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Deloitte Consulting Case Competition 2017

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Deloitte Consulting Case Competition 2017

  1. 1. D-Motors Corporate Operating Strategy Bevoshire Group February 17, 2017
  2. 2. Copyright © 2017 Deloitte Development LLC. All rights reserved. 2 Outline Industry and Situation Analysis Key Recommendations Implementation Timeline Financials
  3. 3. Copyright © 2017 Deloitte Development LLC. All rights reserved. 3 Porter’s Five Forces Industry Analysis Barriers to Entry Manufacturing Dealership network Bargaining Power of Buyers High, lots of substitutes in market Intensity of Rivalry Entry-level market has many players Heavy pricing competition Threats of Substitutes Requires enormous capital outlays Reputation paramount in automotive industry Bargaining Power of Suppliers Global network heavily based on volume pricing Lots of options for identical parts, low switching costs HIGH LOW LOW HIGH HIGH
  4. 4. Copyright © 2017 Deloitte Development LLC. All rights reserved. 4 Situation Analysis Information Disconnect Corporate Culture Declining Revenues and Profit Margin
  5. 5. Copyright © 2017 Deloitte Development LLC. All rights reserved. 5 Vision David uses predictive analytics to find the ideal price point and market During a weekly meeting, David learns about a new-cost efficient motor from Larry, an accountant. The 2018 Locust is taken to market; it's a smash hit! David is trying to boost revenues on the 2018 D-Motors Locust.
  6. 6. Copyright © 2017 Deloitte Development LLC. All rights reserved. 6 Key Recommendations S&O Technology Human Capital Rebrand towards a younger market with cost-efficient, reliable, and stylish vehicles Leverage predictive analytics to improve company knowledge on the customer, itself, and the industry. Flatten hierarchical structures to improve information transfers across the corporate structure
  7. 7. Copyright © 2017 Deloitte Development LLC. All rights reserved. 7 DBS Cognitive Technology Predictive Analytics Database Solution
  8. 8. Copyright © 2017 Deloitte Development LLC. All rights reserved. 8 Hierarchical Adjustment
  9. 9. Copyright © 2017 Deloitte Development LLC. All rights reserved. Strategy and Operations
  10. 10. Copyright © 2017 Deloitte Development LLC. All rights reserved. 10 Target Audience: Gen Z and Millennials 87 million Gen Z consumers 83 million Millennials
  11. 11. Copyright © 2017 Deloitte Development LLC. All rights reserved. 11 Target Audience Data Only 8% want car/ridesharing services to replace car ownership 91% of millennials trust American products more than ones made elsewhere 43% think safety is important 27% of Generation Z views environmental friendliness as important feature 92% of Generation Z plans to own a vehicle For millennials, key factors are reliability, purchase cost, safety features, and fuel economy
  12. 12. Copyright © 2017 Deloitte Development LLC. All rights reserved. 12 Product Strategy Technologically-Oriented Personalization Upselling Safety Infotainment
  13. 13. Copyright © 2017 Deloitte Development LLC. All rights reserved. 13 Marketing Approach
  14. 14. Copyright © 2017 Deloitte Development LLC. All rights reserved. 14 High Stakes States: Youngest Median Populations Source: ArcGIS Median Age US Map
  15. 15. Copyright © 2017 Deloitte Development LLC. All rights reserved. 15 • Reduces Recalls and Repairs • Increases Credibility SUPPLY CHAIN: Sensors • Decreases Customer-service Investments Costs • Differentiated Customer Experience CUSTOMER EXPERIENCE Artificial Intelligence INCREASED PROFIT MARGINS
  16. 16. Copyright © 2017 Deloitte Development LLC. All rights reserved. Employee Engagement
  17. 17. Copyright © 2017 Deloitte Development LLC. All rights reserved. 17 How? Changing Culture Team-based Rewards Flattening Hierarchy Investing in Employees Adjusting Hiring Strategy
  18. 18. Copyright © 2017 Deloitte Development LLC. All rights reserved. Implementation Schedule and Financials
  19. 19. Copyright © 2017 Deloitte Development LLC. All rights reserved. 19 Timeline of Implementation Year 1 Year 2 Year 3 Year 4 Year 5 TRANSITION • Roll out database • Transition to flatarchy • Begin leadership development programs • Transition redundant employees into training positions or educational opportunity • Launch new marketing campaign with database leads integrated • Revenue growth moves positive BRANDING • Begin selling first updated models • Move into more celebrity and event promotions • Increase social media promotions • Launch new campus recruiting initiatives • Begin switching roles of employees who have gone through training programs • Beginning of the self-driving initiative EXPANSION • Meet 20% revenue growth goal • Profit margin surpasses 8.5% • Begin selling vehicles internationally, taking advantage of border- adjusted tax advantage • Educational opportunity employees return, utilize knowledge in different departments to prevent inertia INNOVATION • Self-driving car prototype completed • Profit margin surpasses 9% • International sales at least 5% of revenue • Plan for release of self-driving midsize sedan below $30,000 in Year 5 EVOLUTION • Release sub- $30,000 self- driving midsize sedan in the US • Expand international sales to at least 7.5% of revenue • Have achieved 49% revenue growth, 29% profit growth
  20. 20. Copyright © 2017 Deloitte Development LLC. All rights reserved. 20 5 Year DCF Model Year 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Revenue ($M) 55,204.00$ 51,988.00$ 55,094.00$ 47,896.00$ 43,742.00$ 45,491.68$ 50,495.76$ 56,050.30$ 60,534.32$ 65,377.07$ Net Profit Margin (%) 8.34% 8.13% 7.90% 7.15% 7.06% 7.50% 8.25% 9.00% 9.50% 11.00% Growth Rate -5.83% 5.97% -13.06% -8.67% 4.00% 11.00% 11.00% 8.00% 8.00% NPV 49,264.16$ 53,349.48$ 56,212.14$ 59,228.40$ Discounted 50,988.41$ 57,149.30$ 62,323.40$ 67,965.95$ WACC 2.50% Beta 0.85 Discount Rate 3.50% Profit 4,604.01$ 4,226.62$ 4,352.43$ 3,424.56$ 3,088.19$ 3,411.88$ 4,165.90$ 5,044.53$ 5,750.76$ 7,191.48$ Assumptions Total Profit FY2012-16 Total Profit FY2017-21 http://people. stern.nyu.edu/ adamodar/Ne w_Home_Pag e/datafile/wac c.htm 19,695.81$ 25,564.54$ Gain in Revenue Gain in Profit 49% 29.80%
  21. 21. Copyright © 2017 Deloitte Development LLC. All rights reserved. 21 Conclusion S&O Technology Human Capital Rebrand towards a younger market with cost-efficient, reliable, and stylish vehicles Leverage predictive analytics to improve company knowledge on the customer, itself, and the industry. Flatten hierarchical structures to improve information transfers across the corporate structure
  22. 22. Copyright © 2017 Deloitte Development LLC. All rights reserved. 22 Thank You
  23. 23. Copyright © 2017 Deloitte Development LLC. All rights reserved. 23
  24. 24. Copyright © 2017 Deloitte Development LLC. All rights reserved. 24
  25. 25. Copyright © 2017 Deloitte Development LLC. All rights reserved. 25 • https://oemsolutions.agameautotrader.com/wp- content/uploads/2016/03/Gen-Z-Study-Infographic.pdf • https://media.ford.com/content/fordmedia/fna/us/en/news/2015/06/09 /through-the-eyes-of-gen-y-and-gen-z.html • http://www.theharrispoll.com/business/Interest-in-Electric-and-Hybrid- Vehicles.html • http://www.forbes.com/sites/drewhendricks/2015/04/09/a-look-at- how-car-brands-are-effectively-using-social-media/#61723ba85356 • http://www.strategyand.pwc.com/reports/connected-car-2016-study Bibliography

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