Module bus 599 slp #3

Essay Instructions:

The same person that did my Module 1 slp, module 2 slp should do this module 3 slp as well because its a continuation. Module 3 slp. BACKGROUND In Module 3, you will continue with the scenario and simulation you worked on in the Module 1 and Module 2 SLPs. REQUIRED READING SCENARIO CONTINUATION: It's New Year's Day, 2016. You just had a great New Year's Eve celebration; you finished analyzing the performance of Tablet Development and are ready to charge ahead into the future. As you turn on the TV and try to open your eyes, you notice something strange (again). The TV commentator is saying something about New Year's Day, 2012. You have a sinking feeling, and sure enough, it's back to 1/1/2012. You realize that you are in Time Warp 2. This time you decide to do your decision making differently. You are going to use a technique that you became familiar with last year, CVP analysis. And you are going to decide all of your decisions at once. No feeling your way through it this time. You are going to make all of your decisions now, for the next four years and just cruise through it this time. You analyze the results of your first set of decisions that you made in Time Warp 1, from 2012 to 2015. You have the data, you kept it all. But now you are going to use CVP analysis to help you determine your new strategy. And you have a tool to use, the CVP Calculator. You analyze the results using CVP and develop your complete four year strategy. You decide to make notes about your analysis and your reasoning process; just in case you have to do this again (You are praying that you can finally move ahead this time when you get to 2016.) You finish your report that shows your strategy that you are going to use these next four years during Time Warp 2. And stop and take a big breath before you move ahead into 2012. (In other words – don't run the simulation, yet. Just turn in this report.) ASSIGNMENT Please turn in a 4 page paper, not including cover and reference page, in which, after again reviewing and analyzing the results that you got in SLP2 (Time Warp 1 decisions), you develop a revised strategy and make a case for this new strategy using analysis and relevant theories. KEYS TO THE ASSIGNMENT The key aspects of this assignment that should be covered and taken into account in preparing your paper include: The revised strategy consists of the Prices, R&D Allocation %, and any product discontinuations for the X5, X6, and X7 PDAs for each of the four years: 2012, 2013, 2014, and 2015. You must present a rational justification for this strategy. In other words, you must Make a Case for your proposed strategy using financial analysis and relevant theories. Use the CVP Calculator and review the PowerPoint that explains CVP and provides some examples. You need to CRUNCH some numbers (CVP Analysis) to help you determine your prices and R&D allocations. Make sure your proposed changes in strategy are firmly based in this analysis of financial and market data and sound business principles. Present your analysis professionally making strategic use of tables, charts and graphs. TIME LINE SUMMARY SLP1 2015: 12/15 hired. 12/30 turned in first report to Sally a few days early. 12/31 – celebrated SLP2 Time Warp 1 begins: 1/1/2016 WARPS INTO 1/1/2012 You freak out, and then realize you have to make decisions for 2012 – 2015, which you do. 12/31/2015 – you have gone through all four years, and you write your report to summarize how you did. You are hoping that you will wake up tomorrow and it will be 2016. SLP3 Time Warp 2 begins: 1/1/2016 WARPS INTO 1/1/2012 (Again) Now its 1/1/2012: you decide to use CVP analysis and develop a four year plan for your strategy. You analyze the results of your first decisions in Time Warp 1 and make notes. You use the CVP Calculator to help you develop your strategy and you make more notes explaining your logic and your analysis. Then you take a short breather before you start in again tomorrow. ASSIGNMENT EXPECTATIONS Your paper will be evaluated on the following seven (7) points: Precision - Does the paper address the question(s) or task(s)? Breadth - Is the full breadth of the subject, i.e., all the keys to the assignment, addressed? Depth - Does the paper address all elements of the topic in sufficient depth? Does it include and apply the background readings and other background resources? Are they included as references? Application - Are the concepts of the module appropriately applied to the subject organization? Organization - Is the paper organized in a coherent and systematic manner? Are headings included in all papers greater than 2 pages? Clarity - Is the writing clear and the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of response to the questions, or are thoughts conveyed through excessive use of quotations? Referencing (citations and references) - Does the paper use citations and quotation marks where appropriate? Are all references listed in the bibliography used and referred to via citation? TIPS AND SUGGESTIONS Please note the following tips or suggestions: YOU MIGHT FIND THESE DOWNLOADS USEFUL: Decision Matrix Table - Download this Word doc with a blank table you can use to show your proposed strategy decisions. PowerPoint discussing CVP - provides a good overview of Cost Volume Profit analysis, the various equations that you can use, and how to use it. Some examples are provided showing how to use the CVP Calculator. CVP Calculator - this an Excel-based calculator that you can use to determine prices, volumes, and profits. Keep in mind that it will tell you what NEED, but the market determines what you actually get. Include a cover page and reference page, in addition to the 4 pages of analysis described above. Include headings for all papers greater than 2 pages (basically all papers), but do not use headings as "space fillers." Cite AND reference all sources that you use in your work, including those that you do not quote but paraphrase. This means include citations and quotation marks for direct quotes of more than 5 words, and citations for that information which you have "borrowed" or paraphrased from other sources.

Essay Sample Content Preview:

MODULE BUS 599 SLP #3 Name: Course: Professor Name: (February 22, 2012) Module Bus 599 slp #3 Introduction The company is rushing against a time warp in achieving it major goal of profitability; this requires a Cost Volume and Profit (CVP) analysis to ensure every aspect of the business is covered (Kinney & Raiborn 2008; Harrington, 1991). The company has managed to acquire cumulative profits for the three models i.e. X5, X6, and X7 for the previous fiscal year 2011. This will enhance the performance and increase productivity in the company. It requires estimates of revenues, costs and profits so that the operation is monitored to avoid losses. It is based on the total revenue and total costs (Balakrishnan, et al. 2008; Albrecht, et al. 2010). Analysis For the year 2011, the total costs had increased highly from the previous year i.e. from 400,395, 803 to 702,004,245. This is a great increase in the costs which must be reduced so as to increase profitability. Though profitability increased in the same year it would need reduced costs where it reduces by half so that profits may double. The increased total costs could be attributed to the increase in variable costs which increased from 270,395,803 to 536,004,245. The specific brands also increased in profits meaning that the revenue was increasing. For instance, the profitability of X5 had increased from 12 to 26 percent, while X6 had risen from 16 to 29 percent. The X7 products performed worse since it was negative 73 percent this would be attributed to the fact that it was introduced in the market. In 2012, the decisions that were made included strategies to reduce costs for the various models. The reduction of the R & D figures of the X5 and X6 models was a strategy to reduce the total costs to be used in the models. However the increase of the R&D costs for the X7 model resulted to a higher total cost which was not intended. The total costs increased from 702,004,245 to 936,135,255; while the profitability increased from 24 to 29 percent. The total sales increased for the products where the X5 were 1535,407, 1169,363, and 155,597. The increase of profitability could be attributed to the increased sales from the models which should be encouraged; however for increased profitability there is need for reduced variable costs. This is not the same as in fixed costs which might be less in costs; the fixed costs are based on assets which are more important than variable costs (Howard & Peter 2003; Menne-Haritz, 2004). Fixed assets are also easier to plan than variable costs and hence reducing the variable costs will be a better idea. To increase the revenue the sales price and units must be taken into consideration meaning that the company should focus more on increasing sales (Page, 2010). In that year, customers pay more for the X6 than for other products in the same category. X6 sales are in the growth phase of the product lifecycle. The majority of possible X6 customers have not yet purchased the product. The X5 performance compares favorably with other tablets in its category. The cumulative profit score through 2012 is 678,564,724. For the year 2013 the strategy would be to reduce the costs. For 2013 the decisions made were as similar to the once made in 2012 however, in order to reduce the total cost the R&D was reduced. The prices remained the same meaning that the revenue would only be impacted by more sales. This was a good strategy in view of the fact that it reduced the total costs from 936,135,255 to 834,072,010; and also increased the revenue from 1,323,125,098 to 1,155,088,428. In summary for the 2013 year customers pay about the same price for your products as they do for similar competing products; the X6 handheld has reached the shakeout phase. Sales from new customers are declining and the X5 performs about as well as most other tablets in its category. The cumulative profit score through 2013 is 999,581,142. The CVP strategy for t...

Updated on January 26, 2024

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