DigiMundo Lessons Learned
Brenda C. Ledford
MGMT 670
Professor Bosin
December 9, 2013
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Table of Contents
Title Page………………………………………………………………………………………………………………………. 1 Table of Contents…………………………………………………………………………………………………………… 2-3 Introduction………………………………………………………………………………………………………………….. 4 DigiMundo’s Competitive Strategy……………………………………………………………………………….. 4-5 Competitor Strategies and Competitive Actions…………………………………………………………… 5-9 A-Plus Camera………………………………………………………………………………………………………………. 6
Entry-Level……………………………………………………………………………………………………….. 6 Multi-Featured…………………………………………………………………………………………………. 7
Bonfire Camera, Inc………………………………………………………………………………………………………. 7 Entry-Level……………………………………………………………………………………………………….. 7-8 Multi-Featured…………………………………………………………………………………………………. 8
Chameleon CEOs…………………………………………………………………………………………………………… 9 Entry-Level……………………………………………………………………………………………………….. 9 Multi-Featured…………………………………………………………………………………………………. 9
DigiMundo’s Offensive and Defensive Strategic Options………………………………………………. 10 Offensive Options…………………………………………………………………………………………….. 10-11 Defensive Options……………………………………………………………………………………………. 11-12
Strategic Approach: Think Global, Act Local and Think Local, Act Local…………………………. 12 DigiMundo’s Shifting Resource Decisions……………………………………………………………………… 13 Continuous Improvement of Value Chain Activities………………………………………………………. 14
Figure 1 DigiMundo’s Multi-Featured Total Cost/Unit vs. Industry Average Y 10……….. 14 DigiMundo’s Corporate Social Responsibility………………………………………………………………… 15 DigiMundo’s Internal Operations and Decision Making Style………………………………………… 15-16 Conclusion……………………………………………………………………………………………………………………… 17 References…………………………………………………………………………………………………………………….. 18 Appendix A DigiMundo Five-Year Analysis- Latin America Region…………………………………. 19 Appendix B DigiMundo Five-Year Analysis- North America Region………………………………… 20 Appendix C DigiMundo Five-Year Analysis- Europe-Africa Region………………………………….. 21 Appendix D DigiMundo Five-Year Analysis- Asia Region…………………………………………………. 22 Appendix E A-Plus Camera Five-Year Analysis- Latin America Region…………………………….. 23 Appendix F A-Plus Camera Five-Year Analysis- North America Region…………………………… 24 Appendix G A-Plus Camera Five-Year Analysis- Europe-Africa Region……………………………. 25 Appendix H A-Plus Camera Five-Year Analysis- Asia Region…………………………………………… 26 Appendix I Bonfire Camera, Inc . Five-Year Analysis-Latin America Region…………………….. 27 Appendix J Bonfire Camera, Inc. Five-Year Analysis- North America Region…………………… 28 Appendix K Bonfire Camera, Inc. Five-Year Analysis- Europe-Africa Region……………………. 29 Appendix L Bonfire Camera, Inc. Five-Year Analysis- Asia Region…………………………………… 30 Appendix M Chameleon CEOs Five-Year Analysis- Latin America Region……………………….. 31 Appendix N Chameleon CEOs Five-Year Analysis- North American Region…………………… 32 Appendix O Chameleon CEOs Five-Year Analysis- Europe-Africa Region………………………… 33 Appendix P Chameleon CEOs Five-Year Analysis- Asia Region………………………………………… 34 Appendix Q Industry Benchmark for Technical Support Expenditure Y6-Y 10………………… 35 Appendix R Industry Benchmark for Advertising Expenditures Y6-Y10…………………………… 36 Appendix S Industry Benchmark for Entry-Level Price Y6-Y10………………………………………… 37 Appendix T Industry Benchmark for Entry-Level Warranty Y6-Y10…………………………………. 38 Appendix U Industry Benchmark for Entry-Level Number of Models Y6-Y10………………… 39
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Appendix V Industry benchmark for Entry-Level PQ Rating Y6-Y10……………………………….. 40 Appendix W Industry Benchmark for Multi-Featured Price Y6-Y10………………………………… 41 Appendix X Industry Benchmark for Multi-Featured Warranty Y6-Y10………………………….. 42 Appendix Y Industry Benchmark for Multi-Featured Model Y6-Y10………………………………. 43 Appendix Z Industry Benchmark for Multi-Featured PQ Rating Y6-Y10………………………….. 44
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Introduction
The purpose of this essay is to evaluate the lessons learned from participation in the MGMT
670 Glo-Bus simulation game. First, this essay will discuss DigiMundo’s applied best-cost
provider strategy and identify actions taken for sustainable competitive advantage; and
examine competitors’ strategies and actions taken. Second, DigiMundo’s offensive and
defensive options will be identified and considered with respect to market standing and
financial performance. Third, DigiMundo’s “think global, act local” strategic approach will be
examined with respect to the four geographical regions of the global digital camera market.
Fourth, this paper will bring forth DigiMundo’s decisions to shift resources in support of
strategy execution. Fifth, efforts to pursue continuous improvement of value chain activities
will be considered. Sixth, this essay will reflect on DigiMundo’s corporate social responsibility
and steps taken to align effort with the company’s stated values and strategy. Finally, this paper
will investigate DigiMundo’s style of internal decision-making.
DigiMundo’s Competitive Strategy
DigiMundo’s co-managers collectively decided on use of the best-cost provider strategy for
both entry-level and multi-featured camera product lines. The best-cost provider strategy
“stakes out a middle ground between pursuing a low-cost advantage and a differentiation
advantage” (Thompson, 2013, p.103). The strategy offers consumers “upscale attributes” and
services at a value price (Thompson, 2013, p. 103). DigiMundo provides “customers [with] more
value for their money” (Thompson, 2013, p.89). This strategy was selected because consumers
were expected to use the product in similar ways, differentiation was anticipated to be
common throughout the industry, and the benefit was expected to entice buyers away from
other low cost or high priced products (Thompson, 2013, p. 95). Because the best-cost provider
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strategy includes the option to hybridize the elements of both low-cost and broad/ focused
differentiation strategies, DigiMundo offers consumers a unique multilingual customer
service/technical support option in the dominate language of each region. In years 7-9
DigiMundo expanded entry-level model numbers to four, while keeping the multi-featured
product line at three models. To offset possible quality control issues that often surface with
increased model numbers, DigiMundo simultaneously increased compensation and training
beginning in Y7 (Glo-Bus Participation Guide, p. 12). These decisions for compensation and
training include increasing PAT member base pay by 1%, increasing incentive pay by ten cents,
increasing quarter attendance bonuses by $100, and the PAT Fringe Benefits Package was
increased by $200 to $1,100 (DigiMundo, 2013).
Design decision for both cameras were continually explored to offer maximum upscale
attributes while retaining the PQ rating within the three range to keep costs low (Glo-Bus
Participation Guide,2013, p. 11). Because core component costs were expected to decreased
by 5% annually, DigiMundo’s co-managers elected to reinvest the savings by decreasing R & D
expenditures and offering better attributes (Glo-Bus Participation Guide, 2013 p.11). Entry-level
product features offer customers a consistent 9.0 mp image resolution with a 3-6x lens quality.
Because multi-featured value customers prefer picture quality and performance features, the
image resolution was gradually increased annually to 15 mp in Y8-10 with lens quality
remaining consistent across the five year analysis period at 15x.
Competitors Strategies and Competitive Actions
A central component of analyzing the macro environment is identifying a competitor’s
strategy and understanding how a prospective strategy influences action taken for sustainable
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competitive advantage (Thompson, 2013). DigiMundo’s top competitors were A-Plus Cameras,
Bonfire Camera, Inc. and Chameleon CEOs. DigiMundo’s competitors employed different
strategies than DigiMundo’s best-cost strategy. All competitors applied different strategies to
the entry-level and multi-featured camera lines. The following sections will identify prospective
competitor strategy and analyze competitive actions taken to foster sustainable advantage.
A-Plus Camera
Entry-Level. Analysis of A-Plus Camera’s quarterly snapshots and company analyses
indicate that the preferred strategy was the low cost strategy for the entry-level line
(Appendices E-H). A Plus Camera took several actions to achieve sustainable competitive
advantage for their entry-level line. Pricing action entailed reducing the price annually in an
attempt to achieve the low-cost advantage. A Plus shifted its Y6 action of applying the same
pricing across all four regions to apply a diverse pricing strategy across the regions (See
Appendix S). The shift in pricing strategy was compensated for by testing various warranty
periods to keep costs low (Thompson, 2013). Initial action for number of models sought to
reflect keeping costs low by offering two models in Y6. This number of models came in below
industry average (Appendix U) and resulted in A Plus cameras shifting entry-level camera
models to equal or above industry average across the five-year period. The PQ rating for entry-
level cameras consistently aligns with the low cost strategy in offering customers limited but
essential features (Thompson, 2013). Additionally, A Plus Cameras sought to achieve
competitive advantage by offering one promotion a year at a twenty percent discount rate. The
length of promotion primarily was two weeks with a shift to one week in Y8.
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Multi-Featured. The five-year analysis indentifies a broad differentiation strategy for the
multi-featured product line (See Appendices E-H). The top end pricing of multi-featured
cameras as compared with other industry competitors is evidence of the broad differentiation
strategy (see Appendix W). A Plus Cameras took several actions toward sustainable competitive
advantage of their multi-featured line. Pricing action demonstrates the broad differentiation
strategy with a possible indication of a niche differentiation strategy when considered with
other factors. Another indicator that the differentiation strategy may have taken a shift toward
a niche market was the reduction of model numbers from three in Y6 to two through Y10
(Appendix Y). Most notably the effort to attain the optimal PQ rating of five indicates that
quality was a factor in their actions to achieve sustainable competitive advantage. As with the
entry-level line, A Plus consistently offered one promotion annually for one week. The discount
amount gradually increased to 20% by Y10.
Overall expenditures in technical support increased annually (see Appendices E-H, Q), an
indication that technical support services are pivotal to the overall strategy. A Plus Camera’s
advertising expenditures were top of the industry four out of the five years of the analysis,
indicating that this was an action taken along with increasing technical support toward
sustainable competitive advantage.
Bonfire Camera, Inc.
Entry-Level. Bonfire Camera, Inc. applied a Low cost strategy for the entry-level line, this
was evident by the low pricing and PQ rating at the lower end of the five point scale
(Appendices S &V). Bonfire Camera sought to reach the widest possible customer base by
consistently offering four models, this exceeded industry averages all five years of the analysis
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period (Appendix U). Warranty periods came in below industry average for Y6-Y8, and were at
industry average for Y9-Y10 (appendix T). One reason the warranty periods may have been
successful in cultivating competitive advantage was the top in industry expenditures in
technical support (Appendix Q). Promotional action toward competitive advantage included
offering one promotion annually for1-2 weeks at twenty percent.
Multi-Featured. Analysis revealed that the differentiation strategy was a focused niche
differentiation strategy (Appendices I-L; Thompson, 2013). This was evident by the high PQ
rating achieved (Appendix Z). While pricing varied across the regions, Bonfire Camera, Inc.
elected to apply the same warranty consistently throughout the five-year period. Initially, the
company refrained from offering consumers more than two models but in Y9 and Y10 this
was increased to four models- presumably to achieve more sales and market share by
appealing to a wider base of consumers. This competitive action indicates that the focused
differentiation strategy evident in earlier years shifted toward a broad differentiation strategy
that attempted to attract “a broad spectrum of buyers” (Thompson, 2013, p. 89). Promotional
actions taken include offering at least one promotion annually for one to two weeks with
discount amounts primarily set at twenty percent.
Overall expenditures for tech support were routinely the highest in the industry all five
years. This reinforces the low-cost strategy employed (Appendix Q). Advertising expenditures
fluctuated across the five-year span. Bonfire Cameras, Inc. registered lowest in industry for Y6
and gradually increased to top the industry in Y10 (Appendix R).
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Chameleon CEOs
Entry-Level. Company analysis of Chameleon CEOs demonstrate an early application
of the low cost strategy, evident by its number of models and lower end scale PQ
rating(Appendices M-P, U-V). Promotional action taken to achieve competitive advantage in
the entry-level product line included three annual promotions for 2-3weeks with 15-20%
discount. This may have been an effort to lower their cost without having to reduce features-
possibly an indication of a shift in strategy toward a best-cost middle of the road provider
strategy. Another possible reason for such a shift is if total costs were exceeding revenues for
the product line and the low-cost strategy became a liability (Thompson, 2013, p. 95). Pricing
was a high-end medium price that varied across the regions with warranty periods at average
or above consistently through the five year period (Appendix T).
Multi-Featured. The five-year analysis reveals a possible best-cost provider strategy for
multi-featured cameras. Actions taken for competitive advantage include a consistent offering
of three models with a consistent medium PQ rating of three. However, the promotional
activity indicates an effort to win market share by undercutting competition sales. Three
promotions annually at 2-3 weeks and 18-20% discount indicate the sale price is the actual
price to retailers (Thompson, 2013). Warranty periods came in at industry average or above for
the five-year period (Appendix X).
Chameleon CEOs consistently came in fourth for overall technical expenditures for the
five-year analysis period. Years 7-9 saw a slight increase, but Y10 expenditures totaled $750
million, a decrease from Y6 totals of $790 million (Appendix Q). Advertising amounts came in
second in industry for Y6, but fell to industry low for years 7-10 (Appendix R).
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DigiMundo’s Offensive and Defensive Strategic Options
DigiMundo’s offensive and defensive strategic options complemented its best-cost provider
strategy and the company’s initial market positions in the Glo-Bus industry. The best-cost
provider strategy constrained the ability to reap benefit of high revenues with several
competitors applying the low cost strategy. The weakness of applying the best-cost strategy is
the risk to get caught in between competitors applying low-cost strategies and differentiation
strategies (Thompson, 2013, p. 104). The collective application of differentiation strategies by
industry competitors undermined DigiMundo’s success in offering a value rich multi-featured
camera at a low price. Because the industry competitors were offering high-end pricing of their
multi-featured cameras, DigiMundo by default became the industry’s lowest price multi-
featured camera in years 6-7 (Appendix W). The advertising and strategy conflicted with the
low-cost consequence to produce a decrease in market share in the vital Latin America and
North America markets in Y6 (Appendices A-B, R).
Offensive Options. DigiMundo’s primary complementary offensive option for improving
market share and financial performance was a five-year plan to focus on a gaining market
share in a different region each year that focused on attacking the competitive weaknesses
(Thompson, 2013, p. 107). Initially Latin America was less contested and this served well for
DigiMundo’s initial focus. Y6 the focus was on the Latin America region because DigiMundo was
the market leader with 20% market share. Y7, as outlined by the five-year strategic plan was to
maintain focus in Latin America and concentrate additional energy toward the North American
market where DigiMundo was second with 15% of the market share. Year eight focused on the
Europe-Africa region to increase market share from the initial 10% held in Y5. Year nine would
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envelope focus on Asia and increasing the 5% share and elevate the company’s last place
market position there. This offensive plan was primarily successful despite initial market share
reductions due to competitor strategies and fluctuations. Latin America saw an overall increase
in multi-featured market share from 20% in Y5 to 25.7% in Y10 (Appendix A). The North
America region enjoyed a surge in multi-featured market share in Y7 to 29.4% up from 15% in
Y5. However, DigiMundo’s market share in this regions closed out at 13.6% in Y10 (Appendix
B). The Europe-Africa region began the simulation with a multi-featured third place share of
10% in Y5, but was able to successfully increase market standing to 24.6% in Y10 (Appendix
C). The Asia region saw the greatest growth during the five year simulation, beginning with a
5% share in Y5 and climbing to a second place standing within the multi-featured line of
26.1% (Appendix D). In addition to the five year plan of offensive moves, DigiMundo elected
to employ a web site sales strategy in less-contested Asia to assist with reducing costs and
freeing up resources for reallocation (Thompson, 2013, pp. 109, 112). Additionally, DigiMundo
considered long-term outcomes of compensation and labor expenditures striving for increased
production and development of core competencies into distinctive competencies that would be
hard to copy (Thompson, 2013, pp. 68, 69).
Defensive Options. Defensive maneuvers occurred as reactions to industry conditions
manifested. Defensive maneuvers included increasing the amount of tech support and
advertising when market conditions necessitated retaining market share. Additionally, the
decision to increase the price of multi-featured cameras to reflect average industry pricing was
a defensive strategy intended to attract more buyers. DigiMundo also applied a multinational
approach by permitting regional co-managers to guide decisions for respective regions based
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on market drivers and customer preference (Thompson, 2013, p. 135). Additional defensive
options include calculation of benchmarks of the industry’s key drivers, and anticipating the
prospective moves of the competition (Thompson, 2013, p. 58). Because of competitors
Bonfire Cameras, Inc. and A-Plus Camera’s successful application of the low-cost strategy,
DigiMundo came in third in industry in Y10 (Glo-Bus Y10 Statistical review ). Despite the
tough competition and application of offensive and defensive options, DigiMundo saw
revenues increase from $189,068 in Y6 to $279,922 million in Y10 (Glo-Bus Statistical Review
Y6, Y10).
Strategic Approach: Think Global, Act Local and Think Local, Act Local
DigiMundo’s global competitive strategy followed a Think Global, Act Local approach to
strategy making. This approach entailed assigning each region to a different co-manager and
granting co-managers the ‘latitude’ to make decisions based on local customs and conditions
(Thompson, 2013, p. 138). The co-managers assigned to regions would then become a valuable
source of regional knowledge to contribute to collective decision-making. For example, when
exchange rates necessitated an increase of production or higher costs to offset losses, regional
managers were in charge of assessing such action. Additionally, DigiMundo’s tailoring of its
customer service and technical support to regional multinational languages qualifies as a Think
Local, Act Local approach designed to showcase DigiMundo’s core competency resource
strength while contributing to building the local workforce by employing local service operators
(Thompson, 2013, 129).
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DigiMundo’s Shifting Resource Decisions
DigiMundo’s five-year strategic plan necessitated shifting resources annually toward the
year’s focus region. Management of technical support budgets to enable reallocation of
resources toward annual focus regions is one example of shifting resources (Appendices A-D).
This may have entailed reducing or maintaining expenditures that were below industry
averages while raising expenditures in the focus regions. Another example of shifting
resources was the decision to withdraw all retail and local camera shop participation from Asia
during Y7. This enabled the company to reduce distribution costs while supporting ongoing
efforts in other regions. Because brand image was important to the overall five year strategy,
during Y7 advertising expenditure was increased in Asia so that customers would be ready for
the market wide push planned for Y9. Additionally, no promotion for reducing prices for
retailers was offered in Y7 in Asia to assist with increasing expenditures in other regions. When
promotions were offered in Asia, they were limited to one week and smaller discounts until
Y10. The R &D expenditure was reduced when needed to permit additional design features to
be added to both entry-level and multi-featured cameras. Additionally, DigiMundo strove to
keep its workforce compensated at or above industry standards. This was accomplished by
minimizing pay increases while offering more bonuses and incentives. With respect to finance
and cash flow decisions, DigiMundo elected to not repurchase shares until Y9 to offset any
efforts to maintain or increase credit rating. Also in Y9 , when the repurchase of shares
occurred, DigiMundo did not pay down any debt, so that repurchasing the shares would not
negatively impact the bottom line.
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Continuous Improvement of Value Chain Activities
Continuous improvement was pivotal for DigiMundo’s best-cost provider strategy. Several
options were employed to improve the values chain activities. Total Quality management
focuses on continuous improvement across the company’s value chain (Thompson, 2013, p.
216). This was evident in attention given to R & D and compensation and training. Focus on
training contributes to ongoing improvement in production, which reduces costly defects and
improves quality (Thompson, 2013, p. 77). Additional actions that contributed to continuous
improvement in DigiMundo’s value chain activities include the planned strategic moves and
updating of product features (Thompson, 2013, p. 63). Prior to updating product features,
DigiMundo’s co-managers asked if prospective improvements would bring value to the
customer (Thompson, 2013, p. 75). Additional consideration was given to management of
technical support and marketing. Benchmarking the industry competitor expenditures at the
end of each year also assisted with evaluating whether decisions made where producing
value or needed to be altered (Thompson, 2013, p. 78). Efforts of managing the value chain
activities paid off by keeping DigiMundo’s multi-featured unit costs well below average (see
Figure 1 below).
Source: DigiMundo Production Cost Report Y10
Figure 1 DigiMundo Multi-Featured Total Cost/Unit vs. Industry Average- Y10
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DigiMundo’s Corporate Social Responsibility
DigiMundo’s company mission, vision and objectives outlined social responsibility values.
The company endeavored to increase social responsibility while maintaining value for
customers. DigiMundo vowed to engage proactively in social responsibility whenever possible
as long as doing so did not jeopardize the best-cost strategy. Efforts to proactively engage in
social responsibility began in Y6 with electing to participated in green initiatives and
investing in energy efficiency programming. Additionally, DigiMundo entered into a supplier
agreement in Y6-Y10 that promoted good employment practices and safe workplaces from
suppliers. Year seven involvement provided for charitable contributions while maintaining
previous expenditures and adding onsite child care, a cafeteria and safety measures. In Years 8-
10, DigiMundo committed 1% of profits to charity while gradually increasing energy efficiency
program expenditures to over 4 million dollars in Y 10. Rationale to stakeholders for these
expenditures include, improving the company’s image rating from 68 in Y6 to 79 in Y10. This
boost in image rating also was complimented by DigiMundo winning the Glo-Bus Gold Star
Award for Corporate Citizenship in Y9 and Y10 for committing the largest percent of
revenues for social responsibility and citizenship initiatives. Such a reputation in the industry
will ensure a strong brand image in years to come.
DigiMundo’s Internal Operations and Decision Making Style
The process of implementing a strategy successfully “requires a team effort” (Thompson,
2013, p. 194). DigiMundo’s internal operational style of decision making was primarily
decentralize with a general consensus and group sign off of annual decisions made. Co-
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Managers volunteered for regional assignments, an effort that ensured that ‘talents and skills’
where assigned effectively (Thompson, 2013, p. 197). Additionally empowering regional co-
managers ‘energized’ the team and ensured a creative and engaged team (Thompson, 2013, p.
239). The fifth co-manager was assigned the task of project manager to oversee the process
and keep a watchful eye on progress and strategy execution (Thompson, 2013, p. 238). All co-
managers worked well together and consistently followed through with tasks (Thompson, 2013,
p. 198). All co-managers at DigiMundo successfully and consistently reiterated the company’s
declared mission, vision and values and indicator that DigiMundo had a strong-culture company
(Thompson, 2013, p. 230).
Company co-managers met initially twice a week utilizing a conference call. The co-managers
met earlier in the week on Thursday evenings, to review and discuss the previous year’s results
and discuss strategy execution for the upcoming year. Co-Managers were then given until
Sunday afternoon to implement the strategy changes discussed. On Sunday, the co-managers
assessed individual regional decisions and permitted each co-manager to explain decisions
made. The group then through consensus finalized decisions made in all regions by going
through the decision screens one by one.
The bi-weekly contact was effective, but the conference call was not. In the future, a
synchronous technology such as Skype might better serve the process because Skype offers
conference call capability with a chat box where co-managers could type comments or
questions without interrupting the speaker. Despite that one negative, the decentralized
decision making process was effective in creating regional experts that could bring
knowledge to the collective table.
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Conclusion
In conclusion, this essay has put forth many lessons learned from participation in the Glo-
Bus Simulation game. DigiMundo’s decentralized decision-making style effectively enabled
successful strategy execution. DigiMundo surpassed its commitment to proactively engage in
corporate social responsibility by topping the industry and receiving high honors of the Glo-
Bus Gold Star Award for corporate social responsibility two years in a row. Continuous
attention to improving value chain activities resulted in keeping multi-featured unit costs
consistently below industry average throughout the five-year period. While primarily enacting
a Think Global, Act Local strategic approach, DigiMundo also simultaneously participated in
a Think Local, Act Local initiative with tailoring customer and technical support to regional
languages, the company also contributed to local economies by hiring locally. DigiMundo’s
offensive and defensive options enabled successful navigation of the market fluctuations to
improve overall market share and financial performance. While competitors strategies
successfully elevated two competitors to the number one and number two positions,
DigiMundo’s best-cost provider strategy effectively assisted in the company’s third place
finish. Overall, the lessons learned through participation in the Glo-Bus Simulation game were
invaluable in preparing this author for real world engagement in strategic management.
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References
DigiMundo. (2013). Glo-Bus summary of decisions Y6-Y10 [e-document]. Retrieved from
https://www.glo-bus.com/
Glo-Bus Participation Guide [e-document]. (2013). Retrieved from https://www.glo-bus.com/
Glo-Bus Y6 Statistical review [e-document]. (2013, October 29). Retrieved from
https://www.glo-bus.com/
Glo-Bus Y10 Statistical review [e-document]. (2013, December 3). Retrieved from
https://www.glo-bus.com/
Thompson, A. A. (2013). Charting a company’s long-term direction: Vision, mission, objectives,
and strategy. In, STRATEGY: Core Concepts and Analytical Approaches (2nd ed.)(pp. 12-
31)[e-book]. Retrieved from https://www.glo-bus.com/
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Appendix A
DigiMundo Five-Year Analysis
Latin America Region (in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 170 180 200 200 169
Model Numbers
3 3 4 4 4 3
Star Rating 2.5 2.5 2.5 2.5 3 3
Promos 1/1wk/10% 2/3w/15% 2/2w/15% 2/2w/15% 1/2w/18% 2/2w/15%
Warranty 90 6m 1y 1y 1y 1y
Q4 Market Share
20% 16.4% 21.1% 18.8% 20.9% 14%
Multi-Featured
Price 370 450 495 599 599 520
Model Numbers
3 3 3 3 3 3
PQ rating 2.5 2.5 3 3.5 3.5 3.5
Promos 1/1wk/10% 2/2wk/15% 2/2w/15% 3/4w/20% 3/4w/20% 2/2w/20%
Warranty 90d 1y 2y 2y 2y 2y
Q4 Market Share
20% 19.5% 31.4% 28.8% 29% 25.7%
Tech Support
250 250 300 300 300 400
Advertising 900 675 700 1200 1200 450
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Appendix B
DigiMundo Five-Year Analysis
North America Region
(in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 175 180 155 176 161
Model Numbers
3 3 4 4 4 3
Star Rating 2.5 2.5 2.5 2.5 3 3
Promos 1/1wk/10% 1/2w/15% 1/2w/15% 1/2w/15% 1/2w/18% 1/2w/18%
Warranty 90d 6m 1y 1y 1y 1y
Q4 Market Share
15% 11.5% 12.8% 21.7% 21.1% 11.9%
Multi-Featured
Price 370 410 450 573 573 526
Model Numbers
3 3 3 3 3 3
PQ rating 2.5 2.5 3 3.5 3.5 3.5
Promos 1/1wk/10% 1/2w/15% 1/2w/15% 2/2w/20% 2/2w/20% 2/2w/20%
Warranty 90d 1y 2y 2y 2y 2y
Q4 Market Share
15% 13.4% 29.4% 24.1% 15% 13.6%
Tech Support
190 175 350 350 350 400
Advertising 650 675 700 700 700 450
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Appendix C
DigiMundo Five-Year Analysis
Europe-Africa Region
(in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 163 163 175 175 160
Model Numbers
3 3 4 4 4 3
Star Rating 2.5 2.5 2.5 2.5 3 3
Promos 1/1wk/10% 1/1w/15% 1/1w/15% 2/1w/15% 1/2w/20% 2/2w/20%
Warranty 90d 6m 1y 1y 1y 1y
Q4 Market Share
10% 8.9% 12.7% 15% 10.8% 14.4%
Multi-Featured
Price 370 370 375 578 578 500
Model Numbers
3 3 3 3 3 3
PQ rating 2.5 2.5 3 3.5 3.5 3.5
Promos 1/1wk/10% 1/1w/15% 2/1w/15% 3/3w/20% 3/3w/20% 2/2w/20%
Warranty 90d 6m 2y 2y 2y 2y
Q4 Market Share
10% 10.7% 17.3% 28.6% 19.7% 24.6%
Tech Support
125 125 375 375 375 400
Advertising 400 300 300 500 500 450
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Appendix D
DigiMundo Five-Year Analysis
Asia Region (in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 145 145 148 177 160
Model Numbers
3 3 3 4 4 3
Star Rating 2.5 2.5 2.5 2.5 3 3
Promos 1/1wk/10% 1/1wk/10% 0/0w/0% 1/1w/15% 1/1w/15% 2/2w/20%
Warranty 90d 90d 1y 1y 1y 1y
Q4 Market Share
5% 5.1% 15.4% 22.3% 18.6% 14%
Multi-Featured
Price 370 375 485 509 577 525
Model Numbers
3 3 3 3 3 3
PQ rating 2.5 2.5 3 3.5 3.5 3.5
Promos 1/1wk/10% 1/1w/0% 0/0w/0% 2/2w/20% 2/3w/20% 2/2w/20%
Warranty 90d 90d 2y 2y 2y 2y
Q4 Market Share
5% 5.8% 1.6% 27.8% 24.6% 26.1%
Tech Support
60 60 400 400 500 400
Advertising 150 225 900 900 1200 450
Ledford 23
Appendix E
A Plus Cameras Five-Year Analysis
Latin America Region
(in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 165 160 160 150 125
Model Numbers
3 2 3 3 3 3
Star Rating 2.5 2.5 2.5 2 2.5 2.5
Promos 1/1wk/10% 1/1wk/10% 1/1wk/10% 1/1wk/10% 1/1wk/10% 1/1wk/10%
warranty 90d 6m 1y 6m 6m 1y
Q4 Market Share
5% 4.9% 11.7% 10.2% 13.4% 31.2%
Multi-Featured
Price 370 550 525 650 550 500
Model Numbers
3 2 2
PQ rating 2.5 4.5 4.5 4.5(Q1-2)-5(Q3-4)
4.5(Q1)-5(Q2-4)
5
Promos 1/1wk/10% 1/1wk/10% 1/1wk/15% 1/1wk/15% 1/1wk/15% 1/1wk/20%
Warranty 90d 1y 1y 2y 2y 2y
Q4 Market SHARE
5% 4.6% 15.7% 5.1% 6.5% 22.9%
Tech Support
60 60 100 183 150 300
Advertising 150 150 150 200 150 500
Ledford 24
Appendix F
A Plus Cameras Five-Year Analysis
North America Region (in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 165 150 150 135 133
Model Numbers
3 2 3 3 3 3
Star Rating 2.5 2.5 2.5 2 2.5 2.5
Promos 1/1wk/10% 2/2w/15% 2/2w/15% 2/2w/15% 2/2w/15% 2/2w/15%
Warranty 90d 6m 1y 6m 1y 1y
Q4 Market Share
20% 17% 40.6% 30.2% 38% 39%
Multi-Featured
Price 370
Model Numbers
3 3 2 2 2 2
PQ rating 2.5 3 4.5 4.5(Q1-2)-5(3-4)
4.5(Q1)-5(Q2-4)
5
Promos 1/1wk/10% 2/2w/20% 2/2w/20% 2/2w/20% 2/2w/20% 2/2w/20%
Warranty 90d 2y 2y 2y 2y 2y
Q4 Market Share
5% 13.4% 33.3% 29.6% 41.7% 37.9%
Tech Support
250 250 250 488 488 500
Advertising 900 1100 1000 700 700 700
Ledford 25
Appendix G
A Plus Cameras Five-Year Analysis
Europe-Africa Region
(in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 165 150 175 135 130
Model Numbers
3 2 3 3 3 3
Star Rating 2.5 2.5 2.5 2 2.5 2.5
Promos 1/1wk/10% 2/2w/15% 2/2w/15% 2/2w/15% 2/2w/15% 2/2w/15%
Warranty 90d 6m 1y 6m(PQ dropped to 2)
1y 1y
Q4 Market Share
15% 12.9% 30.8% 19.3% 37.6% 33.6%
Multi-Featured
Price 370 550 525 650 500 500
Model Numbers
3 3 2 2 2 2
PQ rating 2.5 3 4.5 4.5(Q1-2)-5(Q3-4)
4.5(Q1)-5(Q2-4)
5
Promos 1/1wk/10% 2/2w/20% 2/2w/20 2/2w/20 2/2w/20 2/2w/20
Warranty 90d 2y 2y 2y 2y 2y
Q4 Market Share
15% 11.9% 32.7% 17.9% 31.1% 23.2%
Tech Support
190 190 220 335 335 350
Advertising 650 1000 1000 700 700 650
Ledford 26
Appendix H
A Plus Cameras Five-Year Analysis
Asia Region
(in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 165 160 160 140 135
Model Numbers
3 2 3 3 3 3
Star Rating 2.5 2.5 2.5 2 2.5 2.5
Promos 1/1wk/10% 2/2w/15% 2/2w/15% 2/2w/15% 2/2w/15% 2/2w/15%
Warranty 90d
Q4 Market Share
10% 9.7% 14.6% 13.1% 23.6% 27.4%
Multi-Featured
Price 370 550 525 600 520 520
Model Numbers
3 3 2 2 2 2
PQ rating 2.5 3 4.5 4.5 (Q1-2)-5(Q3-4)
4.5 (Q1)-5(Q2-4)
5
Promos 1/1wk/10% 2/2w/20% 2/2w/20% 2/2w/20% 2/2w/20% 2/2w/20%
Warranty 90d 2y 2y 2y 2y 2y
Q4 Market Share
10% 9.3% 27.5% 22.2% 18.5% 20.3%
Tech Support
125 125 140 181 181 300
Advertising 400 500 500 450 450 450
Ledford 27
Appendix I
Bonfire Camera, Inc. Cameras Five-Year Analysis
Latin America Region (in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 139 142 152 142 139
Model Numbers
3 4 4 4 4 4
PQ Rating 2.5 2 2 2(Q1)-2.5(Q2-4)
2.5 2.5
Promos 1/1wk/10% 1/2w/20% 1/2wk/20% 1/1wk/20% 1/2w/20% 1/2w/20%
Warranty 90d 6m 6m 6m 1y 1y
Q4 Market Share
10% 19.8% 48.4% 51% 48.1% 40%
Multi-Featured
Price 370 507 521 578 515 498
Model Numbers
3 2 2 2 4 4
PQ rating 2.5 3.5 4 4(Q1)-4.5(Q2-4)
4 4
Promos 1/1wk/10% 2/2w/20% 1/1wk/18% 1/1wk/20% 1/2wk/20% 1/2w/20%
Warranty 90d 1y 2y 2y 2y 2y
Q4 Market Share
10% 9.2% 25.5% 32.2% 40.3% 32.9%
Tech Support
125 246 445 420 544 690
Advertising 400 174 343 305 494 900
Ledford 28
Appendix J
Bonfire Camera, Inc. Cameras Five-Year Analysis
North America Region (in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 139 137 145 141 135
Model Numbers
3 4 4 4 4 4
PQ Rating 2.5 2 2 2(q1)-2.5(Q2-4)
2.5 2.5
Promos 1/1wk/10% 1/2w/20% 1/2w/20% 1/2w?20% 1/2w/20% 1/2w/20%
Warranty 90d 6m 6m 1y 1y 1y
Q4 Market Share
5% 12.7% 36.1% 38.3% 27.8% 35.7%
Multi Featured
Price 370 516 510 558 506 496
Model Numbers
3 2 2 2 4 4
PQ rating 2.5 3.5 4 4(Q1)-4.5(Q2-4)
4 4
Promos 1/1wk/10% 1/2wk/20% 1?2w?20% 1/2w/20% 1/2w/20% 1/2w/20%
Warranty 90d 1y 2y 2y 2y 2y
Q4 Market Share
5% 7.3% 21.6% 25.9% 30% 33.3%
Tech Support
60 187 407 619 619 740
Advertising 150 131 662 690 690 790
Ledford 29
Appendix K
Bonfire Camera, Inc. Cameras Five-Year Analysis
Europe-Africa Region (in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 139 139 148 140 139
Model Numbers
3 4 4 4 4 4
PQ Rating 2.5 2 2 2(Q1)-2.5(Q2-4)
2.5 2.5
Promos 1/1wk/10% 1/2w/20% 1/2w/20% 1/1w/20% 1/2w/20% 1/2w/20%
Warranty 90d 6m 6m 6m 1y 1y
Q4 Market Share
20% 29% 48.1% 55.1% 44.8% 38.9%
Multi-Featured
Price 370 500 523 573 513 500
Model Numbers
3 2 2 2 4 4
PQ rating 2.5 3.5 4 4(Q1)-4.5(Q2-4)
4 4
Promos 1/1wk/10% 1/2w/20% 1/2w/20% 1/2w/20% 1/2w/20% 1/2w/20%
Warranty 90d 1y 2y 2y 1y 1y
Q4 Market Share
20% 15.5% 34.6% 35.7% 36.1% 36.2%
Tech Support
250 339 599 555 597 685
Advertising 900 701 605 395 494 537
Ledford 30
Appendix L
Bonfire Camera, Inc. Cameras Five-Year Analysis
Asia Region (in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 139 138 144 140 138
Model Numbers
3 4 4 4 4 4
PQ Rating 2.5 2 2 2(Q1)-2.5(Q2-4)
2.5 2.5
Promos 1/1wk/10% 1/2w/20% 1/2w/20% 1/1w/20% 1/2w/20% 1/2w/20%
Warranty 90d 6m 6m 6m 1y 1y
Q4 Market Share
15% 25.4% 42.5% 47.7% 39.5% 43.3%
Multi-Featured
Price 370 500 513 558 519 520
Model Numbers
3 2 2 2 4 4
PQ rating 2.5 3.5 4 4(Q1)-4.5(Q2-4)
4 4
Promos 1/1wk/10% 1/2w/20% 1/2w/20% 1/1w/20% 1/2w/20% 1/2w/20%
Warranty 90d 1y 2y 2y 2y 2y
Q4 Market Share
15% 12.8% 33.3% 29.6% 35.4% 31.9%
Tech Support
190 398 513 619 619 786
Advertising 650 596 676 752 752 718
Ledford 31
Appendix M
Chameleon CEOs Five-year Analysis
Latin America Region (in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 170 185 188 185 155
Model Numbers
3 4 4 3 3 3
Star Rating 2.5 2.5 2.5 2.5 2.5 3
Promos 1/1wk/10% 1/1wk/10% 3/2w/15% 3/2w/20% 3/2w/20% 3/3w/15%
Warranty 90d 90d 1y 1y 1y 1y
Q4 Market Share
15% 10.3% 18.8% 20% 17.5% 14.7%
Multi-Featured
Price 370 450 525 575 540 515
Model Numbers
3 2 3 3 3 3
PQ rating 2.5 3 3 3 3 3
Promos 1/1wk/10% 1/2w/10% 3/3w/20% 3/2wk/18% 3/2w/18% 3/2w/18%
Warranty 90d 1y 2y 2y 3y 3y
Q4 Market Share
15% 13.8% 27.5% 33.9% 24.2% 18.6%
Tech Support
190 190 250 250 250 225
Advertising 650 650 350 275 275 225
Ledford 32
Appendix N
Chameleon CEOs Five-year Analysis
North America Region (in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 170 190 190 190 155
Model Numbers
3 4 4 3 3 3
Star Rating 2.5 2.5 2.5 2.5 2.5 3
Promos 1/1wk/10% 1/1wk/10% 3/2w/15% 3/2w/20% 3/2w/20% 3/3w/15%
Warranty 90d 6m 1y 1y 1y 1y
Q4 Market Share
10% 7.5% 10.5% 9.8% 13.1% 15.3%
Multi-Featured
Price 370 460 520 550 530 510
Model Numbers
3 2 3 3 3 3
PQ rating 2.5 3 3 3 3 3
Promos 1/1wk/10% 1/1wk/10% 3/3w/15% 3/2w/16% 3/2w/16% 3/2w/17%
Warranty 90d 1y 2y 3y 3y 3y
Q4 Market Share
10% 9.8% 15.7% 20.4% 13.3% 21.7%
Tech Support
125 250 200 225 225 175
Advertising 400 500 250 260 260 250
Ledford 33
Appendix O
Chameleon CEOs Five-year Analysis
Europe/Africa Region (in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 170 190 195 190 155
Model Numbers
3 4 4 3 3 3
Star Rating 2.5 2.5 2.5 2.5 2.5 3.0
Promos 1/1wk/10% 1/1wk/10% 3/2w/15% 3/2w/20% 3/2w/20% 3/3w/16%
Warranty 90d 6m 1y 2y 2y 2y
Q4 Market Share
5% 4.3% 8.4% 10.6% 6.8% 13.1%
Multi-Featured
Price 370 450 545 550 530 475
Model Numbers
3 2 3 3 3 3
PQ rating 2.5 3 3 3 3 3
Promos 1/1wk/10% 1/1wk/10% 3/3w/20% 3/2w/17% 3/2w/17% 2/2w/16%
Warranty 90d 1y 2y 3y 3y 3y
Q4 Market Share
5% 7.1% 15.4% 17.9% 13.1% 15.9%
Tech Support
60 100 100 125 125 125
Advertising 150 200 200 150 150 225
Ledford 34
Appendix P
Chameleon CEOs Five-year Analysis
Asia Region (in millions, where applicable)
Y5 Y6 Y7 Y8 Y9 Y10
Entry Level
Price 160 160 150 165 155 155
Model Numbers
3 4 4 3 3 3
Star Rating 2.5 2.5 2.5 2.5 2.5 3
Promos 1/1wk/10% 1/1wk/10% 1/2w/15% 1/3w/20% 1/3w/20% 3/3w/15%
Warranty 90d 90d 6m 2y 2y 1y
Q4 Market Share
20% 17.4% 27.5% 16.9% 18.3% 15.3%
Multi-Featured
Price 370 450 515 550 540 510
Model Numbers
3 2 3 3 3 3
PQ rating 2.5 3 3 3 3 3
Promos 1/1wk/10% 1/2wk/10% 3/3w/20% 3/3w/18% 3/3w/18% 3/2w/17%
Warranty 90d 1y 2y 3y 3y 3y
Q4 Market Share
20% 18.6% 21.6% 20.4% 21.5% 21.7%
Tech Support
250 250 375 200 200 175
Advertising 900 900 450 350 350 250
Ledford 35
Appendix Q
Industry Benchmark for Technical Support Expenditures Y6-Y10
(in millions)
Benchmark for Technical support- Y6
Company A Company B Company C Company D
Latin America 60 246 190 250
North America 250 187 250 175
Europe 190 339 100 125
Asia 125 398 250 60
Total 625 1170 790 610
Benchmark for Technical support- Y7
Company A Company B Company C Company D
Latin America 100 445 250 300
North America 250 407 200 350
Europe 220 599 100 375
Asia 140 513 375 400
Total 710 1964 925 1085
Benchmark for Technical support- Y8
Company A Company B Company C Company D
Latin America 183 420 250 300
North America 488 619 225 350
Europe 335 555 125 375
Asia 181 619 200 400
Total 1187 2213 800 1425
Benchmark for Technical support- Y9
Company A Company B Company C Company D
Latin America 150 544 250 300
North America 488 619 225 350
Europe 335 597 125 375
Asia 181 619 200 500
Total 1014 1821 800 1525
Benchmark for Technical support- Y10
Company A Company B Company C Company D
Latin America 300 690 225 400
North America 500 740 225 400
Europe 350 685 125 400
Asia 300 786 175 400
Total 1450 2901 750 1600
Ledford 36
Appendix R Industry benchmark for Advertising Expenditures Y6-Y10
(in millions)
Benchmark for Advertising-Y6
Company A Company B Company C Company D
Latin America 150 174 650 675
North America 1100 131 500 675
Europe 1000 701 200 300
Asia 500 596 900 225
Total 2850 1602 2250 1875
Benchmark for Advertising-Y7
Company A Company B Company C Company D
Latin America 150 343 350 700
North America 1000 662 250 700
Europe 1000 605 200 300
Asia 550 676 450 900
Total 2700 2286 1250 2600
Benchmark for Advertising-Y8
Company A Company B Company C Company D
Latin America 200 305 275 1200
North America 700 690 260 700
Europe 700 395 150 500
Asia 450 752 350 900
Total 2050 2142 1035 3300
Benchmark for Advertising-Y9
Company A Company B Company C Company D
Latin America 150 494 275 1200
North America 700 690 260 700
Europe 700 494 150 500
Asia 450 752 350 1200
Total 1590 1980 1035 3600
Benchmark for Advertising-Y10
Company A Company B Company C Company D
Latin America 500 900 225 450
North America 700 790 250 450
Europe 650 537 225 450
Asia 450 718 259 450
Total 2300 2945 959 1800
Ledford 37
Appendix S
Industry Benchmark for Entry-Level Price Y6-Y10
Benchmark for entry-level price-Y6 [Industry Average]
Company A Company B Company C Company D
Latin America [161] 165 139 170 170
North America[161] 165 139 170 175
Europe [160] 165 139 170 163
Asia [156] 165 139 160 145
Benchmark for entry-level price-Y7 [Industry Average]
Company A Company B Company C Company D
Latin America [167] 160 142 185 180
North America [166] 150 137 190 185
Europe [161] 150 139 190 163
Asia [148] 160 138 150 145
Benchmark for entry-level price-Y8 [Industry Average]
Company A Company B Company C Company D
Latin America [175] 160 152 188 200
North America [160] 150 145 190 155
Europe [173] 175 148 195 175
Asia [154] 160 144 165 148
Benchmark for entry-level price-Y9 [Industry Average]
Company A Company B Company C Company D
Latin America[169] 150 142 185 200
North America [161] 135 141 190 176
Europe [160] 130 140 190 175
Asia [153] 140 140 155 177
Benchmark for entry-level price-Y10 [Industry Average]
Company A Company B Company C Company D
Latin America [147] 125 139 155 169
North America [147] 133 135 160 161
Europe [146] 130 139 155 160
Asia [147] 135 138 155 160
Ledford 38
Appendix T
Industry Benchmark for Entry-Level Warranty Y6-Y10
Benchmark for Entry Level Warranty-Y6 [Industry Average]
Company A Company B Company C Company D
Latin America [6m] 6m 6m 90d 6m
North America [90d] 6m 6m 6m 6m
Europe [6m] 6m 6m 6m 6m
Asia [90d] 6m 6m 90d 90d
Benchmark for Entry Level Warranty-Y7 [Industry Average]
Company A Company B Company C Company D
Latin America [1y] 1y 6m 1y 1y
North America [1y] 1y 6m 1y 1y
Europe[1y] 1yr 6m 1y 1y
Asia [6m] 1yr 6m 6m 1yr
Benchmark for Entry Level Warranty-Y8 [Industry Average]
Company A Company B Company C Company D
Latin America[6m] 6m 6m 1y 1y
North America [1y] 6m 1y 1y 1y
Europe [1y] 6m 6m 2y 1y
Asia [1y] 6m 6m 2y 1y
Benchmark for Entry Level Warranty-Y9 [Industry Average]
Company A Company B Company C Company D
Latin America [1y] 6m 1y 1y 1y
North America [1y] 1y 1y 1y 1y
Europe [1y] 1y 1y 2y 1y
Asia [1y] 6m 1y 2y 1y
Benchmark for Entry Level Warranty-Y10 [Industry Average]
Company A Company B Company C Company D
Latin America [1y] 1y 1y 1y 1y
North America [1y] 1y 1y 2y 1y
Europe [1y] 1y 1y 2y 1y
Asia [1y] 6m 1y 1y 1y
Ledford 39
Appendix U
Industry Benchmark for Entry-Level Number of Models Y6-Y10
Benchmark for model numbers Entry level-Y6
Company A Company B Company C Company D
2 4 4 3
Industry Average 3.1
Benchmark for model numbers Entry level-Y7
Company A Company B Company C Company D
3 4 4 4
Industry Average 3.8
Benchmark for model numbers Entry level-Y8
Company A Company B Company C Company D
3 4 3 4
Industry Average 3.5
Benchmark for model numbers Entry level-Y9
Company A Company B Company C Company D
4 4 3 4
Industry Average 3.5
Benchmark for model numbers Entry level-Y10
Company A Company B Company C Company D
4 4 3 3
Industry Average 3.3
Ledford 40
Appendix V
Industry Benchmark for Entry-Level PQ Rating Y6-Y10
Benchmark for PQ Entry-Y6
Company A Company B Company C Company D
2.5 2 2.5 2.5
Industry Average 2.4
Benchmark for PQ Entry-Y7
Company A Company B Company C Company D
2.5 2 2.5 2.5
Industry Average 2.3
Benchmark for PQ Entry-Y8
Company A Company B Company C Company D
2 2.5 2.5 2.5
Industry Average 2.2
Benchmark for PQ Entry-Y9
Company A Company B Company C Company D
2.5 2.5 2.5 3.0
Industry Average 2.5
Benchmark for PQ Entry-Y10
Company A Company B Company C Company D
2.5 2.5 3 3
Industry Average 2.7
Ledford 41
Appendix W
Industry Benchmark for Multi-Featured Price Y6-Y10
Benchmark for Multi-Featured price-Y6
Company A Company B Company C Company D
Latin America [430] 550 507 450 450
North America [427] 550 516 460 410
Europe [419] 550 500 450 375
Asia [419] 550 500 450 375
Benchmark for Multi-Featured price-Y7 [Industry Average]
Company A Company B Company C Company D
Latin America [517] 525 521 525 495
North America[503] 530 510 520 450
Europe [497] 525 523 545 395
Asia [510] 523 513 515 485
Benchmark for Multi-Featured price-Y8 [Industry Average]
Company A Company B Company C Company D
Latin America [601] 650 578 575 599
North America [555] 540 558 550 573
Europe [588] 650 573 550 578
Asia [554] 600 558 550 509
Benchmark for Multi-Featured price-Y9 [Industry Average]
Company A Company B Company C Company D
Latin America[551] 550 515 540 599
North America [534] 525 506 530 573
Europe [530] 500 513 530 578
Asia [539] 520 519 540 577
Benchmark for Multi-Featured price-Y10
Company A Company B Company C Company D
Latin America [508] 500 498 515 520
North America [504] 520 496 475 526
Europe [494] 500 500 475 500
Asia [519] 520 520 510 525
Ledford 42
Appendix X
Industry Benchmark for Multi-Featured Warranty Y6-Y10
Benchmark for Multi-Featured Warranty-Y6 [Industry Average]
Company A Company B Company C Company D
Latin America [6m] 1y 1y 1y 1y
North America [6m] 2y 1y 1y 1y
Europe [6m] 2y 1y 1y 6m
Asia [6m] 2y 1y 1y 90d
Benchmark for Multi-Featured Warranty-Y7 [Industry Average]
Company A Company B Company C Company D
Latin America [1y] 1y 2y 2y 2y
North America [2y] 2 2 2 2
Europe [2y] 2 2 2 2
Asia [2y] 2 2 2 2
Benchmark for Multi-Featured Warranty-Y8 [Industry Average]
Company A Company B Company C Company D
Latin America [2y] 2y 2y 2y 2y
North America [2y] 2y 2y 3y 2y
Europe [2y] 2y 2y 3y 2y
Asia[2y] 2y 2y 3y 2y
Benchmark for Multi-Featured Warranty-Y9 [Industry Average]
Company A Company B Company C Company D
Latin America [2y] 2y 2y 3y 2y
North America [2y] 2y 2y 3y 2y
Europe [2y] 2y 2y 3y 2y
Asia [2y] 2y 2y 3y 2y
Benchmark for Multi-Featured Warranty-Y10 [Industry Average]
Company A Company B Company C Company D
Latin America [2y] 2y 2y 3y 2y
North America [2y] 2y 2y 3y 2y
Europe [2y] 2y 2y 3y 2y
Asia [2y] 2y 2y 3y 2y
Ledford 43
Appendix Y
Industry Benchmark for Multi-Featured Number of Models Y6-Y10
Benchmark for Models Multi featured-Y6
Company A Company B Company C Company D
3 2 2 3
Industry Average 2.8
Benchmark for Model numbers Multi-Featured-Y7
Company A Company B Company C Company D
2 2 3 3
Industry average 2.5
Benchmark for Model numbers Multi-Featured-Y8
Company A Company B Company C Company D
2 2 3 3
Industry average 2.5
Benchmark for Model numbers Multi-Featured-Y9
Company A Company B Company C Company D
2 4 3 3
Industry average 3.0
Benchmark for Models Multi featured-Y10
Company A Company B Company C Company D
2 4 3 3
Industry Average 3.0
Ledford 44
Appendix Z
Industry Benchmark for Multi-Featured PQ Rating Y6-Y10
Benchmark for PQ Multi featured-Y6
Company A Company B Company C Company D
3 3.5 3 2.5
Industry Average 2.8
Benchmark for PQ Multi featured-Y7
Company A Company B Company C Company D
4.5 4 3 3
Industry Average 3.6
Benchmark for PQ Multi featured-Y8
Company A Company B Company C Company D
5 4.5 3 3.5
Industry Average 3.9
Benchmark for PQ Multi featured-Y9
Company A Company B Company C Company D
5 4 3 3.5
Industry Average 3.8
Benchmark for PQ Multi featured-Y10
Company A Company B Company C Company D
5 4 3 3.5
Industry Average 3.8
Ledford 45