...Foundation Simulation Final Report MANA 4322 – Organizational Strategy Example 2015 Annual Report Sensors, Inc.’s Mission Statement: The Mission of Sensors, Inc. is to provide high quality sensors to the electronic sensor industry for distribution world wide. Sensors will produce a variety of sensors in both the High and Low Tech markets using established market specific R&D methods and price them competitively within this highly competitive market. Sensors is committed to producing products that have excellent designs and quality attributes. Original Strategy: At the outset of incorporation, Sensors, Inc.’s management decided that it would concentrate on a strategy of being a Cost Leader with Product Lifecycle Focus. In this strategy, we will focus on keeping our R&D, production and material costs low and compete with the other companies in our industry on the basis of cost. We will introduce new products into the High Tech market every other year or so and allow them to move through the perceptual map into the Low Tech market and then eventually become obsolete. We will measure our performance in terms of Stock Price, ROE and ROS. Environmental Analysis: Electronic sensors are used in a wide variety of industries and applications and are in constant need of modifications to meet customer demands. The customers usually like to purchase smaller sensors with higher performance, especially so in the High Tech Market. In the Low Tech Market, larger, slower sensors...
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...Foundation Simulation Final Report MANA 4322 – Organizational Strategy Example 2015 Annual Report Sensors, Inc.’s Mission Statement: The Mission of Sensors, Inc. is to provide high quality sensors to the electronic sensor industry for distribution world wide. Sensors will produce a variety of sensors in both the High and Low Tech markets using established market specific R&D methods and price them competitively within this highly competitive market. Sensors is committed to producing products that have excellent designs and quality attributes. Original Strategy: At the outset of incorporation, Sensors, Inc.’s management decided that it would concentrate on a strategy of being a Cost Leader with Product Lifecycle Focus. In this strategy, we will focus on keeping our R&D, production and material costs low and compete with the other companies in our industry on the basis of cost. We will introduce new products into the High Tech market every other year or so and allow them to move through the perceptual map into the Low Tech market and then eventually become obsolete. We will measure our performance in terms of Stock Price, ROE and ROS. Environmental Analysis: Electronic sensors are used in a wide variety of industries and applications and are in constant need of modifications to meet customer demands. The customers usually like to purchase smaller sensors with higher performance, especially so in the High Tech Market. In the Low Tech Market, larger, slower sensors...
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... I. The Environment The business environment in the simulation is unique because everybody starts at the same place. Every team or “company” has a product in each of the five market segments with the same market share. For the purposes of this simulation, Chester has chosen a business-level strategy as a differentiator with a high-tech focus. Our team has chosen this strategy to take advantage of the high tech markets and the customers who desire higher performing products. In the rehearsal simulation, our team focused on products in the traditional, high-end, and performance segments. We believe the other companies competing in the simulation are going to choose varying strategies so it would be best to choose one that we feel fairly comfortable with. A differentiation strategy with a high-tech focus could be a competitive advantage in a market where other companies are utilizing a low-cost or low-end product focus. Likewise, it could be a liability in a market where other companies are trying a similar focus. From week to week, we will be able to view the results of the other groups. By critically examining their results, we should be able to relatively determine what business strategies these teams are trying to capitalize on. If it becomes clear that another company is directly competing with us on a high-tech differentiation strategy, we can adjust the prices, sizes, and mean times between failures of our products accordingly to gain more of the market share...
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...Foundation Simulation Final Report MANA 4322 – Organizational Strategy Example 2015 Annual Report Sensors, Inc.’s Mission Statement: The Mission of Sensors, Inc. is to provide high quality sensors to the electronic sensor industry for distribution world wide. Sensors will produce a variety of sensors in both the High and Low Tech markets using established market specific R&D methods and price them competitively within this highly competitive market. Sensors is committed to producing products that have excellent designs and quality attributes. Original Strategy: At the outset of incorporation, Sensors, Inc.’s management decided that it would concentrate on a strategy of being a Cost Leader with Product Lifecycle Focus. In this strategy, we will focus on keeping our R&D, production and material costs low and compete with the other companies in our industry on the basis of cost. We will introduce new products into the High Tech market every other year or so and allow them to move through the perceptual map into the Low Tech market and then eventually become obsolete. We will measure our performance in terms of Stock Price, ROE and ROS. Environmental Analysis: Electronic sensors are used in a wide variety of industries and applications and are in constant need of modifications to meet customer demands. The customers usually like to purchase smaller sensors with higher performance, especially so in the High Tech Market. In the Low Tech Market, larger,...
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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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...Supply and Demand Simulation Joseph Silva Eco 365 FARIBA KHERADMAND 5/6/14 In this paper we will be observing the key points of microeconomics and how it relates to week twos supply and demand simulation. We shall go over and review the basic principals on how the supply and demand curve works and is effected in certain senarios. Also in this summary we will go over the affects on equlibrium price, quantiy, and decision making. Finally we will talk about the firms stategies how it relates to the senario. The senario in this simulation brings you to a new city called Atlantis where you are a property manager of some two bed room apartments. Your job is to manage the rental rates and make sure things don’t get out of hand in reguads to shifts in the demand and supply. The first topic we shall review in this paper is the miro and macro economic principles that came up in the simulation. From the the microeconomy stand point the two concepts that came up were the supply and demand as well as price cellings. The supply and demand was the most obvious one to choose. In the simulation you had to figure out how much the supply and demand curve shifted. In most cases the demand curve was always shifting due to the preferences of the simulation always changing. If the population increased then the demand for the apartments increased. Same thing if the preference changed it could cause and increased affect or a decreased...
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...Supply and Demand Simulation ECO 365 May 14, 2012 Supply and Demand Simulation With my simulation, I chose to have a vacancy rate of 5 % which maximized revenues at $ 1.81 million. When facing a falling or rising demand, I aimed for equilibrium price as determined by the intersection of both the supply and demand curves. When a price ceiling was implemented, I could only supply a limited number of apartments at the predetermined price. The market forces of demand and supply are the best way to determine optimal prices for both producers and consumers. There are several factors that cause changes in supply and demand. One significant factor is price increases or decreases. In this particular simulation, incremental decreases in rental prices caused a significant increase in the demand for houses. Similarly, an increase in price of two bedroom apartments caused the demand for houses to increase significantly. Suppliers were naturally willing to supply more homes at increased prices but fewer when rents were reduced. As the population of Atlantis began to rise from the expansion of tech companies and the like, the demand for housing grew significantly. This caused rental prices to rise as demand began to outweigh supply. Consequentially, suppliers became eager to offer a greater supply of units at a lower rental cost. These basic laws of supply and demand as well as the determining pricing factors are examples of microeconomics at play. Consumer preferences and...
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...Studienarbeit Internationale Finanzmärkte & Produkte 5. Trimester Fachbereich Wirtschaft – Studiengang MA-IM03-VZ Fachhochschule des Mittelstands Abgabe: 29. Mai 2015 Vorgelegt von: Ronald Fortmann Prüfer: Prof. Dr. Gerald WOGATZKI Mat-Nr.: 1310672 Detmolder Straße 58 33604 Bielefeld Tel.: 0175/660 4977 E-Mail: ronald.fortmann@gmail.com 1 Table of Contents I. Assignment & Introduction ..................................................................... 4 II. The first transactions (February 9th 2015)............................................. 5 III. The leveraged effect of options’ discovery ......................................... 7 IV. Gains securitisation and investment strategy transformation .......... 8 V. Overconfidence influences dramatically investment decisions ........ 9 VI. Consequences of an aggressive finance strategy ........................... 10 1. The negative consequence .......................................................................... 10 2. The positive consequence ........................................................................... 11 VII. Conclusion .......................................................................................... 12 References ................................................................................................... 14 Appendixes .........................................
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...Guillermo Furniture Company Guillermo Furniture has just employed you as an accountant. Two significant events affected the company’s financial stability and the owner. Thus, I will distinguish among the different capital budget evaluation techniques and explain how these diverse techniques to assist in providing the best recommendation to the company. I also recommend the present value calculations as part of the recommendation that base on a capital budget evaluation technique. Guillermo Furniture Store has located in a very well-known vacation spot in Sonora, Mexico and an excellent supply of timber. It provides Guillermo Navallez the ability to produce a wide variety of tables and chairs. Guillermo Navallez could price the handcrafted products at a slight premium for the quality because labor was relatively inexpensive. During late 1990’s abroad competitor went into the furniture market of Sonora using a high-tech approach that delivered the furniture to exact clients to determine the low prices. Sonora was also home and headquarters to one of the largest retailers in the nation. During the same period the city began to grow and with an increase in population, development expanded, and jobs raised the costs substantially. These events caused Guillermo to watch his profit margins shrink as the cost rose, and the prices fell. Capital budgeting is a process that managers use when they choose among a strategic investment opportunity (Eldenburg & Wolcott, 2011). It is one...
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...BUSINESS SIMULATIONS E X A M I N AT I O N USA & Canada 877.477.8787 Outside USA & Canada +1.312.477.7200 WWW.CAPSIM.COM Welcome to Comp-XM Your Registration Number If your instructor or school did not give you a Registration Number, you will need to register online using a credit card or checking account. Welcome to Comp-XM® an integrated evaluation tool that will allow , you to demonstrate your business skills. Comp-XM has two sections: 1. A business simulation similar to the one you just completed and 2. A series of quizzes, called Board Queries, that ask questions related to your simulation environment. The Simulation Round 1 Board Queries Board Queries are web-based quizzes that relate directly to the results of your simulation. As CEO, you will report to the Board of Directors. The Board FRXOG DVN XS WR ÀYH VHWV RI TXHVWLRQV %RDUG 4XHULHV that are based on the results of your previous rounds. )RU H[DPSOH WKH ERDUG PLJKW UHTXLUH \RX WR FRQGXFW a break-even analysis on an increase in production automation or calculate the effect additional ERUURZLQJ ZLOO KDYH RQ \RXU ÀQDQFLDO UDWLRV 7KH questions use standard true-false, multiple choice and essay formats. All the information needed to answer the queries appears within the pages of The Comp-XM Inquirer, an industry newsletter similar to The Capstone® &RXULHU RU 7KH )RXQGDWLRQ® )DVW7UDFN ,Q &RPS;0 you work as an individual, which means all success will be attributed to your efforts. This is your chance...
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...Gates said that wearables was cool but he did not see a connection with education. I would like to disagree with him and believe that wearable technology has massive potential and can change the way we learn both inside and outside the classroom. While we have just started exploring the concept and many of the developments being made in just the past 2 years, the wearable technology is is still in its infancy with many companies just testing the waters and seeing where it leads. Current use of Technology in the Classroom When the ipad was released in 2010 it was initially dismissed to be a luxury item with no exact purpose but just in a couple of years it has sold more than 240mn units till Jan 2015 and has found its way in many industries including education. There are many schools and universities using tablets to facilitate the learning process. There will be a similar growth in the wearable technology sector. It will majorly affect the media, entertainment and enterprise industries and in a few years find its way in the education sector. Massive Open Online Courses – Coursera, EdX, Khan Academy Aurasma – augmented reality platform being used in educational institutions Synchronization tools, cloud apps file storage, Open Educational resources Google sky map for astronomy Education should adapt with technology/ What to look forward to One of the biggest potential for wearable tech in the future is in HUD’s (Heads Up Displays) There are a few companies that have...
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...50 | 8.54 | 0.41 | Market Performance | 0.00 | 0.65 | 0.10 | 0.39 | Marketing Effectiveness | 0.00 | 0.82 | 0.20 | 0.60 | Investment in Future | 0.00 | 468.30 | 1.01 | 2.73 | Wealth | -2.12 | 5.21 | 0.41 | 0.78 | Human Resource Management | 0.00 | 0.82 | 0.21 | 0.70 | Asset Management | 0.00 | 2.10 | 0.33 | 1.30 | Manufacturing Productivity | 0.00 | 1.00 | 0.22 | 0.49 | Financial Risk | 0.00 | 1.00 | 0.27 | 0.99 | A2. B1 Until Quarter four I did not fully grasp the purpose of the Pro forma statements. I did not understand that the pro-forma was a projection of your decisions that you were making in the current quarter. Had I closely analyzed my Pro forma statement in quarter two I would have seen that I had set my demand for my sales team at zero and overspent in production. My revenue was not enough to cover the cost of production and overhead. Just by doing the simple math using my Pro-forma sheet I could have quickly assessed that the Revenues of +$990,900 would not cover the Cost of production-$576,338 and an excess capacity cost of -$491,524. Q1 my largest investment was in $470,000 in the sales office. I chose to open offices in Tokyo and New York since the market research showed this would be the best investment for my targeted segments Traveler and Mercedes. I invested $120,000 in market research, which was a very important resource throughout the simulation I wanted make sure I didn’t overspend during the first quarter. I invested $200,000 in the...
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...® EXAMINATION GUIDE ® Capsim Management Simulations, Inc. Welcome to Comp-XM Your Registration Number If your instructor or school did not give you a Registration Number, you will need to register online using a credit card or checking account. Welcome to Comp-XM® an integrated evaluation tool that will allow , you to demonstrate your business skills. Comp-XM has two sections: 1. A business simulation similar to the one you just completed and 2. A series of quizzes, called Board Queries, that ask questions related to your simulation environment. The Simulation Round 1 Board Queries Board Queries are web-based quizzes that relate directly to the results of your simulation. As CEO, you will report to the Board of Directors. The Board FRXOG DVN XS WR ÀYH VHWV RI TXHVWLRQV %RDUG 4XHULHV that are based on the results of your previous rounds. )RU H[DPSOH WKH ERDUG PLJKW UHTXLUH \RX WR FRQGXFW a break-even analysis on an increase in production automation or calculate the effect additional ERUURZLQJ ZLOO KDYH RQ \RXU ÀQDQFLDO UDWLRV 7KH questions use standard true-false, multiple choice and essay formats. All the information needed to answer the queries appears within the pages of The Comp-XM Inquirer, an industry newsletter similar to The Capstone® &RXULHU RU 7KH )RXQGDWLRQ® )DVW7UDFN ,Q &RPS;0 you work as an individual, which means all success will be attributed to your efforts. This is your chance to show your strategic vision, tactical abilities and business...
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...and COTS Integration Wook K. Kim and Jongmoon Baik Department of Computer Science University of Southern California {wookkyuk,jobaik}@usc.edu 1. Introduction 1.1 Problem Statement and Description One of the most significant changes in the software development area is the trend of building systems incorporating pre-existing software, with special emphasis upon the use of commercial-off-the-shelf (COTS) software components. COTS describes software commercially available as stand-alone products and which offer specific functionality needed by a larger system into which they might be incorporated. The purpose of using COTS is to lower overall development costs with involving less development time by taking advantage of existing, market-proven, and vendor supported products. But we have no control over the functionality, performance, and evolution of COTS products since their Black-Box nature. Besides, most COTS products are not designed to interoperate with each other and most COTS vendors do not support glue code (sometimes called glueware and binding code). So, most software development teams that use COTS components have difficulties in estimating effort and schedule for COTS glue code development and integration of them into application systems. Without the glue code, the components would be un-integratable and COTS-based systems can be difficult to comprehend, less evolvable than intended, and less reliable than the original components [4]. Most software...
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...Analysis 2 The Glo-Bus application was a very challenging and intriguing exercise.Starting out in the simulation, our team was positioned well with a good strategy and several strengths in our first couple of years. Despite thisstrong start, we struggled to adapt to the changing market conditions and adapting our strategy accordingly. Ultimately, we gained several new insights that should help us each in our future strategy formation andexecution efforts. Strategy As a co-management team we quickly formulated our plan of attack.We decided to plan weekly phone conference with all the managers of Distinguished Images. We felt that this would be the most effective opportunity for our management team to talk through our strategies andcollaborate on a plan of attack. By doing this, we were able to voice our intentions for the company and give our input as individuals to reach towardthe vision of the company as the weeks progressed. We also adopted ourcompany vision statement:“Distinguished Imaging strives to be the global market leader inreliable and technologically advanced digital cameras. We are focusedon meeting our customer’s needs for advanced technology productsand seek to be the 1st choice in digital imaging technology.”By having our vision statement early on, we were working to “be unified intoa coordinated, cohesive effort” (Thompson, Strickland & Gamble, 2008,p.15). From a strategic perspective, Distinguished Images initially sought to offer quality products at a...
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