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Running Head: WEEK 6 Rough Draft 1 Final Presentation Jonathan Reid Senior Project - Week 6 DeVry University

WEEK 6 Rough Draft 2 I. Financial Analysis CanGo is a fast growing company experiencing the problem that a fivefold increase in revenues year-on-year can produce. It has had some problems navigating the logistics of its growth and it has some financial decisions to make. Key financial ratios to determine the financial health of the company include: ? Earnings per share (EPS) defined as net income divided by the number of shares of stock issued to stockholders. Higher EPS values indicate the company is earning more net income per share of stock outstanding. CanGo EPS: $5.486mil/13mil issued shares=.422 ? Return on average equity (ROE) ROE is defined as net income divided by the average amount of shareholders' equity investment?the average amount of shareholders' equity investment is equal to the sum of shareholder equity at the beginning of the year and the end of the year divided by 2. CanGo ROE: Not yet available as this was the first year stocks were issued. ? Operating profit margin defined as operating profit divided by net revenues. A higher operating profit margin is a sign of competitive strength and cost competitiveness. The higher the percentage of operating profits to net revenues the higher the margin for covering interest payments and taxes and moving dollars to the bottom-line. CanGo OPM: $8.44/$50 = . 1688 ? Net profit margin defined as net profit or after-tax income divided by net revenues. The bigger a company's net profit margin (its ratio of net profit to net revenues), the better the company's profitability in the sense that a bigger percentage of the dollars it collects from sales flow to the bottom-line. A company's net profit margin represents the percentage of revenues that end up on the bottom line. CanGo NPM: $5.486/$50=.109 II. Strategic Planning Recommendations

WEEK 6 Rough Draft 3 Success begins with planning and CanGo lacks a strategic plan, which is an organization's process of defining its direction. Strategic planning is the analysis of the threats and opportunities facing a business, the process of creating a vision of the company's desired future position, and identifying actions to bring about the desired outcome. Simply put, strategic planning takes into consideration the environment, creates a new vision, and develops an action plan. A strategic plan is important to a successful company because it guides and focuses all staff to specific goals and establishes a course of action to achieve them. Strategic planning also serves as a way to ensure that all departments within the organization share a common goal. A strategic plan is the road map that ensures everyone from the CEO to the custodian is heading in the right direction. Strategic planning defines and creates a future for the organization. The strategic planning process allows leaders to look into the future and attempt to understand the internal and external business, political, and legal environments that will face an organization. Once the success equation for the future is defined, an action plan is created to make the CEO's vision become a reality. It is the responsibility of the CEO to cast vision as part of the strategic planning process and the vision needs to be shared by all the stakeholders. Strategic planning is a powerful tool that links resources - capital and human, activities, strategies and finally the vision, which all work together to meet the needs of the customer. III. Development of Strategic Alternatives Our team considered three strategic alternatives for CanGo. They are presented here in summary. Alternative One

WEEK 6 Rough Draft 4 To review effectively CanGo's product strategy, the management team must reevaluate its product offering to identify changes and enhancements to institute as those will affect all layers of CanGo's product line its core product, its actual product, and its augmented product. Furthermore, CanGo must aggressively continue to focus on providing outstanding customer service through excellent quality and the on time delivery of their products. Alternative Two CanGo's fundamental internal challenges include the absence of a strategic plan to guide growth and allocate resources, adequate and consistent measurement of consumer buying behavior, and fulfillment process flow. The absence of a strategic plan causes senior management to entertain all new ideas instead of aligning them with the goals of the organization. Additionally, Marketers must continually revisit the consumer buying process, refresh their understanding of it, and use their ever-evolving insights to construct messages that appeal to consumers' developing needs. CanGo is not in a position to spend a great deal of capital on this type of research only to find out what they already know. Finally, CanGo could benefit greatly from technology that will improve lead times, cost, and flexibility. Other challenges include the decline in CD purchases and digital media and the ability to compete with online retailers like Amazon.com and CDNow.com (an Amazon company). Alternative Three Key internal challenges at CanGo include an insufficient performance appraisal system, a lack of consumer behavior research into emerging markets, and problems with customer service and order filling. Key external challenges include the proliferation of shop bots, illegal downloading of copyrighted material and competitors' expansion into gaming and music

WEEK 6 Rough Draft 5 markets. CanGo's core competencies are its technological capabilities, innovation, and understanding of the Gen X market. To meet critical internal and external challenge and grow CanGo must stay at the cutting edge of technology. IV. Evaluation of Strategic Alternatives The three preceding alternatives do not adequately address CanGo's problems. Using the Delphi method to increase consensus we have blended the best of the preceding alternatives to develop a fourth. Key issues include: Lack of a Strategic Plan - CanGo must implement a strategies team composed of leaders from each business unit. This team will conduct regular SWOT and GAP analysis to stay ahead of trends and identify deficiencies before they become strategic weaknesses. Line employees will regularly be polled to gauge their feelings on company strategies and suggestions on how to improve. Logistics and Distribution Gaps - A 24hr Customer Call Center will be outsourced to reduce costs. An AS/RS (automated storage and retrieval system) will provide improved inventory management, space efficiency, reduced labor costs and reduced costs of loss by theft and misplacing (Aslam, Gardezi, & Hayat, 2009). CanGo will also implement 24-hour shipping and expand their receiving department to handle increased demand. Illegal Downloads and Copyright Infringement - To combat the losses incurred by illegal downloads the company must build a subscription and free music cataloging/introduction site that can be accessed via desktop, Smartphone, or mobile device. This site will introduce users to new music and allow unlimited music catalogs to subscribers. Subscribers will receive 10 downloads a month; additional downloads will cost between .50 - $1.69 a song. He thinking

WEEK 6 Rough Draft 6 behind this plan is to wean consumers back into purchasing music. In addition, CanGo must join others in the industry in lobbying congress to institute stronger copyright protection laws. Lack of Consumer Behavior Research into Emerging Markets - The marketing department will build an internal team dedicated to data mining in emerging markets. This will ensure that CanGo is not surprised by growing demand in new markets. The backbone of this marketing system will be the VALS system (SBI, 2010). This system identifies and predicts future opportunities by segmenting the marketplace based on the personality traits that direct consumer behavior. The Proliferation of Shop Bots - To combat the loss of loyalty that shop bots encourage CanGo needs to establish a buyers' club. By providing subscribers with 'insider' information on new music, video, and book releases, along with discounts on purchases CanGo can build loyalty. The development of online gaming sites linked to social networking and Smartphone apps will help CanGo garner more of their target market. A focus on its brand equity, which includes positioning, service mix, visual impact, pricing, customer service and marketing will help CanGo compete. Customer Service Gaps - The majority of CanGo's customer service problems stemmed from the failure to meet the next day shipping promises and underestimating consumer interest in the Asian Pacific market. If CanGo implements the aforementioned suggestions, a great deal of their customer service issues will vanish. CanGo must stick to its focused differentiation strategy and actively engage their target market. CanGo's core competencies are its technological capabilities, innovation, and understanding of the Gen X and Y markets. To build a sustained competitive advantage CanGo

WEEK 6 Rough Draft 7 needs to be where their target market is?namely on social networking sites, and on the app stores of Apple and Android. CanGo marketing needs a social networking department to build buzz on sites like Facebook and Twitter. The online gaming department needs to build gaming apps for mobile devices. An employee rewards program will be instituted that rewards employees for exceeding customer service and departmental standards. Catering to consumers will naturally improve customer service. Lastly, an employee rewards program will be instituted that rewards employees for exceeding customer service and departmental standards. By implementing these suggestions CanGo can and will grow well into the 21st century. V. Recommendations CanGo's senior level management should develop a strategic plan design to incorporate online gaming with their current product offerings. Advertising and sales programs should be implemented to promote products and services to new customers. In addition, customer retention strategies must be employed to include an integrated marketing strategy directed at retention as a measurement for success. To increase sales, CanGo must ensure customers are happy with their experience. Otherwise, it must try to turn them around with a discount, a free product, or some other benefit. This is especially important with online purchases where customers are nameless faces. We do not recommend CanGo to conduct any further market research at this time, a GAP analysis should be conduct semi-annually to keep them current on the latest trends. It is further recommended the company use integrated marketing communications between cross-functional

WEEK 6 Rough Draft 8 departments including human resources, finance, operations, accounting, productions, administrative support, etc in implementing their latest strategic plans. Web developers should redesign CanGo's site to be more attractive to Baby-boomers and Gen Yers without alienating their market segmentation of Gen Xers, their current source of income. A good quality web site design can improve the chances of achieving higher profits in the international site region and for CanGo to begin an overseas marketing campaign. They have successfully researched the general e-Tailing marker in Japan, Music and video e-tailing in Brazil, online e-Books in India and the MP3 market in China call of which show promise if CanGo enters these emerging markets successfully. In spite of the different types of challenges CanGo continue to face, CanGo is ready to expand and has the most current technologically advanced systems required to succeed. We recommend that CanGo be innovative in every part of their business including pricing, personnel policies, distribution, sales and promotion. VI. Implementation CanGo's mission appears to be to connect trendsetters to quality entertainment using the latest and most innovative technology. However, the absence of a strategic plan causes senior management to entertain all new ideas instead of aligning them with the goals of the organization. In conjunction with the IPO, the launch of the online gaming site and other emerging markets, Liz should tap into her Board of Directors and senior management team to execute a strategic planning process. The process should take no more than 60 to 90 days and will include SWOT and GAP analysis, which will then be conducted twice per year.

WEEK 6 Rough Draft 9 Upon completion of the strategic plan, Andrew and his team must draft a Marketing Plan that details how CanGo will track consumer behavior and monitor emerging markets. Developing this plan should take no more than 30 days, as much of the work will have occurred during the strategic planning process. CanGo can ensure no surprises occur by growing demands in new markets by establishing a team whose focus is data mining. Using the VALS system, which classifies people into eight basic lifestyle groups CanGo's marketing team can develop messaging appropriate for its most current market segment. CanGo's core competencies are its technological capabilities, innovation, and understanding of the Gen X market. To build a sustained competitive advantage CanGo needs to be where their target market is - on social networking sites, and on the app stores of Apple and Android. CanGo must create a social networking department whose focus is to build buzz on sites like Facebook and Twitter. Once CanGo has clear plans regarding the mission and vision of the organization, how to track consumer behavior and monitor emerging markets, they can focus on logistics and distribution gaps. CanGo can outsource a 24-hour call center to reduce costs. An automated storage and retrieval system (AS/RS) will provide improved inventory management, space efficiency, reduced labor costs and reduced costs of loss by theft and misplacing (Aslam, Gardezi, & Hayat, 2009). CanGo will also implement 24-hour shipping and expand their receiving department to handle increased demand; however, to minimize employee costs, this division of CanGo will operate using three shifts. Each shift will have no more than two full-time supervisors and will rely on part-time employees working rotating schedules. Instituting the storage and retrieval system and increasing the number of bodies in distribution should minimize customer service gaps.

WEEK 6 Rough Draft 10 Upon completion of critical issues such as strategic planning, marketing and distribution, CanGo can focus its energies and resources on the areas of customer service - where the primary issue of failing to meet next day delivery will be resolved with the new AS/RS system - illegal downloads and copyright infringement, and proliferation of shop bots. As noted by Liz's management team, no real planning has occurred sense the company's launch more than ten years ago. If CanGo wants to compete with Amazon, CDNow and ITunes, it must do so strategically and not jump on the "what's hot" bandwagon. Doing saw will exhaust capital and alienate CanGo's current customers. Implementing the above detailed suggestions will provide CanGo strong footing to compete the 21st century. Do not expand until more capital is raised Continue with online gaming Do not hire new employees Train current employees

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