Contents:
Letter to Shareholders 3
Strategies 4 Product Line 7
Production & Operation 12
Socio-economic responsibilities 13
Market Report 14
Appendices 16
The Management Team
CEO CMO
Stevens Naranjo Adamos Adamou
COO CFO Steven Soltz Rishi Desai
To Our Shareholders:
These past few years have been very trying for High Land Bikes. Our Kids Bike and Commuter Bikes have shown
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We are seeking to make the best use of our opportunities, by attracting and preserving the best in the business to develop a culture illustrated by –among other things – speed, determination and teamwork. In our sincerest appreciation for our investors who stood with us through the hard times, thank you.
Stevens Naranjo
Chairman and Chief Executive Officer
High Land Bikes
Product Line
Adventure Bike: Adv5
This was our first and only bike at the time we took over the company in 2003. This bike was our introduction to the market where we learned how competitive it can be. There were many people in this market and sales were declining. Our goals were to shift the company to a different area of sales and this bike did not really fit into our plans. We did not advertise very heavily for this bike after the first year and sales started to decline. The first year we tried to push the bike but sales were stagnant. This is when we started to work on our product development for our push into different markets. In 2005 we launched two new bikes and saw a major decline in sales for our adventure bike. We kept the adventure bike on our product line as a safety just in case our new bike ventures didn’t work as expected, but in 2006 we ended production of the adventure bike. We just felt there was not a great potential for growth in this market and decided to pursue new markets.
KidsBike
This bike
Customers are having high income and want from a particular bike to suit their individual needs.
The company started off producing 20,000 units of mountain bikes. We did not change the production quantity. Last year our forecast sales were 24,000 when we only sold 19,866; therefore we thought it would be best to leave production at 20,000 bikes. Having excess inventory, we concluded that 20,000 units should be enough considering our quality has not changed and our advertising will not increase the sales dramatically. Although we had the choice to produce as much as 30,000 units, we felt as though we did not have sufficient money to increase production. We were interested in allocating the money towards marketing as opposed to production. We realized that without awareness, no matter how many units we make, sales would be inefficient.
Bikes Bikes Bikes is a company that aims to produce the highest quality mountain, road,
As a highly dedicated individual, I will bring the best effort to your company that I can possibly provide. I have learned that hard work brings great rewards, as
Prior to the first year of decision makings, our bike firm of Get Wheel took some time to study and consider numerous strategies that would bring the shareholder value to the top early on. We also had the goal in mind to accomplish of providing the greatest maximum benefit to the owners. Before officially entering the market, our competitors had an equal starting shareholder value of $10.82. Our firms starting plan was to have the shareholder value above all the competitors early on. Get Wheel set the price of the first mountain bike slightly above the suggested retail price. To attract many consumers, Get Wheel spent the most on advertising and public relations in total in comparison with the competitors. The goal was to create more awareness and thus attracting customers and increasing shareholder value. As a result of such spending, Get Wheel
It’s important to note I value a position with a company that has the same values as I do; one which views people as people while longing to improve their lives and one which sees life as an opportunity to explore and grow. I’m writing this letter because marketing is the way to encompass those values—helping customers succeed and learning about the world while doing so. For that reason, Figliulo & Partners stood out to me more than any other. I appreciate a team that is cohesive, creative, and trustworthy. There
It is because of the company’s long history and dedication to being a small, family oriented business that it has been able to be successful. Throughout these years, the employees and the customers have developed relationships through the friendly environment that continues to bring people in. The shared value and shared assumption associated with the stories and legends, is treating everyone
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There were many silos in place. We overcame these barriers through gaining trust. Please talk about my individual interviews and winning over stakeholders.
The Mikes Bikes game brings to light a new perspective on engaging in group activities. The game offers a unique group work experience from which players can learn important lessons on workable strategies for both acquiring knowledges about a business environment and its practical application.
Respect the individual, provide the best service to their customers, strive for excellence, and exceed customer expectations. Their corporate mission focuses on a global growth strategy through concentrated integration. The company continues to expand its
Transition: Now that we understand how the company started let’s take a look at how it grew during the early
The company has made tremendous progress in the last eight years (Refer to Company Background, Appendix 1, Page ) with regards to achieving a competitive position as well as increasing its market share, but need has