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module 599 bus slp # 4 (Essay Sample)

The same person that did my Module 1 slp, module 2 slp, module 3 slp , should do this module 4 slp as well because its a continuation. BACKGROUND In Module 4, you will continue with the scenario and simulation you worked on in the Module 1, Module 2, and Module 3 SLPs. REQUIRED READING SCENARIO CONTINUATION: It is now 1/2/2012 (again), still at the beginning of Time Warp 2. You have just completed your revised strategy using CVP analysis, and you are ready to charge ahead. You implement your decisions for 2012 and time flows by quickly. You see the results at the end of the year and you collect these results to use later. Again, you implement your decisions that you have already made for 2013 and collect the results at the end of the year. You do the same for 2014 and 2015, hoping this time that you can finally move ahead into 2016. It is now New Year's Eve, 2015, what you hope is the end of Time Warp2 and more than that, what you hope is the end of the time warps altogether. You have the results of your decisions. How did you do? What was your final score? You are ready to celebrate. You want to celebrate hard and forget this crazy time warp stuff. Will it finally be 2016 when you wake up? It's New Year's day, 2016. You just had a great New Year's Eve celebration, you finished another four years of moving Handheld through 2012 – 2015, 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 groan and curse. When will this time warp end? You are now in Time Warp 3. Maybe you need to keep improving Handheld's performance so that you can finally move ahead. You avow to do better this time. And you think your best approach is to develop your four year strategy like you did the last time. You analyze the results of your last set of decisions from 2012 to 2015. You have the data, you kept it all. And you are going to use CVP analysis again to help you determine your new strategy. And you have a tool to use, the CVP Calculator. You are going to get better at it. You analyze the results from Time Warp2 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 the strategy that you are going to use these next four years, Time Warp 3. And you stop and take a big breath before you move ahead into 2012. (In other words – don't run this strategy in the simulation, yet. Just turn in this report.) ASSIGNMENT Run the simulation with the Strategy that you developed in SLP3 for Time Warp2. Access the simulation site Click here. Review and analyze these results (Time Warp 2 decisions) and develop a revised strategy for Time Warp 3. Make a case for this new strategy using analysis and relevant theories. Please turn in a 4 to 6 page paper, not including cover and reference page. 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.Your goal is to practice using CVP and get better at it. 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. SLP4 1/2/2012: you begin to implement your four year plan. You follow it and use the pre-determined decisions for each year, through 2015. You keep track of the results, year by year, both financial and marketing. 12/31/2015 - Celebrate Time Warp 3 begins: 1/1/2016 WARPS INTO 1/1/2012 (Again). Now it is 1/1/2012 (for the third time.) You do it all over again, one more time. You decide to do the same thing you did the last time and develop a four year plan. You use CVP, analyze your previous results, and make notes explaining what you did and why. Again, you take a breather before diving in with your decisions 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 4-6 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. source..
MODULE BUS 599 SLP #4 Name: Course: Professor Name: (March 11, 2012) Module 599 Bus SLP # 4 Introduction The company has a race against time in ensuring that it achieves a large figure in the final scores; this means profitability and growth are achieved by the company and are set for the future. In SLP 3 the analysis was on the period 2012 – 2015, which realized a cumulative profits score of 1,193,923,740. This module aims at implementing better Cost Volume and Profit (CVP) analysis strategies so as to achieve a higher score. In the consequent years the company has managed to acquire cumulative profits for the three models i.e. X5, X6, and X7; and is mostly based on the reduced cost strategy. In every business, profitability is dependent on the costs incurred in running the business and if they are incurred and consequently higher sales are made then the company is destined for higher profits (Albrecht, et al. 2010; Weske, 2007). Analysis For this time warp we concentrate on the cost reduction strategy to analyze if the strategy will lead to higher profitability. We implement reviewed strategies to ensure they are perfected. The decisions made in 2012 included the reduction of R & D figures for the X5 and X6 models and increased for X7. In this time frame we reduce the R & D figures for X5 to 23 percent, and increase the X7 figures to 43 percent; X6 figures remain the same. However the prices remain the same for all products. The decision leads to higher profitability i.e. 29 percent up from 24. There is increased revenue i.e. from 928,356,756 to 1,323,125,098, and sales from 2,860,367 to 3,955,935 and profits from 226,352,511 to 386,989,843 for the company. The total costs however increased owing to the increased variable costs while the R&D costs remained unchanged.  In summary for the year 2012, the X7 handheld is priced higher than competing products; the X5 handheld has reached the shakeout phase of the product lifecycle. New sales for the X5 are declining; and X7 performance is below that of the competition. Year 2013, decisions remained the same as for the year 2012 only that there was reduced price for the X7 model from $195 to $185. This decision seemed to have slaked the company given the reduced profitability from 29 to 28 percent. There was also consequent lower revenue and sales reported. However there were reduced costs for the year meaning that other critical decision had to be done to increase R & D despite increase in costs (Hall & Johnson 2009; Kahneman & Tversky 2000).  In summary, the cumulative profit sc...
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