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BUS599 MOD 02: SLP Organizational Diagnostic Models (Research Paper Sample)


Module 2 - SLP
Organizational Diagnostic Models
In SLP2, you will again be provided the numbers to be input for each of four decision points. For purposes of SLP2, pricing will be more conservative (lower) than the pricing strategy reflected in the Module 1 SLP.
Run the simulation, entering the following numbers at each of the four major decision points:
1) Decision 1: For Years 2008-2012
a) Pricing – Manual
b) Module Price - $0.13
c) Revenue to Process Improvement – 5%
d) Years to Advance – 5 years
2) Decision 2: For Years 2013-2017
a) Pricing – Manual
b) Module Price - $0.11
c) Revenue to Process Improvement – 5%
d) Years to Advance – 5 years
3) Decision 3: For Years 2018-2022
a) Pricing – Manual
b) Module Price - $0.09
c) Revenue to Process Improvement – 5%
d) Years to Advance – 5 years
4) Decision 4: For Years 2023-2025
a) Pricing – Manual
b) Module Price - $0.08
c) Revenue to Process Improvement – 5%
d) Years to Advance – To end 
NOTE: Do not change the numbers displayed in the “Settings” tab!
At each of the four (4) decision points above, you are required to analyze the impact of your Module Price on market share and total profits. You are also required to determine how process improvements yield a reduction in unit costs. Be sure to copy tables and charts to support your analysis. You may need t use Excel to edit the charts and tables. However, do not use figures and tables as “space fillers” – use these only to support your analysis.
Keys to the Assignment
The key aspects of this assignment that should be covered and taken into account in preparing your 5-6 page paper include:
1. Include discussion and analysis of key metrics at the end of each decision point (e.g., among other data, be sure to include total market share, revenue, cumulative profit, consumer net price, modular price, unit cost, etc.). As an MBA, it is your job to identify cause and effect!
2. For each decision point, be sure to include comparative tables that include what you believe to be the most important data. Don’t merely recite the data, however – instead, analyze the data! As an MBA, what does it tell you?
3. Make recommendations. What would you have done differently as it relates to pricing, process improvement, or other?
4. Compare and contrast the pricing decisions made in SLP1 and SLP2. Give key metrics that demonstrate how the different pricing decisions have affected market share, cost to the customer, cost of goods sold, revenue, profits, etc., etc.
Be sure that you retain all SLP2 notes, tables, and figures, as you will be comparing the results of SLP2 with those of SLP3 in the next module.
**** NOTE: The 5-6 page requirement includes written analysis and all supporting tables, figures, and graphics. However, it does not include Cover or Reference page. Be sure to adhere to the TUI Writing Guide for formatting of all papers. If you are unsure how to complete a financial analysis, please review the following sample report:
Gilbert O'Neil Mushure. (2014). Financial analysis report: Malaysia airlines 2007 - 2011. International Journal of Sciences : Basic and Applied Research, 14 (2), 148-153.
Also refer to the following source on business writing:
O’Hara, C. (2014, November 20). How to improve your business writing. Harvard Business Review. Retrieved from https://hbr(dot)org/2014/11/how-to-improve-your-business-writing?utm_campaign=Socialflow&utm_source=Socialflow&utm_medium=Tweet
SLP Assignment Expectations
Your paper will be evaluated based on the Rubric.
Please note the following tips and suggestions:
• Include a cover page and reference page, in addition to the 5-6 pages of analysis described above.
• Include headings for all papers greater than two 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 paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and citations for that information which you have "borrowed" or paraphrased from other sources.
Hints for success!
Throughout this SLP, you will be asked to make business decisions under conditions of incomplete information and uncertainty. To do so, you will need to make assumptions based on what you have learned throughout the MBA program about how markets operate. Thus, your strategies in approaching this decision need to rely on models, financial analysis, and theories from such classes as Economics, Finance, Accounting, Marketing, Strategy, and Quantitative Analysis. In addition, the simulation will give you some additional market information as you progress.
Be sure to explicitly draw on concepts and theories from the courses you have taken throughout the MBA program. That means you need to "think like an MBA" and use the financial data you are given. You will have to crunch some numbers and present your data analysis professionally by creating some simple tables, charts and graphs.
Please include working URLs for each reference used. The URLs should go directly to the body of work referenced.


BUS599 MOD02_SLPModule 2 – SLP Organizational Diagnostic Models
Key Metrics and data analysis
Decision 1: For Years 2008-2012- Module Price - $0.13
In the second module, the module price ($k/Wh) was $ 0.13 compared to $ 0.15 in the previous module. This alters the market share and the cumulative profits, based on the assumption that more people are willing to choose Sun Power over the competitors. Subsequently, the market share is now 4.85% (Sterman, 2014). The annual revenue ($/year) is $ 626.82 M, and a gross profit of $154.44M, while the annual revenue net income ($/ year) was $356.85M (Sterman, 2014). The Consumer Net Price for Sun Power was $0.15 compared to $0.17 for the other solar companies, while the cumulative profit was $51.84 M (Sterman, 2014).

Since the cumulative profit indicates the ability of the company to maintain profitability in the short-term and long-term, it is a measure that determines competitiveness. It is expected that the company will increase investment. At 4.85% market share, the competitors were outperforming Sun Power, but considering the other key metrics then Sun Power performed better and a Gross profit margin of 0.26 was expected to improve. The return on sales was 0.07, and this was low compared to the industry standards (0.26) (Sterman, 2014). The return on sales is an important indicator of the pricing policies that influence positioning in a competitive industry. Intense competition lowers the ROS of the solar PV industry being lower, while it may indicate the demand and supply forces interactions (Platzer, 2015). Even though, there was startup losses of -$11.0 M improved performance will likely result in higher profitability, and the lower module price of $0.13 compared to SLP1 at $0.15, indicates that the changes have been effective in improving profitability and better market share.
Decision 2: For Years 2013-2017- Module Price - $0.11
In the second decision the market share improved to 8.46% compared to 4.85% from the previous decision (Sterman, 2014). On the other hand, the Consumer Net Price reduced to $ 0.13, the annual revenue was $1.17 B, the annual net income was $110.86M, while the cumulative profit increased to $134.36M (Sterman, 2014). The process development expenditure was $ 78.09, and while the other solar companies also increased their expenditure efforts are made to improve the quality of products. The assumption is that consumers are both concerned with quality and price. Since the revenue allocated to process development is 0.05%. Higher revenue translates to higher process development expenditure, but this also results in higher revenue in subsequent years. Since the market share has increased to 8.46% similarly, the share of installed based was 5.66% a 1.97% increase from the previous period indicated the benefits of tweaking the price to meet customer needs while also improving operations and efficiency.
Decision 3: For Years 2018-2022- Module Price - $0.09
The market share under decision 3 then increased to 32.88%, while the Consumer Net Price then reduced to $0.11 (Sterman, 2014). Reducing the module price resulted in higher market share increased than the previous two decisions. Additionally, the revenue increased to $21.53 B, and the annual net income was $4.24B. The cumulative profit increased to $5.84B in the years 2018-2022, representing more than $5.7 billion increase in profits (Sterman, 2014). Products that are in the research and development phase are not considered for analysis, but process improvement may have a more profound impact on sales. Since the market share increased to 32.8% where only the price module price was lower for Sun Power, the decision analysis meets the goal of improving profitability and increasing the market share. Additionally, the consumer net price for S...
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