Introduction
International Drones and Camera has been in operation for over 10 years and has established itself as a top player in the market. Our company has a strong focus on innovation, quality, and customer satisfaction. We’re committed to providing our clients with the best possible products and services, and we’re always looking for ways to improve our offerings.
Production Strategy
At IDC, we have a two-pronged production strategy. First, we aim to maximize our in-house assembly capacity by investing in new equipment and technologies. Second, we’re open to utilizing overtime to meet any sudden surges in demand. We believe that these strategies will help us maintain our position as a top player in the industry. Additionally, we have a comprehensive workforce compensation and training strategy. We offer competitive salaries and benefits to attract and retain top talent, and we invest heavily in employee training and development to ensure that our staff is always up-to-date with the latest trends and technologies.
Finance Strategy
International Drones and Camera has a conservative finance strategy that prioritizes stability and sustainability. We utilize a mix of debt and equity financing to balance risk and return. We also have a dividend policy that focuses on long-term value creation for our shareholders. We believe that maintaining a strong credit rating is critical to our success, and we take a proactive approach to achieve this by regularly monitoring and managing our debt. Going forward, we’re committed to maintaining our current dividend policy and potentially increasing it in the next two years, depending on our EPS targets.
Strategy Evaluation
In this part of our presentation, we’ll be discussing how we assess the suitability, acceptability, and feasibility of our current strategies. Let’s start with suitability. This involves evaluating whether our current strategies align with our company goals. We ask ourselves: Are our strategies the right fit for our company? Do they help us achieve our objectives? It’s important to communicate with stakeholders during this process to ensure that we’re on the right track. The next factor we consider is acceptability. We want to ensure that our strategies are acceptable to our stakeholders, including employees, customers, and investors. This includes enhancing effective stakeholder communication to understand their perspectives and address any concerns they may have. Finally, we evaluate the feasibility of our strategies. This involves identifying any gaps that exist and developing plans to address them. We need to determine whether we have the resources, skills, and capabilities to execute our strategies successfully.
Future Objectives
Looking ahead, we have ambitious performance targets for the next two years. We aim to achieve an EPS of $3.50 and an ROE of 18%. Additionally, we plan to maintain our credit rating of A+ and image rating of 90%. To achieve these targets, we will continue to invest in R&D, expand our in-house assembly capacity, and explore new markets and geographies. We’re confident that with our focus on innovation, quality, and customer satisfaction, we can continue to deliver value to our clients and shareholders alike.
References
Schmeller, R., Stoll, R., & Lifer, J. D. (2021). Strategy simulations: The relationship of technical scores and socio scores. Journal of Education for Business, 96(8), 485-497