TEAM ORANJ

PERFORMANCE
SUMMARY
REPORT
Presented by:
• Nishith
• Jasdeep
• Archita
• Neha &
• Amlan
INTRODUCTION ABOUT TEAM
Major Contributions
Nishith
• Product line creation and overall sales channel
strategy
• Investment decisions
Archita
• Tactical planning for future investments
• Brands creation, advertising and reliability
improvement
Neha
• Debt-Free financing
• Salesforce management
Jasdeep
• Operational efficiency
• Salesforce productivity improvement
Amlan
• Market research analytics
• R&D on features
Review of 2nd-Year Performance
Consistently improving financials from EPS :
-33 (Quarter 5) to EPS : 18 (Quarter 8)

9 fold increase in revenue from 1.3 million

to 9+ million
Overall
Market share
Adequate Cash balance maintained of
reduced from
approx. 1.9 mil to facilitate working capital 11% to 4%

3rd position in Brand Reliability (Q8) &

Overall BSC

Focused Sale on 2 Brands only. Received

Brand Judgement of 91 from Traveller
customer segment
REVIEW OF ACHIEVEMENTS AGAINST THE
PROMISES MADE TO THE VENTURE CAPITALIST

Promised EPS= 30 Achieved EPS= 18

Some things that did click though………..

To create top quality products catering to Traveller (NovaX) / Innovator (NovaZ)
customer segments (Achieved. Brand Judgement Traveller segment > 91 )
Loss Sales as % of Net Demand remained average of 1.5% per quarter(Achieved
Reduced to 0% in Q8)
Ending Inventory as % of Unit Produced reduced from 5% in Q5 to 3% in Q8
Production employee Productivity increased from 78% in Q5 to 94 % in Q8
One of the major players in European market
REVIEW OF EACH FUNCTION – DISCUSSION
ON BALANCED SCORECARD
OranJ Inc : 3RD POSITION as per Cumulative Balanced Scorecard
 Total Performance 0.679
 Financial Performance 16.984
 Market Performance 0.079
 Marketing Effectiveness 0.678
 Investment in Future 3.217
 Wealth 0.458
 Human Resource Management 0.819
 Asset Management 1.556
 Manufacturing Productivity 0.399
 Financial Risk 1

Factors for Success :

- Decision to invest in R&D and Quality improvements to create top-notch products
- Focus all efforts on 2 Brands only catering to Traveller / Innovator segments. Ensured all Advertising/Marketing efforts were aligned with
this.
- Optimal Production. Left over inventory was minimal
- Debt-Free financing. Judicious use of capital to reduce Financial Risk for shareholders
- Pricing set correctly
Turnaround Factors:
- Changed strategy to generate wealth for investors rather than capturing Market Share
- Cut down Operating Expenses to generate Net Profit. R&D Improvements were spread across quarters
LESSONS LEARNT
Very limited number of brick-and-mortar / Web Sales offices leading to restricted geographic presence
Conservative approach to expansion. Focus on conquering one geography only rather than entering other
markets resulted in restricted expansion in salesforce later
Large salesforce allocated to one region only failed to deliver results
Was not able to identify what the employees actually need i.e. the compensation they are actually looking
forward for. Learnt performance drivers for employees. Final Productivity : 94 for production workers / 83 for
sales force workers
Matching Production capacity to tentative demand : Overproduction vs Underproduction
Careful Selection of Warehouse vis-a-vis future market demands ( Europe Warehouse vs ROW Sales)

ORANJ INC'S PITCH FOR THE FUTURE

Given gradual increase in Operating Profits, target EPS of 40 by Quarter 10
With sufficient cash balance, offer dividends of $10 per share by Quarter 12
Using sufficient cash balance, further invest in R&D to improve product features/offerings
Open at least 5 more brick-and-mortar offices. Focus on APAC / LATAM region. Redistribute sales
force
With Focus on offering Quality Products at High Prices & reasonable success on Innovator segment
- Create new Brand for Mercedes customer segment
 THANK YOU!
ANY
Presented by:
• Nishith
QUESTIONS?
• Jasdeep
• Archita
• Neha &
• Amlan