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module bus 599 slp #2 (Essay Sample)

Module 2 - SLP BACKGROUND In Module 2, you will continue with the scenario and simulation you began in the Module 1 SLP. the same person that did my first module should continue with this one. REQUIRED READING SCENARIO CONTINUATION: SLP2 – It's New Year's day, 2016. You just had a great New Year's Eve celebration. You have finished analyzing the performance of Tablet Development in a great report that you turned in a few days early to Sally Smothers. Now you are ready to charge ahead into the future. As you turn on the TV and try to open your eyes, you notice something strange. The TV commentator is saying something about New Year's Day, 2012. You are now wide awake and listen more carefully. Yes, she said 2012. But that can't be. You look around and everything looks different. Yes, it's true; it's New Year's Day, 2012. Time has rewound – a Time Warp, like the guy in the movie “It's Groundhog Day.” You realize that you get to make the decisions for Tablet Development starting with 2012. Perhaps you can do better than Joe Schmoe. You decide to determine the prices and R&D allocations and whether to discontinue any products over the next four years: 2012 – 2015. At the beginning of each year, you will determine your pricing, your R&D allocations, and if you want to discontinue any products. You make your decisions and time advances to the end of that year. You look at the results and see what happened. You keep track of your decisions and make notes about your reasoning and analysis of the data. You collect and keep the data for later analysis. You run the Marketing of Tablet Development through the end of 2015. It is now 12/31/2015, New Year's Eve. What is your total Score? Did you do better than Joe Schmoe? You decide to organize your notes about your decisions, your analysis, and your reasoning into a report, which you think will help you move ahead into 2016 (finally!!, you get to move ahead into 2016 – weren't you at this point in time once before??) ASSIGNMENT Run the Tablet Development simulation with your strategy, making decisions year by year for prices and R&D allocations. To reach the simulations (click here). Please turn in a 5 page paper, not including cover and reference page, in which you: Write a report that shows your decisions and the results. Discuss why you did better or worse than Joe Schmoe. KEYS TO THE ASSIGNMENT The key aspects of this assignment that should be covered and taken into account in preparing your paper include: As you run the simulation keep track of your decisions and keep track of the results - both financial and marketing. You can copy and paste the results into Excel or into a Word document. You can also record the information that you get from the Advisor who discusses the market and compares Tablet Development products to the competition. Make note of the Final Total Score. You should include your Final Total Score, some tables and/or graphs showing some of the results. Be sure to explain the differences clearly and using good logic. Remember that the key here is ANALYSIS. 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 begins: 1/1/2016 WARPS INTO 1/1/2012 You freak out, and then realize you have to make decisions for 2012 – 2015. 1/2/2012 input decisions for 2012 1/2/2013 input decisions for 2013 1/2/2014 input decisions for 2014 1/2/2015 input decisions for 2015 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. 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: Include a cover page and reference page, in addition to the 5 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. Follow TUI Guidelines for well-written papers. (Click here] if you are unsure of what those guidelines are). SLP: Time Warp!! source..
MODULE BUS 599 SLP #2 Name: Course: Professor Name: (January 22, 2012) Module Bus 599 Slp #2 Introduction The right strategies in every company are the key to success and when they are applied correctly every fiscal year will be a greater success. However, the story of success may change if management does not formulate the correct formula (Damasio, 1994; Menne-Haritz, 2004). The major aim is to maximize profits and this must be achieved through correct decisions involving price and resource and development. Resource and development is very essential because it guarantees the company better performance in future if they are clearly focused (Harrington, 1991; Michael & Belch2006). The company focuses on the technological sector where products make large sales due to uniqueness and user friendliness (Kahneman & Tversky 2000). This paper focuses on simulation of company strategies to analyze how its future performance will be. It also analyses whether the company would perform better than the strategies developed by Joe Schomoe in the same period of 4 years. There is a time warp but is covered by simulation in the paper. It reviews financials and market information to see how the products are doing and makes decisions about price, resources & development, and if a product should be discontinued and analyses the summary to see how you did this year and then determine next year’s decisions. The company’s aim is to maximize the cumulative profits for the four years on the three models i.e. X5, X6, and X7. Joe Schmoe’s duration of 2012 to 2015 was crowded with low performance and the strategies developed now would aim for better. Sales and marketing strategies will make the product perform better and get a larger market share however balancing price and resources will make better products are developed to compete (Hall & Johnson 2009; Monahan, 2000). Sometimes eliminating the product from the market will be a better strategy if the products do not produce the necessary results.  Figure 1: showing the market analysis of the year 2010/2011 In the previous financial year 2011, the total sales had decreased from 2010, but the revenue had increased. On the other hand total costs had increased tremendously from 400,395, 803 to 702,004,245; this was a reduction of profits. However the profits had increased by 10 percent from 14 percent to 24 percent as shown in the figure 1 above. For every product analysis 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. The prices had not changed and performance was stagnant. The market saturation for the products was at 31, 18, and 2 percent for X5, X6 and X7 respectively. In summary, 2010, 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 and the X5 performance compares favorably with other tablets in it...
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