...needs, market size, willingness to pay, and compensation. In this document I’ll provide the most important data we used to make our decision. It’s important to note the 2 markets Apex decided to initially target were the Traveler and Workhorse category. Plant/office location analysis We see our potential market is very strong in Tokyo, with around 3,500 potential consumers as of quarter 2. Using the data we found that it would be best to open our sales centers in America and Asia to gain maximum market share per dollar. Combined with the shipping information above were our two main selling points of opening a plant in the APAC area. On the shipping costs chart, our shipping costs are roughly $25 dollars less than any other region. Industry Average Compensation for Factory Workers | Region | Salary | Health Benefits | Vacation | Pension | Total Yearly Cost | NORAM | 16,000 | 1,600 | 415 | 1,440 | 19,455 | MEA | 12,000 | 1,200 | 666 | 1,320 | 15,186 | LATAM | 11,000 | 1,100 | 285 | 440 | 12,825 | EUROPE | 17,000 | 2,550 | 944 | 2,210 | 22,704 | APAC | 14,000 | 1,400 | 363 | 980 | 16,743 | Our team drew two main conclusions from our factory worker compensation data. First this information further confirmed our theory that it was wise to not enter the European market. Europe was fairly strong in the workhorse market with around 4,700 potential customers. Secondly, Apex plans to eventually move away from the workhorse market and found that having a physical presence...
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...When making brand decisions, I utilized market research as well as the provided statistics in regards to what customers desired in regards to a specific type of computer. Unfortunately, by using this technique, both of my original designs were rated poorly in terms of how they met a customer need. By benchmarking my decisions against my competitors in the subsequent designs, I was able to design a more successful product. Whereas I had focused on the specific and literal definitions of the customer need, my competitor had provided “bonus” items that increased the customer’s overall experience and satisfaction with the product. Based on the needs and wants information provided, the most important features and benefits to the Workhorse market were ease of use, low price, office applications, and after sales service and support. Additionally, the ability to link with other computers, fun to use and fast and powerful ranked somewhat high on the desired list. Based on these preferred features and benefits, my initial design included features to match the top five requirements. I did not include “extra” features to keep the initial production cost down. Similarly, with the Traveler market, the most important features and benefits were portability, the ability to link to other computers, office applications, low price and easy on the eyes. Other notable features and benefits were after sales service and support, ease of use and fun to use. Again, to maintain a low intial production cost...
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...WGU - Supply Chain - The Entire Course - All 3 Tasks http://www.homeworkminutes.com/question/view/41072/WGU-Supply-Chain-The-Entire-Course Task 1 Supply Chain Management Simulation Analysis (B): Utilizing pro-forma balance sheets revealed that I was too conservative in my initial approach. My market share was 98% in the traveler series but dismal in the workhorse line. My decision to invest $400,000 into a certificate of deposit was a critical error. I should have opened an office in Europe sooner to maintain market share. Pro-forma financial statements are critical to determine the outcome of previous decisions. After my third quarter my error was to not completely analyze my financial statements. Earlier, in the second quarter, I had went from a negative $394,000 to a positive $493,749. This gave me confidence in my traveler line and since I was only at 4% market share with the workhorse line – I dropped the line completely. I made the decision after reviewing analysis of my profit and loss statements. I viewed this as a low profit item that was taking away from our cash assets that could be best used to catapult our traveler line My initial goal was to gain market share and defend it. I gained market share but did not keep it. My conservative approach early in the simulation did not allow me time to defend my 98% market share. I analyzed competitors and they were gaining...
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...Computers and my target market was the Workhorse and Mercedes segments. During the first quarter, I was required to decide on corporate responsibilities, review market research, design two brands (MEGA One and MEGA Two), establish corporate and strategic goals, and open a sales office, as well as build a plant for manufacturing. During this quarter I focused on keeping expenses minimal but resourceful since manufacturing was just beginning. In the second quarter of the business simulation, I focused on presenting my products to a test market and I was required to set compensation packages for sales people and workers, set the selling price for my products, design advertisements, scheduled media representation, and ultimately, I focused on the actual production of my brands. During the second quarter, I paid close attention to the financial decisions made in regards to personnel salary, a new sales outlet, advertisement costs, and production costs. Since MEGA Intel is a new business, it was important for my financial decisions to focus discretely on market research data and all decisions were based upon target market results. In the third quarter, I reviewed market performance by using the market research I purchased. MEGA Intel computers were in a small demand, but a profit was still made. Using the pro-forma statements and budget information provided, I determined a new brand was to be created to better fit the needs and wants of the Workhorse and Mercedes segment. In order...
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...applied tool of multiple-objective optimization/multicriteria decision making. However, today’s goal programming models, methods, and algorithms differ significantly from those employed even in the early 1990s. Goal programming, may be combined with various tools from the artificial intelligence sector (most notably genetic algorithms and neural networks) so as to provide an exceptionally robust and powerful means to model, solve, and analyze a host of real-world problems. In other words, today’s goal programming while maintaining its role as the “workhorse” of multiple-objective decision analysis—is a much different tool than that described in most textbooks. Goal programming’s label as the “workhorse” of multiple-objective optimization has been achieved by its successful solutions of important real-world problems over a period of more than 50 years. Some examples among these applications are: • The analysis of executive compensation for General Electric during the 1950s • The design and deployment of the antennas for the Saturn II launch vehicle as employed in the Apollo manned moon-landing program • The determination of a sitting scheme for the Patriot Air Defense System • Decisions within fisheries in the United Kingdom • A means to audit transactions within the financial sector (e.g., for the...
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...was required to pick two segments to manufacture the microcomputers for. At GigaJet I chose to focus the manufacturing of our products to supply the workhorse and traveler customers. I chose these two segments because they had similar customer needs and wants, as well as a high potential demand. The next step within the simulation was to choose which markets to sell the microcomputers to. I developed a simple spreadsheet to analyze what markets would be the best fit for the company’s long term success. This spreadsheet was developed by multiplying the potential demand in each segment by the price that customers were willing to pay. From the following spreadsheet, I determined that the best markets for GigaJet to sell to were in the North American and European markets. |North America|Europe|Asia|South America|Total| Workhorse|$17,985,000|$19,377,500|$12,410,000|$13,905,000|$63,677,500| Mercedes|$19,288,000|$13,836,000|$16,960,000|$9,424,000|$59,508,000| Traveler|$12,041,600|$8,473,600|$9,766,400|$6,195,200|$36,476,800| | | | | | | Workhorse & Mercedes|$37,273,000|$33,213,500|$29,370,000|$23,329,000|$123,185,500| Workhorse & Traveler|$30,026,600|$27,851,100|$22,176,400|$20,100,200|$100,154,300| Mercedes & Traveler|$31,329,600|$22,309,600|$26,726,400|$15,619,200|$95,984,800| As the spreadsheet shows the workhorse segment has the highest potential sales, so I...
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...Tiffany S. Williams, MBA 06/01/2012 My Mentor: Megan Murphy Houston, Texas- Central Standard Time Task 1 Supply Chain Management Simulation Analysis (B): With utilizing the pro-forma balance sheets revealed that I did not use the correct approach. My overall market share for traveler was around 94% however in the workhorse line my overall market share was only around 42%. I made a decision to invest $500.000 into a certificate of deposit which proved to be disastrous. I only opened one office in North America and because of my neglect in opening an additional office, I was not a leader in the market share. It is vitally important to utilize the pro-forma balance financial statements as they are used to determine the outcome of previous decisions that one has made. Earlier, in the first quarter, I had a negative $294,000 that required that I take an emergency loan of $300,000. This was disappointing to me because and made me understand that I needed to make some adjustments especially since I was only at 3% market share with the workhorse line – I dropped the line completely. I made the decision to drop the workhorse after reviewing my profit and loss statements. I viewed this as a low profit item that was taking away from cash assets that could be best used to catapult our traveler line and this was the overall cause of having to take the emergency loan with the loan shark. My overall goal was to regain market share and then work to defend it. I eventually gained...
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... Erickson (tammy@ tammyerickson.com) is the author of a trilogy of books on generations in the workforce and has written several articles for HBR, including “It’s Time to Retire Retirement” (March 2004), which won a McKinsey Award. A member of the Boomer generation, she is based in Boston. The Leaders We Need Now Generation X will produce executives who bring a distinctive sense of realism to the modern corporation. by Tamara J. Erickson A NEW COHORT of leaders is poised to take senior executive roles and is bringing with it a whole new mind-set. Baby Boomers have been firmly in charge for the past few decades, and as a rule they have been willing to operate by a well-understood set of corporate practices and policies related to compensation, hierarchy, and expectations for the way work “works.” Generation Xers, born from 1961 through 1981, have different ideas. They’re more apt to reject status-quo definitions of success and seek their own paths. The differences can be traced to the times during which each group came of age and formed its attitudes toward work and society. Although it’s impossible to draw neat boundaries along generational lines and unproductive to overgeneralize, we are each, in part, a product of our time. The formative years of Xers looked very different from those of Boomers. For one thing, Baby Boomers grew up in a world that was fundamentally too small for them. The infrastructure couldn’t expand fast enough to accommodate the sudden growth of this...
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...best reach PrimeComp’s customers, it was determined that two sales offices would be necessary. The first sales office was located in New York, North America and the second would be opened in Tokyo, Asia. These two locations revealed the most potential for the two brands and target markets. A factory was built that would create approx. 3,250 units per quarter. PrimeComp generated financing by issuing closely held stock. A total of 20,000 shares of common stock were issued at 100 per share to the owner and team members. This investment will be used for all first quarter expense and the unused balance will be carried over to quarter two. During the second quarter we will need to hire sales, services, and factory worker personnel. Compensation packages will be designed to be above the industry average to ensure the employment of motivated employees that will provide a greater chance of success and higher demand. A total of five sales people will be employed at each sales office. Both brands will be sold in each city. Taking advantage of the market research a price and priority is set. The Champion brand will be set to be...
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...executives who bring a distinctive sense of realism to the modern corporation. The Leaders We Need Now by Tamara J. Erickson • Reprint R1005C Generation X will produce executives who bring a distinctive sense of realism to the modern corporation. S POTLIGHT O N L EADERSHIP : T HE N EXT G ENERATION The Leaders We Need Now by Tamara J. Erickson COPYRIGHT © 2010 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. A new cohort of leaders is poised to take senior executive roles and is bringing with it a whole new mind-set. Baby Boomers have been firmly in charge for the past few decades, and as a rule they have been willing to operate by a well-understood set of corporate practices and policies related to compensation, hierarchy, and expectations for the way work “works.” Generation Xers, born from 1961 through 1981, have different ideas. They’re more apt to reject status-quo definitions of success and seek their own paths. The differences can be traced to the times during which each group came of age and formed its attitudes toward work and society. Although it’s impossible to draw neat boundaries along generational lines and unproductive to overgeneralize, we are each, in part, a product of our time. The formative years of Xers looked very different from those of Boomers. For one thing, Baby Boomers grew up in a world that was fundamentally too small for them. The infrastructure couldn’t expand fast enough to accommodate the sudden growth of this...
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...RJCT Task 1 Marketplace Simulation – Smart Systems A. Documents • Fourth quarter cumulative balanced scorecard. • Income statements for the four quarters • Balance sheets for the four quarters Fourth quarter cumulative balanced scorecard – Smart Systems Minimum Maximum Average Smart Systems Total Overall 0.00 444.77 5.76 20.03 Financial Performance -53.84 186.46 5.13 51.97 Market Performance 0.00 0.67 0.06 0.24 Marketing Effectiveness 0.00 0.81 0.12 0.73 Investment in Future 0.00 267.79 0.58 1.49 Wealth -0.90 4.57 0.24 1.94 Human Resource Management 0.00 0.81 0.12 0.70 Asset Management 0.00 2.13 0.18 1.46 Manufacturing Productivity 0.00 1.00 0.12 0.76 Financial Risk 0.00 1.00 0.16 1.00 Income Statement – Smart Systems Income Statement Quarter 1 Quarter 2 Quarter 3 Quarter 4 Gross Profit Revenues 0 2,292,030 6,805,030 15,734,725 - Rebates 0 120,625 241,200 524,800 - Cost of Goods Sold 0 1,491,528 4,012,841 8,427,764 = Gross Profit 0 679,877 2,550,989 6,782,161 Expenses Research and Development 120,000 0 60,000 60,000 + Advertising 0 160,000 268,875 320,798 + Sales Force Expense 0 120,186 319,875 546,937 + Sales Office Expense 220,000 330,000 470,000 370,000 + Marketing Research 0 15,000 15,000 15,000 + Shipping 0 36,184 86,397 141,905 + Inventory Holding Costs 0 9,727 13,220 0 + Excess Capacity Cost 0 255,693 528,982 0 + Depreciation 0 25,000 70,833 95,833 = Total Expenses...
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...Human Resources Fundamentals • Administrative HR - Suppose you were starting a brand new organization. You probably wouldn't have an HR Department because your organization is just getting underway. Nevertheless, as you begin to grow, you and the managers you hire will need to be concerned about five broad areas that involve people, staffing, retention, development, adjustment and managing change. Together, these five broad areas constitute human resource management or the HRM system, and much of it is administrative. The first area is staffing, which begins by identifying the work to be done and the kinds of personal characteristics necessary to do the work. Determining the numbers of people and the mix of skills that you'll need to do the work, and then recruiting, selecting and eventually promoting qualified candidates. Retention of your new employees is more likely when you do three things well: Reward employees for performing their jobs effectively, ensure harmonious working relations between employees and their managers and maintain a safe, healthy work environment. Development focuses on preserving and enhancing your employees' competence in their jobs by improving their knowledge, skills, abilities and other characteristics. HR specialists call these competencies. Adjustment is concerned with compliance with federal and state laws, as well as with your organization's policies, for example, through discipline, and business strategies such as cost leadership. Finally...
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...Universität Zürich Institut für Strategie und Unternehmensökonomik Lehrstuhl für Services und Operationsmanagement Dr. Patricia Deflorin Operations Management: A supply chain Approach (UE) Simulation Manual 1 Inhaltsverzeichnis I. Introduction to Marketplace ................................................................................................ 5 II. Game Scenario .................................................................................................................... 6 III. How To Win ....................................................................................................................... 7 IV. Table 1-1: Decisions to be Made by Quarter ...................................................................... 9 1. Chapter: Player Activities ................................................................................................. 11 1.1 1.2 1.3 1.4 Functional Organization of the Executive Team ................................................................... 12 Goals and Strategic Direction ................................................................................................ 14 Company Name ..................................................................................................................... 15 Executive Briefings ................................................................................................................ 15 2. Chapter: Market Research.....................................
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...OVERVIEW UNITED STATES DEPARTMENT OF DEFENSE FISCAL YEAR 2014 BUDGET REQUEST APRIL 2013 OFFICE OF THE UNDER SECRETARY OF DEFENSE (COMPTROLLER) / CHIEF FINANCIAL OFFICER Preface The Overview Book has been published as part of the President’s Annual Defense Budget for the past few years. This continues for FY 2014, but with modifications as proposed by congressional staff. From FY 1969 to FY 2005 OSD published the “Annual Defense Report” (ADR) to meet 10 USC Section 113 requirements. Starting with the President’s FY 2006 Budget, this report was no longer produced. Subsequently, the Overview began to fill this role. This year to ensure compliance with Section 113, new chapters are added to include reports from each Military Department on their respective funding, military mission accomplishments, core functions, and force structure. Key initiatives incorporated in the FY 2014 Defense budget. Our budget is formulated based on aligning program priorities and resources based on the President’s strategic guidance. This year’s budget involves key themes to: achieve a deeper program alignment of our future force structure with resource availability; maintain a mission ready force; continue to emphasize efficiencies by being even better stewards of taxpayer dollars; and continue to take care of our people and their families. Implementing Defense Strategic Guidance. The FY 2014 budget request continues the force structure reductions made in the FY 2013 budget request. Following...
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...МОСКОВСКИЙ ГОСУДАРСТВЕННЫЙ ИНСТИТУТ МЕЖДУНАРОДНЫХ ОТНОШЕНИЙ (УНИВУРСИТЕТ) МИД РОССИИ Кафедра английского языка № 4 Н.И. Хватова Английский язык УЧЕБНОЕ ПОСОБИЕ ПО ПЕРЕВОДУ И РЕФЕРИРОВАНИЮ ЭКОНОМИЧЕСКИХ ТЕКСТОВ ЕВРОПЕЙСКИЙ УРОВЕНЬ «С 1» Третье издание Издательство МГИМО-Университет 2009 Данное пособие является третьей редакцией Учебного пособия по переводу и реферированию экономических текстов (первая редакция была выпущена в 1999 году, вторая – в 2006 году). Пособие соответствует Европейскому уровню С – 1 и предназначается, в частности, для студентов 4 курса факультета МБДА. Его основная цель – обучение работе с оригинальной литературой по специальности, что достигается путём создания прочного навыка письменного и устного перевода с английского языка на русский. Table of Contents Chapter I: Management Practices in European, American and Asian Companies Unit 1 – The Man Who Invented Management ….…………………..8 Unit 2 –Want a Nice Piece of a Chaebol?...........................................27 Unit 3 – Last Tango in Detroit?........................………………….…..33 Unit 4 – Lean, Mean, and… German? ………………………………41 Unit 5 – How Failure Breeds Success…………………………….....48 Chapter II: Supply Chain Management Unit 6 – Inventories Won’t Kill Growth …………………………...
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