2. INDEX: 1.Presentation of the company 2.The main issues: 3.The global strategy: 4.The strategy applied to the different departments:

3. Cameron Balloons: History: History: Activity: Activity: Balloons Balloons  Standards  Specific Medical Medical Its place in the market: Its place in the market:

4. Cameron main issues: Production Production Human resources Human resources Marketing Marketing Accounts Accounts Purchasing Purchasing Design Design

5. Production: Specialized product inducing a job flow production Specialized product inducing a job flow production Low use of machinery Low use of machinery Not a scientific quality control Not a scientific quality control Employees training and motivation Employees training and motivation A lot of providers A lot of providers

6. Cameron main issues: Production Production Human resources Human resources Marketing Marketing Accounts Accounts Purchasing Purchasing Design Design

7. Human resources: Internal organization Internal organization  Physical  Management Workers motivation Workers motivation Management motivation Management motivation Recruitment planning Recruitment planning Obvious lack of space Obvious lack of space

8. Cameron main issues: Production Production Human resources Human resources Marketing Marketing Accounts Accounts Purchasing Purchasing Design Design

9. Marketing/sales: The image of Cameron after Don The image of Cameron after Don How to better know the customers? How to better know the customers? Keeping the customers Keeping the customers Knowing the competition Knowing the competition Avoiding the elasticity of the market Avoiding the elasticity of the market

10. Cameron main issues: Production Production Human resources Human resources Marketing Marketing Accounts Accounts Purchasing Purchasing Design Design

11. Accounts: Cash flow quite low compared to turnover Cash flow quite low compared to turnover Subcontracted and no indicators Subcontracted and no indicators Investment capacity quite high (as no obvious large investment) Investment capacity quite high (as no obvious large investment) Stocks very high (but customers pay quickly: 20 days) Stocks very high (but customers pay quickly: 20 days)

12. Accounts:

13. Cameron main issues: Production Production Human resources Human resources Marketing Marketing Accounts Accounts Purchasing Purchasing Design Design

14. Purchasing department: Stocks/orders Stocks/orders Many providers (1000) Many providers (1000) Purchase manager has to check all the departments needs Purchase manager has to check all the departments needs Many activities for the purchasing person: cannot concentrate on the purchase optimization (Cost, negotiation with providers, integration…) Many activities for the purchasing person: cannot concentrate on the purchase optimization (Cost, negotiation with providers, integration…) No quality control on arrival (samples) No quality control on arrival (samples)

15. Cameron main issues: Production Production Human resources Human resources Marketing Marketing Accounts Accounts Purchasing Purchasing Design Design

16. Design: How to keep designers? How to keep designers? Software Software How to integrate the design cost? How to integrate the design cost?

17. GLOBAL WEAKNESSES: Every software is in-house made (No core activity and communication problems) Every software is in-house made (No core activity and communication problems) Internal organization (Physical and management) improvable Internal organization (Physical and management) improvable People cannot be easily replaced People cannot be easily replaced

18. GLOBAL OBJECTIVE: 1. Transforming Cameron from a big family business into an industrial cost efficient company 2. Secure its activity by diversification 3. Secure its future, avoiding dependence on a few key persons

19. Applying Strategy: The big investments will be on: The big investments will be on: –ERP system from the marketing to the provider, no need to ask for orders, planning… (3-5 years target as every software needs previous replacement) –Production tools (Cutting machine) –Premises evolution and upgrading

20. ACCOUNTS:

21. Accounts: Bring an in-house analyst accountant: Bring an in-house analyst accountant: Make every 3 months a board of indicators Make every 3 months a board of indicators Keep on with the payment technique Keep on with the payment technique Put in place an investment plan Put in place an investment plan Watch the stock value working with the purchasing department ( Now 90 Days stock value) Watch the stock value working with the purchasing department ( Now 90 Days stock value)

22. DESIGN:

23. Design: Plan the departure of Don Cameron (As stated in the HR section) Plan the departure of Don Cameron (As stated in the HR section) Make a comparison with the competitors on prices to see how to integrate the design cost Make a comparison with the competitors on prices to see how to integrate the design cost Use a contribution pricing policy Use a contribution pricing policy Actively link Design department with purchasing and marketing departments. Actively link Design department with purchasing and marketing departments.

24. PURCHASING:

25. Purchasing department, Stock control Make sampling tests on the provided goods Make sampling tests on the provided goods Reduce the amount of stock by using a JIT technique for high quantities parts (fabric, baskets) Reduce the amount of stock by using a JIT technique for high quantities parts (fabric, baskets) Reduce the amount of providers and imply them more in the company and the design process Reduce the amount of providers and imply them more in the company and the design process

26. Purchasing: With the use of a standard software and direct ordering to providers, time savings to optimize supplies With the use of a standard software and direct ordering to providers, time savings to optimize supplies And to imply the providers in Cameron development And to imply the providers in Cameron development

27. How to imply the providers: Implying them in the design process to try and improve their goods Implying them in the design process to try and improve their goods Maybe merging with the ones only working with Cameron Maybe merging with the ones only working with Cameron Make both ways beneficial contracts Make both ways beneficial contracts Pay on time, bonus given at the end of the year if all goods arrived on time Pay on time, bonus given at the end of the year if all goods arrived on time

28. PRODUCTION:

29. Production: Investments: Investments: Invest in a new machine, calculation of the return on investment, around 40 000 pounds, for the cutting. Invest in a new machine, calculation of the return on investment, around 40 000 pounds, for the cutting. An investment on the sewing will be needed. An investment on the sewing will be needed. Every step is part of a critical path as it is a job production Every step is part of a critical path as it is a job production PLOTTINGCUTTINGSEWING ASSEMBLY BASKET CYLINDER RIGGINGS (Mainly providers)

30. Production: Put in place a quality monitoring management, looking for the recurrent problems and solving them Put in place a quality monitoring management, looking for the recurrent problems and solving them Write the processes in view of a certification Write the processes in view of a certification Efficient organization of the workshop with the lay out modifications Efficient organization of the workshop with the lay out modifications

31. HUMAN RESOURCES:

32. Human resources: Imply all the actors in the ERP implantation to understand the needs and make people feel that it is their software Imply all the actors in the ERP implantation to understand the needs and make people feel that it is their software Make people replaceable by writing procedures and planning the recruitment Make people replaceable by writing procedures and planning the recruitment Prepare the Don’s and top management replacement or reorganization Prepare the Don’s and top management replacement or reorganization

33. Human resources: Motivation: Motivation: –Workers: Salary policy for productivity Salary policy for productivity Pleasant working conditions Pleasant working conditions Training to improve and be able to progress in the hierarchy Training to improve and be able to progress in the hierarchy –Management: Involvement in the company Involvement in the company Participation to the events Participation to the events

34. Human resources High responsibilities: new persons must come from the company, and new ones must be balloons fans and if possible coming from competition High responsibilities: new persons must come from the company, and new ones must be balloons fans and if possible coming from competition Put Alan as Director assistant while he is training the new marketing director (Internal) (2 or 3 years) Put Alan as Director assistant while he is training the new marketing director (Internal) (2 or 3 years) Create a project manager job, with an internal employee (and replace him) to coordinate the whole activity (5 years) Create a project manager job, with an internal employee (and replace him) to coordinate the whole activity (5 years)

35. Cameron Balloons Organization Chart: MR. CAMERON General Manager Jim HOWARD Production Manager Staff Alan DAVE Marketing Department Staff Design Department Staff Purchasing Department Staff Accounts Department Staff

36. New Cameron Balloons Organization Chart: M. CAMERON General Manager General Coordinator Manage ( Ex head Department) Product Manager Staff Design Manager ( Internal Department Promotion) Design Chief ( external recruitment) Staff Marketing Manger Internal Promotion Staff Accounts Department Staff Purchasing Department Staff Alan DAVE Ex Head Marketing Department

37. DIVERSIFICATION:

38. Diversification–alternative products: Using the know-how, and if possible the machines Using the know-how, and if possible the machines Or/and aiming to a similar market Or/and aiming to a similar market

39. Diversification–alternative products: Parachutes: Parachutes: Medical field: Going on with the actual products and developing them and the market Medical field: Going on with the actual products and developing them and the market

40. MARKETING:

41. Marketing: BCG: STARS PROBLEM CHILDREN CASH COW DOGS Standard balloons “Roziere” balloons Spare parts Radical new burners New titanium fuel tanks Two bladed inflator fans

42. Marketing: StrengthsWeaknesses OpportunitiesThreats Special balloons Faithful customers Bristol world’s capital of Balloons Reputation 50 countries covered US associate Know how, quality Name of the company, of the managers, of the brand Management reputation Age of the manager No recent revolution for standards balloons Lead times Currency changes, risk International economy Competition (5 international competitors + local) 50 countries yet covered Limited quantities

43. Marketing/Sales: Export management: Export management: –Currency risk Either a contractual change value with a value margin Either a contractual change value with a value margin Or a currency risk insurance Or a currency risk insurance Open an account in the Euroland Open an account in the Euroland –Dealers management: Keep a good contact by traveling and meeting at contests Keep a good contact by traveling and meeting at contests Keep in touch about new products Keep in touch about new products Make a gradual discount on volumes Make a gradual discount on volumes Ask them to keep contact with their customers and transmit data Ask them to keep contact with their customers and transmit data

44. Marketing/sales: Customer management Customer management Follow up of the existing customers (cheaper than getting new ones) Follow up of the existing customers (cheaper than getting new ones) –To fairs like now –To all the customers announcing events and news Make special offers to them and be attentive to their ideas Make special offers to them and be attentive to their ideas Keep in touch with the news Keep in touch with the news Spending time speaking ballooning with them Spending time speaking ballooning with them Giving them support and advice Giving them support and advice

45. Marketing/sales: Customer behavior Customer behavior Needs to be found at fairs, exhibitions, contests Needs to be found at fairs, exhibitions, contests Market research at contests and meetings Market research at contests and meetings How to gain market shares? How to gain market shares? Making the brand better known through the organization of events Making the brand better known through the organization of events Go on with the internet development strategy Go on with the internet development strategy Offer to visit the museum while events in Bristol Offer to visit the museum while events in Bristol

46. Premises improvement:

47. Factory reorganization aim:  Give a better working space  Ease the contact between the departments  Reorganize space for production  Create a common space  Create a museum for visitors

48. Factory reorganization: Production extension Spare room Marketing Design Accounts Purchase Coord Museum Production Reception

49. Conclusion: Make an efficient company from a family organized business…. Make an efficient company from a family organized business….