Econ Questions

Hello courseworkhero.co.uk,

Please read the files ‘situation analysis’ and ‘segment drift example’ for the context of this project. In short I run a $100-million dollar sensor company and I simply have make decision that will determine if my business will fail or succeed. I will be doing this for the next eight weeks.

For files # 2 through 6, simply deiced the numbers that go inside the green box; the rest of the number will automatically fill is you don’t need to determine those.

I will send you a separate message privately. Thank you

Page 1 Front Page
Page 2 Stocks & Bonds
Page 3 Financial Sum m ary
Page 4 Production Analysis

Page 5 Traditional Segm ent Analysis
Page 6 Low End Segm ent Analys is
Page 7 High End Segm ent Analys is
Page 8 Perform ance Segm ent Analysis
Page 9 Size Segm ent Analysis

Page 10 Market Share
Page 11 Perceptual Map
Page 12 HR/TQM Report

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Round: 0
Dec. 31, 2013 C57758

Andrews

Baldwin

Chester

Digby

Erie

Ferris

Selected Financial Statistics

Andrews Baldwin Chester Digby Erie Ferris
ROS 4.1% 4.1% 4.1% 4.1% 4.1% 4.1%
Asset Turnover 1.05 1.05 1.05 1.05 1.05 1.05
ROA 4.4% 4.4% 4.4% 4.4% 4.4% 4.4%
Leverage (Assets/Equity) 2.0 2.0 2.0 2.0 2.0 2.0
ROE 8.7% 8.7% 8.7% 8.7% 8.7% 8.7%
Emergency Loan $0 $0 $0 $0 $0 $0
Sales $101,073,437 $101,073,437 $101,073,437 $101,073,437 $101,073,437 $101,073,437
EBIT $11,996,365 $11,996,365 $11,996,365 $11,996,365 $11,996,365 $11,996,365
Profits $4,188,507 $4,188,507 $4,188,507 $4,188,507 $4,188,507 $4,188,507
Cumulative Profit $4,188,507 $4,188,507 $4,188,507 $4,188,507 $4,188,507 $4,188,507
SG&A / Sales 8.9% 8.9% 8.9% 8.9% 8.9% 8.9%
Contrib. Margin % 28.3% 28.3% 28.3% 28.3% 28.3% 28.3%

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Stocks & Bonds C57758
Round: 0

Decem ber 31 , 2013

Stock Market Summary
Company Close Change Shares MarketCap ($M) Book Value EPS Dividend Yield P/E
Andrews $34.25 $0.00 2,000,000 $69 $23.97 $2.09 $2.00 5.8% 16.4
Baldwin $34.25 $0.00 2,000,000 $69 $23.97 $2.09 $2.00 5.8% 16.4
Ches ter $34.25 $0.00 2,000,000 $69 $23.97 $2.09 $2.00 5.8% 16.4
Digby $34.25 $0.00 2,000,000 $69 $23.97 $2.09 $2.00 5.8% 16.4
Erie $34.25 $0.00 2,000,000 $69 $23.97 $2.09 $2.00 5.8% 16.4
Ferris $34.25 $0.00 2,000,000 $69 $23.97 $2.09 $2.00 5.8% 16.4

Bond Market Summary

Company Series# Face Yield Close$ S&P

Andrews
11.0S2015 $6,950,000 11.1% 99.49 B
12.5S2017 $13,900,000 12.1% 103.70 B
14.0S2019 $20,850,000 12.6% 111.32 B

Baldwin
11.0S2015 $6,950,000 11.1% 99.49 B
12.5S2017 $13,900,000 12.1% 103.70 B
14.0S2019 $20,850,000 12.6% 111.32 B

Chester
11.0S2015 $6,950,000 11.1% 99.49 B
12.5S2017 $13,900,000 12.1% 103.70 B
14.0S2019 $20,850,000 12.6% 111.32 B

Digby
11.0S2015 $6,950,000 11.1% 99.49 B
12.5S2017 $13,900,000 12.1% 103.70 B
14.0S2019 $20,850,000 12.6% 111.32 B

Erie
11.0S2015 $6,950,000 11.1% 99.49 B
12.5S2017 $13,900,000 12.1% 103.70 B
14.0S2019 $20,850,000 12.6% 111.32 B

Ferris
11.0S2015 $6,950,000 11.1% 99.49 B
12.5S2017 $13,900,000 12.1% 103.70 B
14.0S2019 $20,850,000 12.6% 111.32 B

Next Year’s Prime Rate 7.00%

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Financial Summary C57758 Round: 0Decem ber 31, 2013

Cash Flow Statement Survey Andrews Baldwin Chester Digby Erie Ferris

Cash flows from operating activities
Net Income (Loss) $4,189 $4,189 $4,189 $4,189 $4,189 $4,189
Adjustm ent for non-cash items :
Depreciation $7,587 $7,587 $7,587 $7,587 $7,587 $7,587
Extraordinary gains /loss es/writeoffs $0 $0 $0 $0 $0 $0
Changes in current ass ets and liabilities :
Accounts payable $3,583 $3,583 $3,583 $3,583 $3,583 $3,583
Inventory ($8,617) ($8,617) ($8,617) ($8,617) ($8,617) ($8,617)
Accounts receivable ($307) ($307) ($307) ($307) ($307) ($307)
Net cas h from operations $6,434 $6,434 $6,434 $6,434 $6,434 $6,434

Cash flows from investing activities
Plant im provements (net) $0 $0 $0 $0 $0 $0
Cash flows from financing activities
Dividends paid ($4,000) ($4,000) ($4,000) ($4,000) ($4,000) ($4,000)
Sales of com mon stock $0 $0 $0 $0 $0 $0
Purchase of com mon stock $0 $0 $0 $0 $0 $0
Cash from long term debt is sued $0 $0 $0 $0 $0 $0
Early retirem ent of long term debt $0 $0 $0 $0 $0 $0
Retirement of current debt $0 $0 $0 $0 $0 $0
Cash from current debt borrowing $0 $0 $0 $0 $0 $0
Cash from em ergency loan $0 $0 $0 $0 $0 $0

Net cas h from financing activities ($4,000) ($4,000) ($4,000) ($4,000) ($4,000) ($4,000)

Net change in cash position $2,434 $2,434 $2,434 $2,434 $2,434 $2,434

Balance Sheet Survey Andrews Baldwin Chester Digby Erie Ferris
Cash $3,434 $3,434 $3,434 $3,434 $3,434 $3,434
Accounts Receivable $8,307 $8,307 $8,307 $8,307 $8,307 $8,307
Inventory $8,617 $8,617 $8,617 $8,617 $8,617 $8,617
Total Current As sets $20,358 $20,358 $20,358 $20,358 $20,358 $20,358

Plant and equipm ent $113,800 $113,800 $113,800 $113,800 $113,800 $113,800
Accum ulated Depreciation ($37,933) ($37,933) ($37,933) ($37,933) ($37,933) ($37,933)
Total Fixed As sets $75,867 $75,867 $75,867 $75,867 $75,867 $75,867

Total Assets $96,225 $96,225 $96,225 $96,225 $96,225 $96,225

Accounts Payable $6,583 $6,583 $6,583 $6,583 $6,583 $6,583
Current Debt $0 $0 $0 $0 $0 $0
Long Term Debt $41,700 $41,700 $41,700 $41,700 $41,700 $41,700
Total Liabilities $48,283 $48,283 $48,283 $48,283 $48,283 $48,283

Com mon Stock $18,360 $18,360 $18,360 $18,360 $18,360 $18,360
Retained Earnings $29,582 $29,582 $29,582 $29,582 $29,582 $29,582
Total Equity $47,942 $47,942 $47,942 $47,942 $47,942 $47,942

Total Liabilities & Owners’ Equity $96,225 $96,225 $96,225 $96,225 $96,225 $96,225

Income Statement Survey Andrews Baldwin Chester Digby Erie Ferris
Sales $101,073 $101,073 $101,073 $101,073 $101,073 $101,073
Variable Cos ts (Labor, Material, Carry) $72,513 $72,513 $72,513 $72,513 $72,513 $72,513
Depreciation $7,587 $7,587 $7,587 $7,587 $7,587 $7,587
SGA (R&D, Prom o, Sales , Adm in) $8,978 $8,978 $8,978 $8,978 $8,978 $8,978
Other (Fees, Writeoffs, TQM, Bonuses) $0 $0 $0 $0 $0 $0
EBIT $11,996 $11,996 $11,996 $11,996 $11,996 $11,996
Interest (Short term , Long term) $5,421 $5,421 $5,421 $5,421 $5,421 $5,421
Taxes $2,301 $2,301 $2,301 $2,301 $2,301 $2,301
Profit Sharing $85 $85 $85 $85 $85 $85
Net Profit $4,189 $4,189 $4,189 $4,189 $4,189 $4,189

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Production Analysis C57758 Round: 0Decem ber 31, 2013

Production Information

Nam e
Prim ary

Segment
Units
Sold

Unit
Inven tory Revis ion Date

Age
Dec.31 MTBF

Pfm n
Coord

Size
Coord Price

Material
Cos t

Labor
Cos t

Contr.
Marg.

2nd Shift
&

Over-
tim e

Auto
mation

Next
Round

Capacity
Next

Round
Plant
Utiliz.

Able Trad 999 189 11/21/2010 3.1 17500 5.5 14.5 $28.00 $11.59 $7.49 29% 0% 4.0 1,800 66%
Acre Low 1,763 39 5/25/2009 4.6 14000 3.0 17.0 $21.00 $7.81 $7.12 27% 30% 5.0 1,400 129%
Adam High 366 40 4/18/2012 1.7 23000 8.0 12.0 $38.00 $15.98 $8.57 33% 0% 3.0 900 45%
Aft Pfm n 358 78 6/30/2011 2.5 25000 9.4 15.5 $33.00 $15.87 $8.57 23% 0% 3.0 600 73%
Agape Size 314 62 5/25/2011 2.6 19000 4.0 11.0 $33.00 $13.62 $8.57 30% 0% 3.0 600 63%

Baker Trad 999 189 11/21/2010 3.1 17500 5.5 14.5 $28.00 $11.59 $7.49 29% 0% 4.0 1,800 66%
Bead Low 1,763 39 5/25/2009 4.6 14000 3.0 17.0 $21.00 $7.81 $7.12 27% 30% 5.0 1,400 129%
Bid High 366 40 4/18/2012 1.7 23000 8.0 12.0 $38.00 $15.98 $8.57 33% 0% 3.0 900 45%
Bold Pfm n 358 78 6/30/2011 2.5 25000 9.4 15.5 $33.00 $15.87 $8.57 23% 0% 3.0 600 73%
Buddy Size 314 62 5/25/2011 2.6 19000 4.0 11.0 $33.00 $13.62 $8.57 30% 0% 3.0 600 63%

Cake Trad 999 189 11/21/2010 3.1 17500 5.5 14.5 $28.00 $11.59 $7.49 29% 0% 4.0 1,800 66%
Cedar Low 1,763 39 5/25/2009 4.6 14000 3.0 17.0 $21.00 $7.81 $7.12 27% 30% 5.0 1,400 129%
Cid High 366 40 4/18/2012 1.7 23000 8.0 12.0 $38.00 $15.98 $8.57 33% 0% 3.0 900 45%
Coat Pfm n 358 78 6/30/2011 2.5 25000 9.4 15.5 $33.00 $15.87 $8.57 23% 0% 3.0 600 73%
Cure Size 314 62 5/25/2011 2.6 19000 4.0 11.0 $33.00 $13.62 $8.57 30% 0% 3.0 600 63%

Daze Trad 999 189 11/21/2010 3.1 17500 5.5 14.5 $28.00 $11.59 $7.49 29% 0% 4.0 1,800 66%
Dell Low 1,763 39 5/25/2009 4.6 14000 3.0 17.0 $21.00 $7.81 $7.12 27% 30% 5.0 1,400 129%
Dixie High 366 40 4/18/2012 1.7 23000 8.0 12.0 $38.00 $15.98 $8.57 33% 0% 3.0 900 45%
Dot Pfm n 358 78 6/30/2011 2.5 25000 9.4 15.5 $33.00 $15.87 $8.57 23% 0% 3.0 600 73%
Dune Size 314 62 5/25/2011 2.6 19000 4.0 11.0 $33.00 $13.62 $8.57 30% 0% 3.0 600 63%

Eat Trad 999 189 11/21/2010 3.1 17500 5.5 14.5 $28.00 $11.59 $7.49 29% 0% 4.0 1,800 66%
Ebb Low 1,763 39 5/25/2009 4.6 14000 3.0 17.0 $21.00 $7.81 $7.12 27% 30% 5.0 1,400 129%
Echo High 366 40 4/18/2012 1.7 23000 8.0 12.0 $38.00 $15.98 $8.57 33% 0% 3.0 900 45%
Edge Pfm n 358 78 6/30/2011 2.5 25000 9.4 15.5 $33.00 $15.87 $8.57 23% 0% 3.0 600 73%
Egg Size 314 62 5/25/2011 2.6 19000 4.0 11.0 $33.00 $13.62 $8.57 30% 0% 3.0 600 63%

Fas t Trad 999 189 11/21/2010 3.1 17500 5.5 14.5 $28.00 $11.59 $7.49 29% 0% 4.0 1,800 66%
Feat Low 1,763 39 5/25/2009 4.6 14000 3.0 17.0 $21.00 $7.81 $7.12 27% 30% 5.0 1,400 129%
Fist High 366 40 4/18/2012 1.7 23000 8.0 12.0 $38.00 $15.98 $8.57 33% 0% 3.0 900 45%
Foam Pfm n 358 78 6/30/2011 2.5 25000 9.4 15.5 $33.00 $15.87 $8.57 23% 0% 3.0 600 73%
Fum e Size 314 62 5/25/2011 2.6 19000 4.0 11.0 $33.00 $13.62 $8.57 30% 0% 3.0 600 63%

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Traditional Market Segment Analysis C57758 Round: 0Decem ber 31, 2013

Traditional Statistics
Total Industry Unit Dem and 7,387
Actual Indus try Unit Sales 7,387
Segment % of Total Industry 32.4%

Next Year’s Segm ent Growth Rate 9.2%

Traditional Customer Buying Criteria
Expectations Im portance
1. Age Ideal Age = 2.0 47%
2. Price $20.00 – 30.00 23%
3. Ideal Position Pfmn 5.0 Size 15.0 21%
4. Reliability MTBF 14000-19000 9%

Perceptual Map for Traditional Segment

Top Products in Size Segment

Nam e
Market
Share
Units Sold
to Seg
Revision
Date Stock Out
Pfm n
Coord
Size
Coord
Lis t
Price MTBF
Age
Dec.31
Prom o
Budget
Cust. Aware-
nes s
Sales
Budget
Cust. Access-
ibility
Dec.
Cust.

Survey
Agape 15% 307 5/25/2011 4.0 11.0 $33.00 19000 2.60 $700 46% $700 42% 27
Buddy 15% 307 5/25/2011 4.0 11.0 $33.00 19000 2.60 $700 46% $700 42% 27
Cure 15% 307 5/25/2011 4.0 11.0 $33.00 19000 2.60 $700 46% $700 42% 27
Dune 15% 307 5/25/2011 4.0 11.0 $33.00 19000 2.60 $700 46% $700 42% 27
Egg 15% 307 5/25/2011 4.0 11.0 $33.00 19000 2.60 $700 46% $700 42% 27
Fum e 15% 307 5/25/2011 4.0 11.0 $33.00 19000 2.60 $700 46% $700 42% 27
Able 1% 24 11/21/2010 5.5 14.5 $28.00 17500 3.10 $1,000 55% $1,000 42% 2
Baker 1% 24 11/21/2010 5.5 14.5 $28.00 17500 3.10 $1,000 55% $1,000 42% 2
Cake 1% 24 11/21/2010 5.5 14.5 $28.00 17500 3.10 $1,000 55% $1,000 42% 2
Daze 1% 24 11/21/2010 5.5 14.5 $28.00 17500 3.10 $1,000 55% $1,000 42% 2
Eat 1% 24 11/21/2010 5.5 14.5 $28.00 17500 3.10 $1,000 55% $1,000 42% 2
Fas t 1% 24 11/21/2010 5.5 14.5 $28.00 17500 3.10 $1,000 55% $1,000 42% 2

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Market Share Report C57758 Round: 0Decem ber 31, 2013

Actual Market Share in Units
Trad Low High Pfmn Size Total
Industry Unit
Sales 7,387 8,960 2,554 1,915 1,984 22,800

% of Market 32.4% 39.3% 11.2% 8.4% 8.7% 100.0%

Able 13.0% 0.5% 0.1% 1.2% 4.4%
Acre 3.6% 16.7% 7.7%
Adam 14.3% 1.6%
Aft 1.6% 16.5% 1.6%
Agape 0.3% 15.5% 1.4%
Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7%

Baker 13.0% 0.5% 0.1% 1.2% 4.4%
Bead 3.6% 16.7% 7.7%
Bid 14.3% 1.6%
Bold 1.6% 16.5% 1.6%
Buddy 0.3% 15.5% 1.4%
Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7%

Cake 13.0% 0.5% 0.1% 1.2% 4.4%
Cedar 3.6% 16.7% 7.7%
Cid 14.3% 1.6%
Coat 1.6% 16.5% 1.6%
Cure 0.3% 15.5% 1.4%
Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7%

Daze 13.0% 0.5% 0.1% 1.2% 4.4%
Dell 3.6% 16.7% 7.7%
Dixie 14.3% 1.6%
Dot 1.6% 16.5% 1.6%
Dune 0.3% 15.5% 1.4%
Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7%

Eat 13.0% 0.5% 0.1% 1.2% 4.4%
Ebb 3.6% 16.7% 7.7%
Echo 14.3% 1.6%
Edge 1.6% 16.5% 1.6%
Egg 0.3% 15.5% 1.4%
Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7%

Fas t 13.0% 0.5% 0.1% 1.2% 4.4%
Feat 3.6% 16.7% 7.7%
Fist 14.3% 1.6%
Foam 1.6% 16.5% 1.6%
Fum e 0.3% 15.5% 1.4%
Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7%

Potential Market Share in Units
Trad Low High Pfmn Size Total
Units
Dem anded 7,387 8,960 2,554 1,915 1,984 22,800

% of Market 32.4% 39.3% 11.2% 8.4% 8.7% 100.0%

Able 13.0% 0.5% 0.1% 1.2% 4.4%
Acre 3.7% 16.7% 7.7%
Adam 14.3% 1.6%
Aft 1.6% 16.5% 1.6%
Agape 0.3% 15.5% 1.4%
Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7%

Baker 13.0% 0.5% 0.1% 1.2% 4.4%
Bead 3.7% 16.7% 7.7%
Bid 14.3% 1.6%
Bold 1.6% 16.5% 1.6%
Buddy 0.3% 15.5% 1.4%
Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7%

Cake 13.0% 0.5% 0.1% 1.2% 4.4%
Cedar 3.7% 16.7% 7.7%
Cid 14.3% 1.6%
Coat 1.6% 16.5% 1.6%
Cure 0.3% 15.5% 1.4%
Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7%

Daze 13.0% 0.5% 0.1% 1.2% 4.4%
Dell 3.7% 16.7% 7.7%
Dixie 14.3% 1.6%
Dot 1.6% 16.5% 1.6%
Dune 0.3% 15.5% 1.4%
Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7%

Eat 13.0% 0.5% 0.1% 1.2% 4.4%
Ebb 3.7% 16.7% 7.7%
Echo 14.3% 1.6%
Edge 1.6% 16.5% 1.6%
Egg 0.3% 15.5% 1.4%
Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7%

Fast 13.0% 0.5% 0.1% 1.2% 4.4%
Feat 3.7% 16.7% 7.7%
Fis t 14.3% 1.6%
Foam 1.6% 16.5% 1.6%
Fume 0.3% 15.5% 1.4%
Total 16.7% 16.7% 16.7% 16.7% 16.7% 16.7%

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Perceptual Map C57758 Round: 0Decem ber 31, 2013

Perceptual Map for All Segments

Andrews
Name Pfmn Size Revised
Able 5.5 14.5 11/21/2010
Acre 3.0 17.0 5/25/2009
Adam 8.0 12.0 4/18/2012
Aft 9.4 15.5 6/30/2011
Agape 4.0 11.0 5/25/2011

Baldwin
Name Pfmn Size Revised
Baker 5.5 14.5 11/21/2010
Bead 3.0 17.0 5/25/2009
Bid 8.0 12.0 4/18/2012
Bold 9.4 15.5 6/30/2011
Buddy 4.0 11.0 5/25/2011

Chester
Name Pfmn Size Revised
Cake 5.5 14.5 11/21/2010
Cedar 3.0 17.0 5/25/2009
Cid 8.0 12.0 4/18/2012
Coat 9.4 15.5 6/30/2011
Cure 4.0 11.0 5/25/2011

Digby
Name Pfmn Size Revised
Daze 5.5 14.5 11/21/2010
Dell 3.0 17.0 5/25/2009
Dixie 8.0 12.0 4/18/2012
Dot 9.4 15.5 6/30/2011
Dune 4.0 11.0 5/25/2011

Erie
Name Pfmn Size Revised
Eat 5.5 14.5 11/21/2010
Ebb 3.0 17.0 5/25/2009
Echo 8.0 12.0 4/18/2012
Edge 9.4 15.5 6/30/2011
Egg 4.0 11.0 5/25/2011

Ferris
Name Pfmn Size Revised
Fas t 5.5 14.5 11/21/2010
Feat 3.0 17.0 5/25/2009
Fist 8.0 12.0 4/18/2012
Foam 9.4 15.5 6/30/2011
Fum e 4.0 11.0 5/25/2011

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HR/TQM Report C57758 Round: 0Decem ber 31, 2013

HUMAN RESOURCES SUMMARY

Andrews Baldwin Ches ter Digby Erie Ferris

Needed Com plement 701 701 701 701 701 701

Complem ent 700 700 700 700 700 700

1st Shift Com plement 640 640 640 640 640 640

2nd Shift Complem ent 60 60 60 60 60 60

Overtime% 0.2% 0.2% 0.2% 0.2% 0.2% 0.2%

Turnover Rate 10.0% 10.0% 10.0% 10.0% 10.0% 10.0%

New Em ployees 70 70 70 70 70 70

Separated Em ployees 0 0 0 0 0 0

Recruiting Spend $0 $0 $0 $0 $0 $0

Training Hours 0 0 0 0 0 0

Productivity Index 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Recruiting Cos t $70 $70 $70 $70 $70 $70

Separation Cost $0 $0 $0 $0 $0 $0

Training Cost $0 $0 $0 $0 $0 $0

Total HR Admin Cost $70 $70 $70 $70 $70 $70

Labor Contract Next Year

Wages $21.00 $21.00 $21.00 $21.00 $21.00 $21.00

Benefits 2,500 2,500 2,500 2,500 2,500 2,500

Profit Sharing 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%

Annual Rais e 5.0% 5.0% 5.0% 5.0% 5.0% 5.0%

Starting Negotiation Position

Wages

Benefits

Profit Sharing

Annual Rais e

Ceiling Negotiation Position

Wages
Benefits
Profit Sharing
Annual Rais e

Adjusted Labor Demands

Wages
Benefits
Profit Sharing
Annual Rais e

Strike Days

TQM SUMMARY
Andrews Baldwin Ches ter Digby Erie Ferris
Process Mgt Budgets Last Year
CPI Sys tem s $0 $0 $0 $0 $0 $0
Vendor/JIT $0 $0 $0 $0 $0 $0
Quality Initiative Training $0 $0 $0 $0 $0 $0
Channel Support System s $0 $0 $0 $0 $0 $0
Concurrent Engineering $0 $0 $0 $0 $0 $0
UNEP Green Program s $0 $0 $0 $0 $0 $0

TQM Budgets Last Year
Benchm arking $0 $0 $0 $0 $0 $0
Quality Function Deploym ent Effort $0 $0 $0 $0 $0 $0
CCE/6 Sigm a Training $0 $0 $0 $0 $0 $0
GEMI TQEM Sustainability Initiatives $0 $0 $0 $0 $0 $0
Total Expenditures $0 $0 $0 $0 $0 $0

Cumulative Impacts
Material Cost Reduction 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Labor Cos t Reduction 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Reduction R&D Cycle Tim e 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Reduction Admin Costs 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Demand Increase 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

CAPSTONE® COURIER Page 12

Courier/Fasttrack http://capsim.com/cgi-bin/ShowCourier.cfm?round=0&simid=C57758

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Margin Analysis


1.	In the simulation, positioning refers to: A product’s size and performance. A product’s position on the Perceptual Map. Both A and B. Neither A and B.
2.	On the Perceptual Map, market segments drift over time because: Customers want smaller, faster products. Customers want cheaper, less reliable products. Customers want larger, slower products. Customer expectations never change.
3.	Products are revised or invented by which department? Marketing Production Research & Development (R&D)
4.	Prices are established by the: Finance Department Marketing Department Production Department
5.	Customers within a market segment have similar needs. True False
6.	Capstone can run up to how many rounds (simulated years)? 5 10 8

4. The Process: Each team will run a $100-million dollar sensor company (sometimes it helps students to change sensors to computers, the process is the same but thinking about computers is easier for some than thinking of selling sensors). All teams start equal. Each team starts with five products, one in each of five segments.

Each round, which constitutes one year, each team will make decisions regarding R&D, Production, Sales and Promotion Budgets, Finance, etc. In selected later rounds teams will make TQM, HR, and Labor decisions. There will be a one-round Ethics Plug-in decision that each team will make decisions on. Please look at the Capstone® Team Company Dashboard page to see when these modules are in effect.

5. Practice Rounds: We will complete 3 Practice Rounds. The goal of these rounds is to give teams a chance to learn the software, make decisions, and see the results and impact of their decisions and the decisions of other teams. These three rounds will be conducted within the first week and a half of the term. These rounds will have NO affect on your Team grade. Please remember these are TEAM driven rounds and not individual work like the Rehearsal Tutorial and Quiz and the Rehearsal Round.

Practice Rounds and Due Dates:

o Practice Round 1 is due Thursday, May 30

o Practice Round 2 is due Monday, June 3

o Practice Round 3 is due Thursday, June 6

All decisions are due by 10 p.m. CT. Practice Round 3 results will be available even after I reset the simulation on June 7 (around 9 a.m., CT) and the real competition begins.

6. Real Competition and Due Dates: After the Practice Rounds have been completed I will reset the simulation and we will begin the competition for real. We will complete a total of eight Real Rounds (eight years). The first Real Round decisions will be due by Thursday, June 13. Real Round 2 decisions will be due Thursday, June 20. All of the remaining Real Round decisions will be due by 10 p.m. CT on Mondays or Thursdays as identified below.

o Real Round 1 is due Thursday, June 13

o Real Round 2 is due Thursday, June 20

o Real Round 3 is due Monday, June 24

o Real Round 4 is due Thursday, June 27

o Real Round 5 is due Monday, July 1

o Real Round 6 is due Thursday, July 4

o Real Round 7 is due Monday, July 8

o Real Round 8 is due Thursday, July 11

7. Comp-XM® starts on Friday, July 12 at 01:00 a.m. CT. and ends on Tuesday, July 23 at 4 p.m. CT

I recommend that you complete all four decision rounds by Sunday, July 21. This will leave you with just the Comp-XM® Assessment Exam to complete by 4 p.m. CT Tuesday, July 23.

8. Processing: Only I can process the rounds. After the Practice Rounds each of the Capstone® Real Round decisions will be due on Mondays and Thursday evenings by 10 p.m. CT as noted above. (Your individual BUSN 6200 WorldClassRoom course assignments are always due on Sunday night).

9. Week One Assignment: After you have thoroughly read the Team Member (Student) Guide 2013, log into the simulation and work through the Rehearsal Tutorial and complete the Rehearsal Quiz, and then process the Rehearsal Round (this is NOT the same as Practice Round 1 of the team practice rounds). The Rehearsal Tutorial and Quiz is available from Capsim® Dashboard after clicking on the Decisions link on the left side of the screen by clicking on the Rehearsal link.

The Rehearsal Tutorial is an individual tutorial that teaches decision entries for the R&D, Marketing, Production and Finance functional areas of the Capstone® game simulation using six data entry tactics videos to explain: 1. Research & Development (R&D) positioning, 2. marketing, 3. production changes, 4. production scheduling, 5. introduction of new products, and 6. financing (raising money and debt payment). After completing the six tactic video training sessions the student must complete the Tutorial Quiz by answering all six of the matching questions. The student must retake the quiz until they have all six matching questions answered correctly. After completing the Tutorial Quiz the student must process the Rehearsal Round based on the entries they made during the training videos for the six basic tactics identified above.

The Capstone® tutorials and quizzes are accessed by clicking on the Help link on the team Dashboard and then clicking on the Tutorials and Demos link. This will give you a good understanding of what the simulation involves. Once you have completed the four Capstone® tutorials and quizzes and Rehearsal Tutorial and Quiz, simply state that in the Assignments area text box for the Week 1 assignment. It is best that you complete the work for the Week 1 Assignment before joining your Capstone® Team company members for Practice Round 1.

10. Other Issues/Weekly Discussion Postings: Beginning with Week 2, and continuing through Week 8, half of the students will be required to prepare individual original postings to discussion questions that were posted for that week. These Original Postings MUST be submitted by 8 p.m. Wednesday. The other half of the students will be required to post a minimum of two individual response postings each week to any of the
original discussion posting that the other students have made that week. These postings MUST be submitted by 8 p.m. Saturday. This will reduce repetitive postings and still accomplish our goal of exploring these weekly topics.

Many times my questions will center on the Capstone® Business Simulation results, sometimes they will be about the current case for that week and sometimes about the textbook readings. All of the original postings to my questions and the responses to the student original postings must be substantive in nature. In other words, simply posting “I agree” or “good post” does meet the substantive test.

During Weeks 2 through 5, each of the students on Capstone® Teams 1-2 (Team 1 is Andrews, Team 2 is Baldwin) will be responsible for responding to a question or questions posed. Each of the students on Capstone® Teams 3 and 4 (Team 3 is Chester and Team 4 is Digby) will be held responsible for responding to at least two postings made by any two of the Capstone® Team 1- 2 members each week. During Weeks 6 – 8 we will reverse these roles and each of the students from Capstone® Teams 3 and 4 will be posting the original responses to my questions and each of the students members from Capstone® Teams 1 and 2 will post responses to the original postings from any two of the Capstone® Team 3 and 4 members each week.

Reminder: Each student MUST post a MINIMUM of twice each week in the Discussions area. Teams Andrews and Baldwin will take the lead in the weeks two through five with Teams Chester and Digby posting two responses. In week six the roles are reversed but the minimum two postings per student is still required. Failure to post the minimum responses per week in the Discussions area will result in a reduced Discussions grade.

You should plan to check into the discussion forum at least twice a week. You will be graded on your participation in the discussions. Your responses should be substantive, and include new ideas, thought-provoking questions, or examples from your real life experiences. This activity provides an opportunity for you to share knowledge with your classmates and to learn from each other.

Private Team Discussion Areas: Each Capstone® Team will have a private “discussions” forum called Capstone® Team Discussion Groups within which only the team members and professor can enter and discuss strategy for the simulation. Discussion questions may be posted to these forums regarding the simulation and specific team-related questions/insights. I will regularly monitor the discussions, adding comments and answering questions, as deemed appropriate.

Under class work click on capstone

Click getting started for a quick review of the project. Each heading has info that can help

Click dashboard; for this week, the modules under tutorials and practice round has to be done. The rehearsal tutorial is already done.

Start with online situation analysis. Click complete now

You have to review the row of links at the bottom of the page. You have to enter the fields starting with ‘perceptual map 2 and so forth.

Lastly, just read the guidance on the left and fill in the fields with the data. After the data in green is filled in, the simulator will auto fill the rest.

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