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Capstone Strategy

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Estrategia de simulación en Capstone
Digby Inc.

Misión
• Digby Inc. tiene como misión entender profundamente las necesidades de sus clientes, traduciéndolas en el rediseño y/o lanzamiento de nuevos productos, garantizando una grata experiencia de compra y cuidando que las especificaciones del producto siempre sean claras y certeras ante el proceso de manufactura, cuidando siempre en todo momento y lugar el

bajo costo.

Visión 2022
• Digby Inc. es líder en la manufactura de sensores a bajo costo y una fuerte opción de proveeduría para sus competidores.

FODA
Fortalezas
*Alta eficiencia operativa traducida en bajos costos. * Simplificación admistrativa y operativa traducida en precios competitivos .

Oportunidades
*Saber leer , medir e interpretar el mercado para el lanzamiento oportuno de nuevos productos.

Debilidades
*Postura
muy conservadora ante el riesgo. * No se entienden las oportunidades de crecimiento para convertirlas en fortalezas.

Amenazas
*El crecimiento del mercado se incline en mayor proporción al volumen en segmentos de alta tecnología . Se tiene más sólidez en low, traditional que en performance, size y high.

Estrategia
Líder en costos generales
Una estrategia en líder en costos generales está presente en todos los segmentos de mercado. Lograremos una ventaja competitiva manteniendo al mínimo los costos en R&D, los costos en producción y los costos de materiales, lo que permitirá a la empresa competir con base en el precio. Los precios estarán por debajo del promedio. Se aumentarán los niveles de automatización para mejorar los márgenes y para compensar los costos de un segundo turno/horas extras.

Cifras acumuladas
Del round 0 al round 8 (2013-2021)

Objetivos estratégicos
 1.- Lograr una utilidad de operación (EBIT) del 15% de las ventas.
 2.- Lograr una utilidad neta del 10% de las ventas.  3.- Mantener los costos variables cinco puntos porcentuales por debajo de la industria.  4.- Mantener los gastos de ventas, promoción, administración e investigación y desarrollo en un 13% con respecto a las ventas. × 5.-Lograr un aumento de 1.0 puntos porcentuales en la participación de mercado pasar de 16.7% a 17.2 %

Share of Market
Del round 0 al round 8
Round 0 Round 1 Round 2 Round 3 Round 4 Round 5 Round 6 Round 7 Round 8 Market share 16.67 16.52 13.65 11.16 14.77 18.17 19.27 18.66 16.66

Análisis de la industria

Silvia Cecilia Montoya Aldrete Licenciada en Comercio Internacional A cargo de Finanzas, Marketing y Recursos Humanos.

Finanzas
Analizar las estimaciones de las proformas financieras como son: El estado de resultados, el balance general, el flujo de efectivo y el puntaje proyectado del Balance Score Card. Realizar los ajustes correspondientes al borrador de la toma de decisiones de cada round para cumplir con los objetivos estratégicos-financieros. Estimar correctamente la cantidad de flujo de efectivo que sea suficiente para evitar cualquier posibilidad de préstamos de emergencia. Cuidar que capital de trabajo se mantenga en menos de 60 días. Analizar la proforma de las razones financieras como el ROS, ROA, ROE y evaluar todos los escenarios posibles para incrementarlas. Hacer las corridas financieras sobre el posible pago de intereses y que no afecte de manera sustancial a la utilidad neta. Amortizar deuda con excedente de efectivo para pagar menos intereses. Entender las oportunidades de financiamiento a través de la venta de acciones cuando el precio de la acción es alto y comprar acciones cuando se tenga demasiado dinero y no se tengan otras opciones de inversión.

Marketing
Calcular el pronóstico de ventas de acuerdo a la tasa de crecimiento de mercado y al CSS con respecto al top ten de los productos por segmento. Considerar en el cálculo del pronóstico de ventas el análisis por producto y segmento de la demanda real contra la demanda potencial. Considerar un punto porcentual adicional en el pronóstico de ventas para cuidar que no se incurran en costos de desabasto. Fijar el precio teniendo extremo cuidado en aquellos productos en segmentos donde la demanda es sensible al precio. Ejemplo es el segmento de Low con el producto Dell. Determinar el monto a gastar en promoción y ventas para cada round.

Recursos Humanos
Monitorear los niveles de automatización que afectan sustancialmente a la productividad. Establecer el monto a invertir en capacitación y reclutamiento. Monitorear el costo por utilizar un segundo turno y notificar a las áreas de finanzas y producción para evaluar si un aumento en la capacidad resulta más favorable que el costo adicional de un segundo turno.

R&D Producción
Determinar la cantidad a producir de acuerdo al pronóstico de ventas descontando el inventario final del periodo. Determinar en manera conjunta con las áreas de finanzas e investigación y desarrollo los niveles de automatización y compra de capacidades. Responsable de utilizar en niveles del 90% la capacidad instalada de las líneas de producción. Evaluar la venta de capacidades en conjunto con el área de finanzas. Analizar cómo se mueve el ROA con respecto al uso de las líneas de producción. Analizar si se justifica el gasto de depreciación con respecto a los niveles mínimos de producción para la absorción de los costos. Analizar la capacidad ociosa de producción y establecer las acciones para mitigar el efecto financiero. Definir el posicionamiento de buscando sus coordenadas ideales. cada producto

Definir el MTBF buscando consumir menos en materiales y que no afecte sustancialmente al CSS. Definir el posicionamiento de los productos buscando la edad ideal en aquellos productos donde sea el atributo más valorado por el cliente. Definir nuevos productos con sus niveles de automatización y compra de capacidades.

Iniciativas TQM
Responsable de determinar la cantidad a invertir en cada iniciativa. Monitorear que la inversión en cada iniciativa sea suficiente y no en vano para generar algún ahorro ya sea en costos y/o aumentar la demanda.

Preguntas estratégicas
1.- ¿Cuál es la postura de la compañía ante el riesgo?
• La compañía tiene una postura muy conservadora ante el riesgo, es decir, no se atreve a tomar decisiones que tengan una alta probabilidad de fracaso. Es una empresa que se siente cómoda operando con el mayor grado de certeza. Tiene claro el éxito adicional que podría obtener al combinar esa eficiencia operacional con las oportunidades de ganar mayor participación de mercado a través de la introducción de nuevos productos. Sus socios comulgan con la misma postura ante el riesgo y están satisfechos con los resultados financieros. No se cierran a escuchar nuevas propuestas.

• •



Preguntas estratégicas
2.- ¿Cuál es la diferencia entre operar a bajo costo Vs. Ganar participación de mercado a bajo costo?
• • Invertir más de lo planeado y utilizar fuentes de financiamiento externas. El operar a bajo costo implica invertir en automatización y capacidades de producción pero ganar participación implica una inversión adicional forzosa, no se puede ganar share si no se invierte en mayor proporción en R&D. Entender el trade-off de dejar de obtener los mismos niveles de EBIT en los primeros años que al final serán compensados con mayores utilidades. Es ser tolerante y paciente.





Preguntas estratégicas
3.- ¿Qué aprende la compañía al dejar pasar oportunidades que pudieron haber hecho la diferencia? • Hay que tener mayor apertura a escuchar nuevas opciones para hacer crecer el negocio y estar más alertas de los cambios en las preferencias de los clientes. Tener claro que pequeños errores pueden ser la diferencia.

Aprendizaje de la implementación
Round 1: Se vendieron capacidades de producción subutilizadas en
Traditional, Size , Performance y High. Round 2: Nuevo producto en High por su alto margen de contribución. Disminución de MTBF en productos Aumento de automatización.

Round 3: Se aumentó el precio en Dell y el CSS cayó. El precio de la acción cayó y obtuvo su primer préstamo de emergencia.

Round 4: Se descontinuaron los productos Dot y Dune.

Aprendizaje de la implementación
Round 5: Dixie migró de High a Traditional. Se lanzó el nuevo producto Dona en Size, obteniendo un margen de contribución de 45% Round 6: Se emitieron Bonos (deuda a largo plazo) para la adquisición de capacidad e inversión en automatización.

Round 7: Se aumentaron los niveles de automatización y la capacidad.

Round 8: La empresa quedó sin deuda.

Principales errores
1.- En el round 3 subir el precio a Dell-Low cuando no tenía el posicionamiento ideal y los principales competidores tenían el precio por debajo de la industria. 2.- En el round 6 invertir 16 millones de Usd en iniciativas de TQM cuando ya no era necesario. La utilidad de neta hubiera sido de 41 millones de Usd en lugar de 25 millones de usd. 3.- En el round 8 no subir el precio a Low ya que la demanda era superior a la oferta y lo iban a comprar a cualquier precio.
4.- No haber lanzado el último nuevo producto que teníamos disponible en los primeros rounds. Cuando quisimos reaccionar era muy alta la inversión comparado al retorno de esta misma.

Conclusiones
• La competencia nos hizo desarrollar habilidades más rápidamente
El proyecto nos permitió entender qué es estrategia y llevarlo a la práctica Se mantuvo la alineación con la estrategia de la empresa







Nos permitió reflexionar sobre nuestras áreas de oportunidad en cuanto a habilidades directivas
Se utilizó el análisis de datos y la intuición para tomar decisiones

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