Glo Bus Report
GMS 200 031 – GLO-BUS Annual Report
Industry: 2
Company Name: Dream Team
Due: 11/28/14
Instructor: H.Morgan
Student #: Co-Managers
500619592: Caleb Antonio
500620521: Cathy Truong
500620618: Manjit Sidhu
500620887: Qihang Qiao
500621078: Adrian Stellato
Table of Contents
Review of Financial Performance …Pages 2-6
Strategic Vision …Pages 6-7
Performance Target Forecasting …Pages 7-8
Company’s Competitive Strategy in Entry-Level Cameras …Pages 8-9
Competitors’ Analysis …Pages 9-11
Strategy to ‘Out-Compete’ Closest Competitors …Pages 12
Lessons Learned …Pages 12-14
Review of Financial Performance
Net Revenue
Our company was ambitious and took a plunge straight into the market taking risks, resulting in our revenues increasing in the early years. Through years 9 to 11 we mainly priced our cameras higher from what our competitors had them listed as, as our revenue began to decline, we had lost our advantage because we had to start cutting costs, such as our adverting and tech support. Promoting our products more, using our money towards adverting could have increased our sales, or decreasing our products price while we had the advantage.
Stock Price
Since our stock prices were related to the earnings per share (EPS), our stock prices reflected accordingly. You could say our shareholders were fairly pleased with the results they received because it was either what they were expecting or well above it. Meeting almost all of the investors’ expectations is why we are always expected to pass the expectation in stock prices.
Earnings per Share (EPS)
In our company we tried to go over or meet our investors’ expectations, but in some of the years we fell below. Some factors that affected us, in years 10 and 11 we lost the competitive advantage so the companies priced their cameras very low, which gave them more of the market share. We failed to pass the expectations for years 10 and 11
Industry: 2
Company Name: Dream Team
Due: 11/28/14
Instructor: H.Morgan
Student #: Co-Managers
500619592: Caleb Antonio
500620521: Cathy Truong
500620618: Manjit Sidhu
500620887: Qihang Qiao
500621078: Adrian Stellato
Table of Contents
Review of Financial Performance …Pages 2-6
Strategic Vision …Pages 6-7
Performance Target Forecasting …Pages 7-8
Company’s Competitive Strategy in Entry-Level Cameras …Pages 8-9
Competitors’ Analysis …Pages 9-11
Strategy to ‘Out-Compete’ Closest Competitors …Pages 12
Lessons Learned …Pages 12-14
Review of Financial Performance
Net Revenue
Our company was ambitious and took a plunge straight into the market taking risks, resulting in our revenues increasing in the early years. Through years 9 to 11 we mainly priced our cameras higher from what our competitors had them listed as, as our revenue began to decline, we had lost our advantage because we had to start cutting costs, such as our adverting and tech support. Promoting our products more, using our money towards adverting could have increased our sales, or decreasing our products price while we had the advantage.
Stock Price
Since our stock prices were related to the earnings per share (EPS), our stock prices reflected accordingly. You could say our shareholders were fairly pleased with the results they received because it was either what they were expecting or well above it. Meeting almost all of the investors’ expectations is why we are always expected to pass the expectation in stock prices.
Earnings per Share (EPS)
In our company we tried to go over or meet our investors’ expectations, but in some of the years we fell below. Some factors that affected us, in years 10 and 11 we lost the competitive advantage so the companies priced their cameras very low, which gave them more of the market share. We failed to pass the expectations for years 10 and 11