 $1,500 $1,203 1168

BECKY $31.90 $1,500 $1,203 900

BLAZED $32.00 $1,500 $1,295 1500

TOTAL $12,000 $9,251 14,761

31

One big Dilemma that keeps hurting us again and again was prodction the directos had told the

CEO to stop over producing extra inventory for some products and just go in the market and

stock out then keep taking hit in profits and other areas of

the company.

Finance - In the finance department with did not do as

we wanted to do this year the company had to take an

emergency loan of $24,975,930. The inventory carry over

kill us inventory carry over had a total of 2807 units which

equal ($38,774,000) in cash, this is what destroy us and

even the possibility of acquiring more profits! Once again

having the best case scenario of three months’ worth of

inventory is not paying off. For the next year the CEO said we are going to stock out and lose

market share but we will be making a profit. Because the fact we had to take an emergency

loan gave us zero cash at the end of year 2022. The stock price growth this year to $45.53 just

$2.94 increase from last year stock price, the company has made little progress.

The company CEO has kept its word

and has reduce the liability of the the

previous year down to 25% and will

conitnue to do so as we are planning

to become more debt free than before

having less debt for a company its

really a key and atrrativeness to

stockholders and investor that take

interest in a company who is able to

paid off debt with ease and a big drop

from 35% to 25% its something with

are comfortable with . No current debt this year for

us. We understand that commercial paper is due the

next day and we want to avoid that.

The company mange to perfomed better than what

was expected of. By actually acquiring 22% vs the

potential of 19%, the we were supposed to ng the

companay did much better than expected.

Segment Units Sold

Inventory Leftover

Baker 1,113 823

Bead 5,067 934

Bid 1,386 0

Bold 647 194

Buddy 592 445

Bcardi 1,172 9

Becky 911 0

Blazed 1,133 402

Retained Earnigd

29%

Common Stock41%

Accounts Payable

5%

Long Term Debt25%

Curent Debt0%




17%

18%

19%

20%

21%

22%

23%

Baldwin Baldwin

Baldwin, 22% Baldwin,

19%

2022 Market Share Vs Pontential

Actual Pontential

32

The final round has come to and end who

really came on top according to the stars

receive. Team Balwin has tied for first place

with Digby in the round analysis. The company came from behind all the way to the front really

we could had won the competition but round 1 and 5 really hurt our chances. To comprehend

what the stars represents an overall performance evaluation, much like the stars in the

mornings ratings.

Round 8 and Grand Total Company Profit Margin Emer

Loan Inventory Sotck

Price

Total Grand Total

Andrews X X X X X 5 29

Balwin X X X X X 5 30

Chester X X X 3 13

Digby X X X 3 30

Erie X X X X X 5 26

Ferris X X 3 16

After all the hardship difficulties we had in the road to get here and we managed pull a victory.

Researched & Development - This year we had to do some changes and very risky ones indeed

we wanted something big to a happen in sales to make a profit. Products were place in side the

fine cut only Baker was not R&D since it was were we needed him to produce.

Name Pfmn Size MTBF Revision Date

Age at Revision

R&D Cost

Baker 6.0 13.7 17500 $0

Bead 4.5 14.8 14500 25-Jun-23 1.4 $488

Bid 10.5 9.7 23000 13-Mar-23 1.0 $198

Bold 14.0 12.7 27000 23-Jul-23 1.0 $481

Buddy 8.0 6.0 19000 24-Apr-23 0.9 $315

Bcardi 15.2 4.8 23000 01-Jul-23 1.0 $503

Becky 16.4 11.1 27000 29-May-23 0.9 $412

Blazed 8.9 3.6 19000 22-Jun-23 0.9 $480

Total $2877

CompetitIon Year 2023 – Round 8

33

Marketing - This year the directors sat down with the CEO and suggested to him to stop over

forecasting that they had enough of not doing better because he was being to argressive and it

was hurting the company performance.

The prices drop were just as

the customer wanted. The

promo budget and sales

budget remained almost the

same for the exception of

Baker who promo budget was

reduced by $200,000.

Production - The area where the company was being hurt the most in the competition rounds

saw a lot of changes for this final round. For this round since we were playing it safe in

forecasting we decide to sell the capacity we were not going too used. This will give us a great

return in profit from investments we receive a total $73,970. Selling capacity we don’t need

beside the game was over. This year we also did everything so we can stock out of inventory

NAME PRICE PROMO BUDGET

SALES BUDGET

YOUR FORECAST

BAKER $19.00 $1,300 $1,110 1500

BEAD $12.30 $1,500 $1,110 5294

BID $26.0 $1,500 $1,110 1500

BOLD $28.50 $1,500 $1,110 676

BUDDY $31.00 $1,500 $1,110 620

BCARDI $36.00 $1,500 $1,203 1239

BECKY $31.40 $1,500 $1,203 1000

BLAZED $31.50 $1,500 $1,295 1183

TOTAL $12,000 $9,251 13,012

34

and not have anything left over. And we did for Buddy inventory leftover was only 52 and for

Blazed was 121 units leftover. The rest of the products stock out in their segment.

Finance – This final year in finance we decided to bring down the long term debt by retiring

long term of $40,000 and buying back $9000 worth of stock. The stock of the company growth

to $81.00 a @35.47 increase from last

year. The company’s profit for this

round $31,731,378 the amount we

should had being getting from round

6 but we were over producing and

taking serious hit detreating our profit

margin. The CEO made the long term

debt decrease as hi stated a few years

back. In Human Resource the

company spent from the first year to

the eight year the following numbers.

The company’s overall cumulative

profit was $78,722,836, falling

short of first place in profit against

team Andrews. After all the

missteps with had we did not

performed that bad in profits.

The sale of capacity in this round gave the

company more cash at the end of year 2023.

Selling unneeded capacity of the company was

very wise from the CEO, this got rid of extra

luggage that is not supposed to be carry

towards the end of the competition round. This

also gave the company money to pay of long

term debt.

Recruiting Spend $500

Training Hours 50 Productivity

Index 111.20%

Retained Earnigd

40%

Common Stock42%

Accounts Payable

5%

Long Term Debt13%

Curent Debt0%




($5,000,000)

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

2016 2017 2018 2019 2020 2021 2022 20232016,

($1,124,860)

2017, $9,413,483

2018, $14,073,750

2019, $14,800,000

2020, ($1,420,154)

2021, $2,188,000

2022, $8,773,738

2023, $31,731,378

Profit Histoy

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

2023 2022

2023, $67,105 2022,

$27,590

Net Cash From Operations

2023 2022

35

Strengths

- An aggressive approach to sales

-Launch new products

- Strong Bond Rating

- Constant growth of market share

Weakness

-Maintain a strong hold on market share

-Large inventory Carry over cost

Not a strong Wealth growth

Opportunities

-Better forecast in Production

-Manage R&D to capture more market share

-Improve on Stock price

Financial Structure-

Threats

-Our competitors

-Emergency Loans

-Loss opportunities on capturing more market share.

Conclusion

Team BYNNO had struggles adapting the right strategy to perform at it’s best. These struggles did not hold back BYNNO for been a competitor in the market place. Team BYNNO had a great share of the market segment , round after round. Our biggest pitfall was forecasting production. Our sales forecast had an aggressive approach in all rounds. This approach gave us an inflated production

forecast. This approach worked best during the practice rounds vs the real rounds.

We tried to adapt to the market based on the result from previous rounds. That is one of the reason that we struggle in clearly defining our strategy. We now have learned that we must be

confident in the strategy we choose. Team BYNNO grew because we put ourselves in situation that could memick the real world enviorment. We accomplish every challenge by finding solutions that

would create a profit.

Even thought our financial records do not show the stability and the growth of other competiors. Team BYNNO was always taking a risk for example launch more products than any other team. We

were able to capitalized on some of the risk we took but other were failures. As whole we are satisified with the way we competed and the results we had.

SWOT Analyzes & Conclusion

Date post:	15-Apr-2017
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Baldwin's Business Plan 2015 PDF

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