Giant Leap Executive Summary Essay Example
Executive Summary
Giant Leap (Team B) is the corporate team consisting of Sharon Gilmore-Barton and Kirk Miller. Our team finished second out of five teams in the Business Strategy Game conducted during the Spring I 2009 Strategic Management course.
Our company strategic vision statement states: “Be the world’s premier provider of high performance footwear at an affordable price and become the footwear choice of world-class athletes and performance-minded customers. To concentrate our efforts not only on our customers, but also on our shareholders with solid market share, consistent growth, and genuine value.” This strategic vision was incorporated along with a change in business strategy during year 15 of the game. Prior to this time Giant Leap did not have a sound corporate strategy. Our company was attempting to compete directly with Team E, the effective corporate leader after year 12 of the game. This was not a very effective strategy due to the fact that our company was not pursuing specific market share or position; we were mainly attempting to match what Team E was doing without actually analyzing how they were doing it. Our current business strategy started during year 15 of the game, when, in year 14, our ratings had reached their lowest point in virtually every category and we realized that a radical shift in strategy had to be undertaken.
After analysis of the four major markets, we came to the conclusion that there was ample business opportunity for a high-end (8-9 Star) quality athletic shoe since none of the other companies were pursuing that portion of the market. We also wanted to restrain our model availability to 200-250 to position our products firmly in the high quality differentiation niche market, and in order to play on our strength of low reject rates that can be realized with smaller model availability. By year 16 positive gains were shown in every category. Net Revenues increased by $92 million, Earnings Per Share
Giant Leap (Team B) is the corporate team consisting of Sharon Gilmore-Barton and Kirk Miller. Our team finished second out of five teams in the Business Strategy Game conducted during the Spring I 2009 Strategic Management course.
Our company strategic vision statement states: “Be the world’s premier provider of high performance footwear at an affordable price and become the footwear choice of world-class athletes and performance-minded customers. To concentrate our efforts not only on our customers, but also on our shareholders with solid market share, consistent growth, and genuine value.” This strategic vision was incorporated along with a change in business strategy during year 15 of the game. Prior to this time Giant Leap did not have a sound corporate strategy. Our company was attempting to compete directly with Team E, the effective corporate leader after year 12 of the game. This was not a very effective strategy due to the fact that our company was not pursuing specific market share or position; we were mainly attempting to match what Team E was doing without actually analyzing how they were doing it. Our current business strategy started during year 15 of the game, when, in year 14, our ratings had reached their lowest point in virtually every category and we realized that a radical shift in strategy had to be undertaken.
After analysis of the four major markets, we came to the conclusion that there was ample business opportunity for a high-end (8-9 Star) quality athletic shoe since none of the other companies were pursuing that portion of the market. We also wanted to restrain our model availability to 200-250 to position our products firmly in the high quality differentiation niche market, and in order to play on our strength of low reject rates that can be realized with smaller model availability. By year 16 positive gains were shown in every category. Net Revenues increased by $92 million, Earnings Per Share