Free Essay

Jacad Analysis

In: Computers and Technology

Submitted By jneloz
Words 5764
Pages 24
World 15 Company 1 | JACAD | Professor Laura Whitcomb | Final Report |

March 15, 2011
Arlene iniguez david portillo araksya martirosyan christopher amador jorge lozano

CONTENTS

PAGE

CHAPTER 1 - INTRODUCTION 5 Overview 5 History 5 Position 5 Recent Performance 6

CHAPTER 2 - ORGANIZATION 7 Organization Chart 7 Executives 8 Arlene Iniguez 8 Jorge Lozano 8 Araksya Martirosyan 9 David Portillo 9 Christopher Amador 9

CHAPTER 3 – INDUSTRY ANALYSIS 11 Sales 11 Sales Industry Average 12 Net Income 13 Net Income Industry Average 14 Return on Assets 15 Return on Assets Industry Average 16 Return on Equity 17 Return on Equity Industry Average 18 Stock Price 19 Stock Price Industry Average 19

CHAPTER 4 - OBJECTIVES 21 Weighing Factors 21 Preliminary Weighing Factors 21 Final Weighing Factors 21

CHAPTER 5 – STRATEGIES 22 Mission Statement 22 Broad Strategies 22 Marketing Strategies 22 Price 22 Advertising 22 Salary 23 Commission 23 Hiring 23 Turnover 23 Marketing Plan 24 Financial Strategies 24 Dividends 24 Certificate of Deposits 24 Debt Positions 25 Operations Strategies 25 Research and Development 25 Training 25 New Product Introduction 25 Quality Level 25 Planned Decisions for Operations and Production 25 Management 25 Assumptions Behind the Production Plan 26 Overtime 26 Second Shift 26 Number of Lines 26 Decision Making Procedures 26

CHAPTER 6 - FORECAST 28 Summary Results: Industry Sales Forecast in Units (000s) 28 Industry Sales Forecast ($000s) 28 Summary Results: Company Sales Forecast in Units (000s) 29 Company Sales Forecast ($000s) 29 Shipment Orders from Sales Offices 29 Product Pricing in Local Currencies 30 Unit Costs and Total Production Costs Analysis (000s) 30 Total Production Costs Analysis (000s) 30 Forecasting Regression Results for Industry Sales by Market Area 31 Unit Production Cost 31

CHAPTER 7 – PRODUCTION PLAN 32 Planned Production and Inventory Changes 32 Production Schedule Worksheet 33

CHAPTER 8 – FINANCIAL STATEMENTS 35 Pro Forma Assumptions 35 Annual Consolidated Income Sheet 36 Annual Consolidated Balance Sheet 37 Annual Consolidated Cash Flow 38 Year 5 Quarterly Consolidate Pro Forma Income Statement 40 Year 5 Quarterly Consolidate Pro Forma Balance Sheet 41 Year 5 Quarterly Consolidate Pro Forma Cash Flow 42 Year 6 Quarterly Consolidate Pro Forma Income Statement 43 Year 6 Quarterly Consolidate Pro Forma Balance Sheet 45 Year 6 Quarterly Consolidate Pro Forma Cash Flow 46 Pro Forma Analysis 47

CHAPTER 1 – INTRODUCTION

Overview This final report discussed our company’s strategies, performance factors, and forecasts to achieve our desired goals. Our interest in the investment in training our employees has been reflected in the amount we put into each quarter for that particular department. We discussed our reasons for maintaining some values throughout each quarter, such as sales commissions and the number of employees.
History
JACAD Co. originated in Los Angeles, CA by current CEO, Arlene Iniguez. As time progressed, the company expanded into 3 different geographical areas and one international area : Merica 1, Merica 2, Merica 3, and Sereno. The Mericas are located in North America in the Western hemisphere. The population is 260 million with a low growth rate, 25% of which occur through immigration. Sereno is located in Latin America with a growing population of 80 million. Income inequality is very common in this area, about 20% of its residents are wealthy. Manufacturing standard quality products has been the main goal from its start, in order to produce and sell at high volumes.

Position At the end of Y6Q4 in the BPGS game, we
Performance
Our performance throughout this entire game has been exceptional. Our introduction in the production of model 3 shows our interest. JACAD’s lowest performing quarter was Year 3 Quarter 1 where we resulted in a negative income. Our decision as a team was to dramatically decrease price, increase advertising, and R&D b 5% that proved to be successful following the results of the next 7 quarters.

CHAPTER 2 – ORGANIZATION
Organization Chart

JACAD Corporation has five experienced professionals. Our employees worked together on a daily basis, and shared the knowledge and skills for the success and benefits of our organization’s accomplishment. We educate them to be responsible for their daily activities and to be proud as an employee of the company. An important role is given to each team member in the accomplishment of our business operations. All of us work together, as a team, to make every effort to reach our mutual goal.
In order to be a successful company and meet the needs and satisfaction of our consumers, our key is to communicate well within our departments. Our well trained and professional management team meet together twice a week to review the organization’s performance such us product research and development, production scheduling, forecast product price, financial statements, advertisement needs, and sales staff. During each meeting, all members participate in making decisions and share ideas. Each team member’s contribution is very important for our company and we take each of their input into consideration in all decision-making activities. JACAD Corporation’s organization chart, summary of the title, abilities and qualifications of the visionary members of the company are stated as follows.
Executives
Arlene Inguez- Chief Executive Officer/Director of Marketing
Arlene Iniguez is the Chief Executive Officer of JACAD Corporation and has ten years of experience in a management position. She gives direction and leadership toward the achievement of the organization’s philosophy, mission and strategy. She also implements the strategic goals and objectives of the organization. Arlene provides inspiration to allow the organization to produce the best possible results and meet financial objectives.
Arlene is also a director of marketing who supervises marketing activities for JACAD products and services. She has eight years of experience in the marketing field and is the key to managing and directing our company’s marketing plans which eventually decides the success of our company. Lastly, she coordinates marketing strategies such as, advertising, promotions, pricing, and product placement.

Jorge Lozano- Chief Financial Officer Jorge Lozano is the Chief Financial Officer for JACAD Company and he has eight years of experience in finance field. Jorge takes care of all financial matters to ensure our company’s goals are met. Also, he is in charge to forecasting the sales and financial statements. In addition, Jorge is in charge of finding ways to increase stock price, return on assets and return on equity.
Araksya Martirosyan- Chief Operating Officer/Manager Araksya Martirosyan is the Chief Operating Officer/Manager of JACAD Corporation. Araksya has strong background in operations, as well in concentration of management. She has seven years of experience in being a management and nine years of experience in operational field. Araksya is responsible for all the transactions regarding operations and production. Her mission is to improve production and prevent excess spending in research and development. She also anticipates consumer's needs as well as upcoming trends. Lastly, her responsibility is to document all functions and review the data of both domestic and international market in order to prepare company’s quarterly report.
David Portillo - Accountant David Portillo is the accountant for JACAD Corporation. He has ten years of experience being an accountant. David has a wide range of knowledge and skills in his field. His responsibility is to prepare, analyze, and verify financial documents for our company. Lastly, David’s responsibility is to establish internal procedures and controls.
Chris Amador- Human Resource Director Chris Amador is the Human Resource Director of JACAD Corporation. He hasseven years of experience in working as a Human Resource Director. Chris has strong oral and written communication skills as well as interpersonal and coaching skills. He leads and develops members of our company. Also, he is responsible for hiring and firing of employees of our company. Lastly, he is responsible for educating and training the employees of JACAD Corporation.

CHAPTER 3 – INDUSTRY ANALYSIS
Sales
| Co 1 | Co 2 | Co 3 | Co 4 | Co 5 | Co 6 | Y3Q1 | 2562 | 2070 | 3057 | 2930 | 3077 | 3055 | Y3Q2 | 3635 | 3156 | 3405 | 3524 | 3648 | 3544 | Y3Q3 | 3298 | 3771 | 3232 | 3291 | 3413 | 3370 | Y3Q4 | 4707 | 4536 | 4855 | 4445 | 5181 | 4619 | Y4Q1 | 3835 | 3182 | 4080 | 3716 | 4611 | 3807 | Y4Q2 | 4864 | 4336 | 4858 | 4455 | 5286 | 4359 | Y4Q3 | 4474 | 3958 | 5534 | 4499 | 5316 | 4274 | Y4Q4 | 5472 | 4904 | 6452 | 6296 | 7401 | 6627 | Y5Q1 | 4748 | 3694 | 5987 | 5271 | 6177 | 5204 | Y5Q2 | 5278 | 4194 | 6509 | 6027 | 7677 | 6318 | Y5Q3 | 4748 | 3557 | 6325 | 5894 | 7019 | 5904 | Y5Q4 | 5436 | 3367 | 7511 | 6802 | 7877 | 7209 | Y6Q1 | 4582 | 2050 | 6585 | 5870 | 6612 | 6191 | Y6Q2 | 5486 | 5272 | 9307 | 6332 | 7534 | 7166 | Y6Q3 | 4584 | 4142 | 8410 | 6032 | 6140 | 6135 | Y6Q4 | 4976 | 5836 | 9371 | 7710 | 8540 | 8779 |

Sales Industry Average | Co 1 | Industry Average | Y3Q1 | 2562 | 2792 | Y3Q2 | 3635 | 3485 | Y3Q3 | 3298 | 3396 | Y3Q4 | 4707 | 4724 | Y4Q1 | 3835 | 3872 | Y4Q2 | 4864 | 4693 | Y4Q3 | 4474 | 4676 | Y4Q4 | 5472 | 6192 | Y5Q1 | 4748 | 5180 | Y5Q2 | 5278 | 6001 | Y5Q3 | 4748 | 5575 | Y5Q4 | 5436 | 6367 | Y6Q1 | 4582 | 5315 | Y6Q2 | 5486 | 6850 | Y6Q3 | 4584 | 5907 | Y6Q4 | 4976 | 7535 |

Sales during Y3 and Y4 have been increasing progressively throughout each company. As you can see in the chart, an introduction of a new model has constituted for an increase in sales. Model 2 was in production during Y3 and model 3 was in production during Y4. An increase in the trend of total sales during this time lead to an increase in total production, where our company has to respond by a price change. During Year 4 Quarter 4, Company 5 peaked to the top, increasing the industry average.
Our company’s sales average resulted in 4543, while the industry average resulted in 5160 which is a 13.6% difference. Companies 3 and 5 made a huge impact on the industry average (5967 and 5969 respectively) which they were the top grossing throught the game. Company 2 also made a huge impact since they scored well below average, 33.1% difference. All companies with the exception of our company and company 2, showed an increasing trend in sales each quarter during Y5 and Y6 while we hit a plateau trend. This effect was due to not supplying the demand by the industry, while other companies were able to successfully do so.

Net Income | Co 1 | Co 2 | Co 3 | Co 4 | Co 5 | Co 6 | Y3Q1 | -195 | 51 | 259 | 104 | 246 | 149 | Y3Q2 | 384 | 186 | 240 | 252 | 314 | 262 | Y3Q3 | -54 | -172 | 185 | 68 | 68 | 169 | Y3Q4 | 501 | -463 | 392 | 170 | 405 | 308 | Y4Q1 | 140 | -421 | 328 | -71 | 294 | 248 | Y4Q2 | 327 | 181 | 235 | 112 | 425 | 278 | Y4Q3 | 17 | -388 | 381 | 186 | 387 | 137 | Y4Q4 | 486 | -328 | 832 | 539 | 940 | 536 | Y5Q1 | 285 | -424 | 634 | 322 | 509 | 222 | Y5Q2 | 447 | -378 | 725 | 501 | 903 | 740 | Y5Q3 | 391 | -414 | 676 | 321 | 400 | 572 | Y5Q4 | 551 | 121 | 965 | 228 | 1206 | 936 | Y6Q1 | 205 | -629 | 478 | 44 | 732 | 508 | Y6Q2 | 391 | 396 | 1032 | -282 | 1115 | 704 | Y6Q3 | 231 | 238 | 259 | -24 | 833 | 562 | Y6Q4 | 179 | 1016 | 630 | 377 | 1410 | 1110 |

Net Income Industry Average

| Co 1 | Industry Average | Y3Q1 | -195 | 102 | Y3Q2 | 384 | 273 | Y3Q3 | -54 | 44 | Y3Q4 | 501 | 219 | Y4Q1 | 140 | 86 | Y4Q2 | 327 | 260 | Y4Q3 | 17 | 120 | Y4Q4 | 486 | 501 | Y5Q1 | 285 | 258 | Y5Q2 | 447 | 490 | Y5Q3 | 391 | 324 | Y5Q4 | 551 | 668 | Y6Q1 | 205 | 223 | Y6Q2 | 391 | 559 | Y6Q3 | 231 | 350 | Y6Q4 | 179 | 787 |

The total net income throughout each company seemed to be the most diverse during Y3 and Y4. Our company experienced a loss for Year 3 Quarter 1 with a value of -195 ($000s) and Year 3 Quarter 3 with a value of -54 ($000s). Starting Year 4 Quarter 3, however, we experienced a sudden decline due to a new model we decided to introduce into the market due to expansion.

Our company’s net income average was 268 compared to that of the industry average of 329. Companies 3, 5, and 6 achieved a high average net income that played a hug impact in the net income industry average. JACAD’s net income resulted an extremely low figure during Y6Q4 due to our introduction of a new model, Model 5. Company 2 resulted in a high net income during Y6Q4, 1016 since we stocked which our customers might have chosen to purchase their products from this company.

ROA | Co 1 | Co 2 | Co 3 | Co 4 | Co 5 | Co 6 | Y3Q1 | -1.3 | 0.3 | 1.7 | 0.7 | 1.6 | 1 | Y3Q2 | 2.5 | 1.2 | 1.5 | 1.6 | 2 | 1.7 | Y3Q3 | -0.3 | -1.1 | 1.2 | 0.4 | 0.4 | 1.1 | Y3Q4 | 2.9 | -2.9 | 2.3 | 1.1 | 2.3 | 1.9 | Y4Q1 | 0.8 | -2.7 | 1.9 | -0.4 | 1.6 | 1.5 | Y4Q2 | 1.9 | 1 | 1.4 | 0.6 | 2.3 | 1.6 | Y4Q3 | 0.1 | -2.1 | 2.1 | 1.1 | 2 | 0.8 | Y4Q4 | 2.6 | -1.8 | 4.3 | 2.9 | 4.6 | 2.9 | Y5Q1 | 1.5 | -2.3 | 3.2 | 1.7 | 2.5 | 1.2 | Y5Q2 | 2.4 | -2.1 | 3.5 | 2.6 | 4.1 | 3.9 | Y5Q3 | 2 | -2.4 | 3.2 | 1.7 | 1.9 | 2.9 | Y5Q4 | 3 | 0.8 | 4.4 | 1.2 | 5.7 | 4.9 | Y6Q1 | 1.2 | -4.4 | 2.2 | 0.2 | 3.6 | 2.6 | Y6Q2 | 2.3 | 2.7 | 4.5 | -1.5 | 5.4 | 3.5 | Y6Q3 | 1.4 | 1.6 | 1.1 | -0.1 | 4.3 | 2.9 | Y6Q4 | 1.1 | 6.7 | 2.7 | 2 | 7.7 | 5.3 | | | | | | | |

ROA Industry Average

| Co 1 | Industry Average | Y3Q1 | -1.3 | 0.67 | Y3Q2 | 2.5 | 1.75 | Y3Q3 | -0.3 | 0.28 | Y3Q4 | 2.9 | 1.27 | Y4Q1 | 0.8 | 0.45 | Y4Q2 | 1.9 | 1.47 | Y4Q3 | 0.1 | 0.67 | Y4Q4 | 2.6 | 2.58 | Y5Q1 | 1.5 | 1.30 | Y5Q2 | 2.4 | 2.40 | Y5Q3 | 2 | 1.55 | Y5Q4 | 3 | 3.33 | Y6Q1 | 1.2 | 0.90 | Y6Q2 | 2.3 | 2.82 | Y6Q3 | 1.4 | 1.87 | Y6Q4 | 1.1 | 4.25 |

Return on assets is the measurement of how well a company uses its assets to generate income. Return on assets has also been significantly diverse during Y3 and Y4 with an upward trend for Y5 and Y6. At most, all companies had an upward trend for only two consecutive quarters at a time. Our company experienced an increasing trend from Y5Q1 to Y5Q3, but fell below the rest of the year. Based on our return on assets and compared to the industry average, we fell below the industry average during Y5Q4, Y6Q2, Y6Q3, and Y6Q4. The industry average for return on assets was 172, compared to that of our company’s which was 1.51. An ROA greater than 1 is desired to show that a company is using its assets efficiently. Company 5 resulted in the highest ROA (3.25), while Company 3 and Company 6 resulted in 2.58 and 2.48 respectively. Throughout Y5 and Y6, our company was able to generate ROA greater than 1, compared to Y3 and Y4 where we did not meet those requirements.

ROE | Co 1 | Co 2 | Co 3 | Co 4 | Co 5 | Co 6 | Y3Q1 | -1.6 | 0.4 | 2.1 | 0.9 | 2 | 1.2 | Y3Q2 | 3.1 | 1.5 | 1.9 | 2 | 2.5 | 2.1 | Y3Q3 | -0.4 | -1.4 | 1.4 | 0.5 | 0.5 | 1.3 | Y3Q4 | 3.9 | -3.9 | 3 | 1.3 | 3.1 | 2.4 | Y4Q1 | 1.1 | -3.7 | 2.4 | -0.6 | 2.2 | 1.9 | Y4Q2 | 2.5 | 1.6 | 1.7 | 0.9 | 3.1 | 2.1 | Y4Q3 | 0.1 | -3.5 | 2.7 | 1.4 | 2.7 | 1 | Y4Q4 | 3.6 | -2.8 | 5.6 | 4 | 6.3 | 3.8 | Y5Q1 | 2.1 | -3.5 | 4.1 | 2.3 | 3.3 | 1.5 | Y5Q2 | 3.2 | -3.3 | 4.5 | 3.5 | 5.6 | 4.9 | Y5Q3 | 2.7 | -3.8 | 4 | 2.2 | 2.5 | 3.7 | Y5Q4 | 4.1 | 1.4 | 5.6 | 1.6 | 7.7 | 6.3 | Y6Q1 | 1.5 | -7.8 | 2.7 | 0.3 | 4.5 | 3.3 | Y6Q2 | 2.9 | 5.2 | 5.6 | -2.1 | 6.8 | 4.6 | Y6Q3 | 1.7 | 3.3 | 1.4 | -0.2 | 5.2 | 3.7 | Y6Q4 | 1.3 | 12.5 | 3.3 | 2.8 | 9.5 | 6.8 |

ROE Industry Average

| Co 1 | Industry Average | Y3Q1 | -1.6 | 0.83 | Y3Q2 | 3.1 | 2.18 | Y3Q3 | -0.4 | 0.32 | Y3Q4 | 3.9 | 1.63 | Y4Q1 | 1.1 | 0.55 | Y4Q2 | 2.5 | 1.98 | Y4Q3 | 0.1 | 0.73 | Y4Q4 | 3.6 | 3.42 | Y5Q1 | 2.1 | 1.63 | Y5Q2 | 3.2 | 3.07 | Y5Q3 | 2.7 | 1.88 | Y5Q4 | 4.1 | 4.45 | Y6Q1 | 1.5 | 0.75 | Y6Q2 | 2.9 | 3.83 | Y6Q3 | 1.7 | 2.52 | Y6Q4 | 1.3 | 6.03 |

The total return on equity has varied throughout each quarter that resulted from the inability to produce the required earnings produced by the dollar of equity. Based on our total return on equity and compared to the industry average, our company fell below during Y3 and Y4, but was able to generate ROE greater than 1 during Y5 and Y6. Company 5 achieved the highest ROE (4.22), with Company 3 and Company 6 also achieving a relatively close amount with each other (3.25 vs. 3.16).

Stock Price | Co 1 | Co 2 | Co 3 | Co 4 | Co 5 | Co 6 | Y3Q1 | 0.75 | 0.77 | 0.78 | 0.77 | 0.78 | 0.78 | Y3Q2 | 0.77 | 0.77 | 0.79 | 0.78 | 0.79 | 0.78 | Y3Q3 | 0.95 | 0.95 | 1 | 0.98 | 0.99 | 0.99 | Y3Q4 | 1.09 | 1.01 | 1.13 | 1.09 | 1.13 | 1.12 | Y4Q1 | 1.01 | 0.89 | 1.06 | 0.99 | 1.06 | 1.04 | Y4Q2 | 1.09 | 0.94 | 1.13 | 1.05 | 1.14 | 1.11 | Y4Q3 | 1.24 | 1.03 | 1.33 | 1.21 | 1.33 | 1.28 | Y4Q4 | 1.29 | 0.89 | 1.41 | 1.27 | 1.42 | 1.34 | Y5Q1 | 1.35 | 0.79 | 1.52 | 1.34 | 1.51 | 1.4 | Y5Q2 | 1.38 | 0.75 | 1.75 | 1.38 | 1.94 | 1.45 | Y5Q3 | 1.35 | 0.69 | 1.92 | 1.35 | 1.8 | 1.44 | Y5Q4 | 1.25 | 0.55 | 1.96 | 1.3 | 1.98 | 1.46 | Y6Q1 | 1.22 | 0.49 | 1.69 | 1.26 | 2.07 | 1.62 | Y6Q2 | 1.18 | 0.45 | 1.88 | 1.18 | 2.16 | 1.5 | Y6Q3 | 1.1 | 0.41 | 1.51 | 1.1 | 2.4 | 1.38 | Y6Q4 | 1.22 | 0.5 | 1.71 | 1.24 | 3.33 | 1.62 |

| Co 1 | Industry Average | Y3Q1 | 0.75 | 0.77 | Y3Q2 | 0.77 | 0.78 | Y3Q3 | 0.95 | 0.98 | Y3Q4 | 1.09 | 1.10 | Y4Q1 | 1.01 | 1.01 | Y4Q2 | 1.09 | 1.08 | Y4Q3 | 1.24 | 1.24 | Y4Q4 | 1.29 | 1.27 | Y5Q1 | 1.35 | 1.32 | Y5Q2 | 1.38 | 1.44 | Y5Q3 | 1.35 | 1.43 | Y5Q4 | 1.25 | 1.42 | Y6Q1 | 1.22 | 1.39 | Y6Q2 | 1.18 | 1.39 | Y6Q3 | 1.1 | 1.32 | Y6Q4 | 1.22 | 1.60 |

CHAPTER 4 – GOALS AND OBJECTIVES

Weighting Factors | Preliminary | Final | Return on Equity (ROE) | 5 | 1 | Total Net Income (NI) | 5 | 4 | Stock Price (SP) | 0 | 5 | Unit Production Cost (UPC) | 4 | 3 | Market Share (MS) | 0 | 5 | Return on Assets (ROA) | 6 | 2 |

Return on Equity

| Co 1 | Co 2 | Co 3 | Co 4 | Co 5 | Co 6 | Y3Q4 | 3.9 | -3.9 | 3 | 1.3 | 3.1 | 2.4 | Y4Q4 | 3.6 | -2.8 | 5.6 | 4 | 6.3 | 3.8 | Y5Q4 | 4.1 | 1.4 | 5.6 | 1.6 | 7.7 | 6.3 | Y6Q4 | 1.3 | 12.5 | 3.3 | 2.8 | 9.5 | 6.8 |

| Co 1 | Industry Average | Y3Q4 | 3.9 | 1.63 | Y4Q4 | 3.6 | 3.42 | Y5Q4 | 4.1 | 4.45 | Y6Q4 | 1.3 | 6.03 |

Return on Equity measures the rate of return on the ownership interest (shareholders' equity) of the common stock owners. JACAD Corporation decided to give 5 points to preliminary factors because we thought that the higher return on equity we have, our corporation will be more likely to generate cash internally.

Total Net Income

| Co 1 | Co 2 | Co 3 | Co 4 | Co 5 | Co 6 | Y3Q4 | 501 | -463 | 392 | 170 | 405 | 308 | Y4Q4 | 486 | -328 | 832 | 539 | 940 | 536 | Y5Q4 | 551 | 121 | 965 | 228 | 1206 | 936 | Y6Q4 | 179 | 1016 | 630 | 377 | 1410 | 1110 |

| Co 1 | Industry Average | Y3Q4 | 501 | 219 | Y4Q4 | 486 | 501 | Y5Q4 | 551 | 668 | Y6Q4 | 179 | 787 |

Total Net Income is the residual income of a firm after adding total revenue and gains and subtracting all expenses and losses for the reporting period. In comparison to the industry average, our company fell below Y4Q4, Y5Q4, and Y6Q4 but, however, resulted in a higher net income during Y3Q4 (282 difference).

Stock Price

| Co 1 | Co 2 | Co 3 | Co 4 | Co 5 | Co 6 | Y3Q4 | 1.09 | 1.01 | 1.13 | 1.09 | 1.13 | 1.12 | Y4Q4 | 1.29 | 0.89 | 1.41 | 1.27 | 1.42 | 1.34 | Y5Q4 | 1.25 | 0.55 | 1.96 | 1.3 | 1.98 | 1.46 | Y6Q4 | 1.22 | 0.5 | 1.71 | 1.24 | 3.33 | 1.62 |

| Co 1 | Industry Average | Y3Q4 | 1.09 | 1.10 | Y4Q4 | 1.29 | 1.27 | Y5Q4 | 1.25 | 1.42 | Y6Q4 | 1.22 | 1.60 |

During Y3Q4, Y5Q4, and Y6Q4, our company fell below the industry average.

Unit Production Cost

| Co 1 | Co 2 | Co 3 | Co 4 | Co 5 | Co 6 | Y3 | 4.78 | 4.99 | 4.97 | 4.94 | 5.34 | 5.04 | Y4 | 5.18 | 5.22 | 5.46 | 5.79 | 5.56 | 5.55 | Y5 | 4.99 | 5.49 | 5.72 | 5.82 | 5.91 | 5.61 | Y6 | 4.93 | 4.92 | 7.36 | 6.27 | 5.72 | 5.79 |

| Co 1 | Industry Average | Y3 | 4.78 | 5.01 | Y4 | 5.18 | 5.46 | Y5 | 4.99 | 5.59 | Y6 | 4.93 | 5.83 |

The production cost per unit is the cost you would physically spend to manufacture an item. Our company, successfully, maintained our low-cost strategy for each year (Y3-Y6).

Market Share

| Co 1 | Co 2 | Co 3 | Co 4 | Co 5 | Co 6 | Y3Q4 | 17.6 | 16.7 | 16.1 | 15.9 | 17.2 | 16.4 | Y4Q4 | 17.3 | 12.7 | 16.5 | 16.5 | 18.9 | 18 | Y5Q4 | 16.8 | 8.2 | 19.5 | 18.6 | 18.3 | 18.6 | Y6Q4 | 13.9 | 13.3 | 19.1 | 18.8 | 16.5 | 18.5 |

| Co 1 | Industry Average | Y3Q4 | 17.6 | 16.65 | Y4Q4 | 17.3 | 16.65 | Y5Q4 | 16.8 | 16.67 | Y6Q4 | 13.9 | 16.68 |

Return on Assets

| Co 1 | Co 2 | Co 3 | Co 4 | Co 5 | Co 6 | Y3Q4 | 2.9 | -2.9 | 2.3 | 1.1 | 2.3 | 1.9 | Y4Q4 | 2.6 | -1.8 | 4.3 | 2.9 | 4.6 | 2.9 | Y5Q4 | 3 | 0.8 | 4.4 | 1.2 | 5.7 | 4.9 | Y6Q4 | 1.1 | 6.7 | 2.7 | 2 | 7.7 | 5.3 |

| Co 1 | Industry Average | Y3Q4 | 2.9 | 1.27 | Y4Q4 | 2.6 | 2.58 | Y5Q4 | 3 | 3.33 | Y6Q4 | 1.1 | 4.25 |

CHAPTER 5 – STRATEGIES

Marketing Strategies

Price

| Merica 1 | Merica 2 | Merica 3 | Sereno | | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Y5Q1 | 9.75 | 9.75 | 9.75 | 9.75 | 9.75 | 9.75 | 75 | 80 | Y5Q2 | 9.75 | 9.5 | 9.75 | 9.75 | 9.75 | 9.75 | 75 | 80 | Y5Q3 | 9.75 | 10 | 9.75 | 10.25 | 9.75 | 10.25 | 75 | 82 | Y5Q4 | 9.75 | 10.25 | 9.75 | 10.25 | 9.75 | 10.25 | 75 | 85 | Y6Q1 | 10 | 10.25 | 10 | 10.25 | 10 | 10.25 | 80 | 85 | Y6Q2 | 10 | 10.25 | 10 | 10.25 | 10 | 10.25 | 80 | 85 | Y6Q3 | 10 | 10.5 | 10 | 10.5 | 10 | 10.5 | 85 | 87 | Y6Q4 | 10 | 10.75 | 10 | 10.75 | 10 | 10.75 | 85 | 120 |

Our product price was based on low cost while being profitable. Our decision to increase product price by $.50 from Y5Q2 to Y5Q3 was due to the introduction of a new model with standard qualities and features. Under emergent strategy, we discovered that our low cost strategy was unsuccessful which forced us to increase our price to keep up with our competitors. The exchange rate also played a huge role in our decision to increase price each quarter. During Y5Q3, we had more inventory at hand at Merica 1 and wanted to liquidate the remaining products, which lead us to price our product at $10 compared to Merica 2 and Merica 3 which is priced at $10.25. During Y6Q3, an increase in price by $.25 to $10.50 was required since we resulted in a stock out. In order to be competitive, we were required to increase price to be able to be in business in the industry.
Advertising

| Merica 1 | Merica 2 | Merica 3 | Sereno | | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Y5Q1 | 56 | 56 | 56 | 56 | 56 | 56 | 125 | 125 | Y5Q2 | 59 | 59 | 59 | 59 | 59 | 59 | 131 | 131 | Y5Q3 | 62 | 59 | 62 | 59 | 62 | 59 | 138 | 131 | Y5Q4 | 65 | 59 | 65 | 59 | 65 | 59 | 145 | 131 | Y6Q1 | 68 | 59 | 68 | 59 | 68 | 59 | 152 | 131 | Y6Q2 | 71 | 59 | 71 | 59 | 71 | 59 | 160 | 131 | Y6Q3 | 75 | 59 | 75 | 59 | 75 | 59 | 168 | 131 | Y6Q4 | 79 | 59 | 79 | 59 | 79 | 59 | 176 | 131 |

During Year 3 and Year 4, we increased our advertising by 5% but did not achieve that same goal during Year 5 and Year 6 because we realized that advertising was not our priority. Since we were selling most of our inventory, it was not necessary to continue to increase our advertising expense. We decided that we had gained brand recognition and established our target market. For Y5Q2, we decided to increase advertising to gain an advantage since our competitors had the same product model and availability.
Salary

| Merica 1 | Merica 2 | Merica 3 | Sereno | | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Y5Q1 | 3000 | 3000 | 3000 | 3000 | 3000 | 3000 | 8941 | 8941 | Y5Q2 | 3060 | 3060 | 3060 | 3060 | 3060 | 3060 | 9388 | 9388 | Y5Q3 | 3121 | 3060 | 3121 | 3060 | 3121 | 3060 | 9857 | 9388 | Y5Q4 | 3184 | 3184 | 3184 | 3184 | 3184 | 3184 | 10350 | 10350 | Y6Q1 | 3247 | 3247 | 3247 | 3247 | 3247 | 3247 | 10868 | 10868 | Y6Q2 | 3312 | 3312 | 3312 | 3312 | 3312 | 3312 | 11411 | 11411 | Y6Q3 | 3378 | 3312 | 3378 | 3312 | 3378 | 3312 | 11982 | 11411 | Y6Q4 | 3446 | 3446 | 3446 | 3446 | 3446 | 3446 | 12581 | 12581 |

Our initial strategy was to have a fixed salary expense during Year 3 and Year 4 due to our employees not leaving the company. An increase in salary, was due to our interest in retaining quality employees and continue to build our positive corporate culture. At the end of Year 5, our forecasted value of 3184 for Merica 1, Merica 2, Merica 3, and our forecasted value of 10350 for Sereno proved to be successful. Originally, our forecast was to increase 2% each quarter, but we decided to postpone Y5Q3 and Y6Q3 salary increase. But during Y5Q4 and Y6Q4, we decided to increase the salary expense by 4% because we wanted to reducing selling expenses to see if we would achieve the same results.
Commission

| Merica 1 | Merica 2 | Merica 3 | Sereno | | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Y5Q1 | 20 | 20 | 20 | 20 | 20 | 20 | 60 | 60 | Y5Q2 | 20 | 20 | 20 | 20 | 20 | 20 | 60 | 60 | Y5Q3 | 20 | 20 | 20 | 20 | 20 | 20 | 60 | 60 | Y5Q4 | 20 | 20 | 20 | 20 | 20 | 20 | 60 | 60 | Y6Q1 | 20 | 20 | 20 | 20 | 20 | 20 | 60 | 60 | Y6Q2 | 20 | 30 | 20 | 30 | 20 | 30 | 60 | 90 | Y6Q3 | 20 | 30 | 20 | 30 | 20 | 30 | 60 | 90 | Y6Q4 | 20 | 30 | 20 | 30 | 20 | 30 | 60 | 90 |

Originally, our company decided to keep the commission rate consistent throughout Year 5 and Year 6. During Y6Q2 we increased our commission rate to $.30 per unit. We concluded that commission did not make a huge impact, therefore we did not increase during Y5Q1 to Y6Q1. However, during Y6Q2 we increased commission from $.20 to $.30 to offer a more appealing commission rate to motivate our sales team.
Preserve motivation
Increase to $.40 in year 7 and 8, why?
Hiring

| Merica 1 | Merica 2 | Merica 3 | Sereno | | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Y5Q1 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 1 | Y5Q2 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y5Q3 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y5Q4 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y6Q1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y6Q2 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y6Q3 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y6Q4 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |

* Decided not o hire anyone throughout Y5, Y6 except Y5Q1 * Somebody quit * Reflect resignation * Strategy was to hire when someone quits *

Financial Strategies

Dividends

| Forecasted | Actual | Y5Q1 | 0 | 0 | Y5Q2 | 0 | 0 | Y5Q3 | 0 | 0 | Y5Q4 | 0 | 0 | Y6Q1 | 0 | 0 | Y6Q2 | 0 | 0 | Y6Q3 | 0 | 0 | Y6Q4 | 0 | 0 |

Up to date we have not issued any dividends to shareholders. We have chosen to hold off from paying dividends in order to be able to reinvest earnings to fuel company growth in the hopes of providing investors with capital gains through stock price appreciation. The plan would be to expand in year 7 to meet the great demand of our product. We do plan to start paying dividends at a 15% rate beginning in year 8. At that point we believe to reach a level to payout our investors and sustain our growth.

CDs

| Forecasted | Actual | Y5Q1 | 2000 | 2000 | Y5Q2 | 2000 | 2000 | Y5Q3 | 2000 | 2000 | Y5Q4 | 2000 | 3000 | Y6Q1 | 2000 | 1000 | Y6Q2 | 2000 | 3000 | Y6Q3 | 2000 | 1000 | Y6Q4 | 2000 | 2000 |

Our policy regarding CD’s is to keep a constant investment strategy rather than maintaining large amounts of cash in reserve. We have deviated from our forecasted amounts starting in year 5 quarter 4. We chose to invest greater amounts in the quarters of our higher sales, quarter 2 and 4, and decrease in quarters of less sales, quarter 1 and 3. We invested less to maintain operating cash levels for planned future growth. We purchased back 500,000 bonds back, paying back bonds starting in Year 6 going from quarter 1 to quarter 4. During the planned growth in year 7 we will return back to the forecasted straight line amount of 2000.

Debt Position

| Forecasted | Actual | Y5Q1 | 0 | 0 | Y5Q2 | 0 | 0 | Y5Q3 | 0 | 0 | Y5Q4 | 0 | 0 | Y6Q1 | 0 | 0 | Y6Q2 | 0 | 0 | Y6Q3 | 0 | 0 | Y6Q4 | 0 | 0 |

JACAD has had a policy of not utilizing any bank loans. We have managed to keep our efficient operating production to maintain relative growth to support our 2 plants. With our company sales growing in all of our sales offices we have continual levels of cash inflows to internally support our growth. As a company, we truly believe that using bank loans sheds a undesirable light on us from potential as well as current investors. This also might influence credit rating agencies to lower our ratings due to use of external financing.

Operations Strategies

R&D | Forecasted | Actual | Y5Q1 | 144 | 144 | Y5Q2 | 151 | 151 | Y5Q3 | 159 | 159 | Y5Q4 | 167 | 167 | Y6Q1 | 175 | 175 | Y6Q2 | 183 | 183 | Y6Q3 | 191 | 193 | Y6Q4 | 200 | 204 |

* To be competitive advantage * No obscolete products * Market demand * Keep up with competition * Strategy was to increase 5% every quarter * Except Y6Q3, 6% increa

Training | Forecasted | Actual | Y5Q1 | 96 | 96 | Y5Q2 | 105 | 105 | Y5Q3 | 114 | 114 | Y5Q4 | 123 | 135 | Y6Q1 | 132 | 150 | Y6Q2 | 141 | 165 | Y6Q3 | 150 | 174 | Y6Q4 | 160 | 191 |

* Reduce UPC * More efficient, productive * Increase 10% during Y5Q4 * More critical in investing in training expense

New Product Introduction | Forecasted | Actual | Y5Q1 | 3 | 3 | Y5Q2 | 3 | 3 | Y5Q3 | 3 | 3 | Y5Q4 | 4 | 3 | Y6Q1 | 5 | 4 | Y6Q2 | 5 | 4 | Y6Q3 | 5 | 4 | Y6Q4 | 5 | 5 |

* New model every year * Model 3 – Y5Q1 * Model 4 – Y6Q1 * Seasonal * Keep up with competition * Based on

Quality Level | Merica 1 | Merica 2 | Merica 3 | Sereno | | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Y5Q1 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | Y5Q2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | Y5Q3 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | Y5Q4 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | Y6Q1 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | Y6Q2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | Y6Q3 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | Y6Q4 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 |

* Standard product

Overtime | Merica 1 | Merica 2 | Merica 3 | Sereno | | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Y5Q1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y5Q2 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y5Q3 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y5Q4 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y6Q1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y6Q2 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y6Q3 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y6Q4 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |

* No overtime

Second Shift | Merica 1 | Merica 2 | Merica 3 | Sereno | | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Y5Q1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y5Q2 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y5Q3 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y5Q4 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y6Q1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y6Q2 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y6Q3 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Y6Q4 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |

* No second shift * Too expensive

Number of Lines | Merica 1 | Merica 2 | Merica 3 | Sereno | | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Forecasted | Actual | Y5Q1 | 8 | 8 | 0 | 0 | 0 | 0 | 2 | 2 | Y5Q2 | 8 | 8 | 0 | 0 | 0 | 0 | 2 | 2 | Y5Q3 | 8 | 8 | 0 | 0 | 0 | 0 | 2 | 2 | Y5Q4 | 8 | 8 | 0 | 0 | 0 | 0 | 2 | 2 | Y6Q1 | 8 | 8 | 0 | 0 | 0 | 0 | 2 | 2 | Y6Q2 | 8 | 8 | 0 | 0 | 0 | 0 | 2 | 2 | Y6Q3 | 8 | 8 | 0 | 0 | 0 | 0 | 2 | 2 | Y6Q4 | 8 | 8 | 0 | 0 | 0 | 0 | 2 | 2 |

* No new lines, did not shut down any lines

Safety Stock | Forecasted | Actual | Y5Q1 | 0 | 0 | Y5Q2 | 0 | 0 | Y5Q3 | 0 | 0 | Y5Q4 | 0 | 0 | Y6Q1 | 0 | 0 | Y6Q2 | 0 | 0 | Y6Q3 | 0 | 0 | Y6Q4 | 0 | 0 |

* 15% safety stock

Similar Documents

Premium Essay

Marketing

...QA Concept Introducing LoadRunner  • Why should you automate performance testing?  • What are the LoadRunner components?  • Understanding LoadRunner Terminology  • What is the load testing process?  • Getting Familiar with HP Web Tours  • Application Requirements  The Power of LoadRunner  • Creating the Load Test  • Running the Load Test  • Monitoring the Load Test  • Analyzing Results  Building Scripts  • Introducing the Virtual User Generator (VuGen)  • How do I start recording user activities?  • Using VuGen’s Wizard mode  • How do I record a business process to create a script?  • How do I view the script?  Playing Back Your Script  • How do I set the run-time behavior?  • How do I watch my script running in real time?  • Where can I view information about the replay?  • How do I know if my test passed?  • How do I search or filter the results?  Solving Common Playback Problems  • Preparing HP Web tours for playback errors  • How do I work with unique server values?  Preparing a Script for Load Testing  • How do I measure business processes?  • How do I emulate multiple users?  • How do I verify Web page content?  • How can I produce debugging information?  • Did my test succeed?  Creating a Load Testing Scenario  • Introducing the LoadRunner Controller  • How do I start the Controller?  • The Controller window at a glance  • How do I modify the script details?  • How do I generate a heavy load?  • How do I emulate real load...

Words: 468 - Pages: 2

Free Essay

Preparing Business Scenario Analyses

...Preparing Business Scenario Analyses The following general guidelines may be used in preparing for an oral or written business scenario analysis and presentation. There may be several feasible courses of action regarding the solution to any case. It is more important to concern yourself with the process of problem definition and isolation, analysis, and evaluation of alternatives, and the choice of one or more recommendations, rather than trying to find a single answer. Very often, the right answer is the one that you can propose, explain, defend, and make work. • The Process of Analyzing a Case 1. Read and study the scenario thoroughly and efficiently. Read the scenario once for familiarity, noting issues that come to the forefront. Read the scenario again. Determine all the facts, making notes about symptoms of problems, root problems, unresolved issues, and roles of key players. Watch for issues beneath the surface. 2. Isolate the problem(s). Get a feel for the overall environment by putting yourself in the position of one of the key players. Seek out the pertinent issues and problems. 3. Analyze and evaluate alternatives. a. Once the problems and issues are isolated, work at gaining a better understanding of causes. In what area of the unit do the problems exist? Why? What caused them? Examine and evaluate the strengths and weaknesses of the unit’s processes (e.g., planning, communication), human behaviors, and/or exhibits (e.g., financial statements,...

Words: 505 - Pages: 3

Free Essay

Pest Analysis

...PEST Analysis One way of planning your business is to undertake a PEST analysis.1 PEST analysis involves looking at the Political, Economic, Socio-cultural and Technological factors that could affect your business. Every business needs to consider a range of external forces in order to take decisions. For many people imagination is very limited and is coloured solely by their own experience and personal beliefs. This can lead to wish fulfilment or a refusal to see reality or recognise the critical changes that are happening in the world around them. It can also lead to grabbing short-term solutions that, if they do not exacerbate problems, certainly ignore the longer term. In the business world pressure is often applied to take decisions quickly, acting on judgement and instinct rather than careful analysis. There are many driving forces in the external environment that might impact on your business. These can be categorised as: • Social; • Technological; • Economic; • Environmental; and • Political. Social forces Social forces include, for example, changing demography and education, etc. The population in Western Europe is relatively static, but the age bands are changing. The number of older people, for example, is growing rapidly. Technological forces Technological forces are changing dramatically quickly. What effects will this have on your production, marketing and distribution plans? Depending on your market, technology might either raise or lower entry barriers...

Words: 371 - Pages: 2

Free Essay

Anaylsis for Emc

...Fall 2015: Industry Analysis in Emerging Markets Your role in this analysis is to work with your team and to look at emerging technologies. From autonomous drones to emergent AI to 3D printers, you are going to research and get a better understanding of our fast-approaching technological future. Scientific American compiled the Top 10 List of Emerging Technologies for 2015. You can start here, but you are not limited to these technologies. You must choose an emerging industry, and will analyze the history of this technology and its industry, the trajectories of the technology, the key competitors, and the trends in the market. The end goal is to develop a comprehensive understanding of the industry, the competitive landscape, emerging trends to watch in the future, and an overall assessment as to the attractiveness of this industry. Your final deliverable for this project will be an in-class presentation, due April 26th. 1) What SIC/NAICS code does your industry fall under? 2) Describe your industry- a. Provide a brief history of your industry. (You may use a timeline in a separate appendix) b.  List and describe the characteristics of the products your industry offers in the marketplace. c. Who are the key competitors in the industry? d. What are the main differences between the products offered by key competitors? e. What strengths & weaknesses (capabilities, complementary resources, related intellectual property, etc.)...

Words: 430 - Pages: 2

Premium Essay

Service Marketing

...http://www.mysensex.comPESTLE « Pestle Summary: India | Main | Pestle summary: USA » 03/28/2009 Pestle Summary China Well, I guess this is where I get controversial, at least a bit. There are others who have predicted that China was in for a tough ride over the past few years, but they mostly got ignored, or were proven wrong by events. And, to a certain extent, if you cry doom long enough you'll always get proved right, given the laws of entropy. So this is a bit 'faux' controversy... This is the introductory note taking exercise for a Pestle analysis of China, drawn on conventional internet sources such as Wikipedia, the CIA World Factbook and Nationmaster. China is the most populous country in the world, with 1.34 billion people. It has the third largest GDP, with $4.84 trillion, behind Japan and the U.S. Like India, the currency and conditions make it useful to look at some statistics using Purchasing Power Parity, which bumps up China's GDP to $7.8 trillion, which would move it ahead of Japan. It also is the second in the world in annual military spending, although that needs a bit of context, as the world's number two spends about 15% of what the world number one (USA) spends. But with PPP, that looks like more money, and insofar as it is used to pay salaries, rather than buy Israeli rocket parts, PPP is valid in this context too. China is badly governed by the Communist Party, and in my five-year Pestle forecast I will be making the case that misgovernance will...

Words: 1059 - Pages: 5

Free Essay

Bsa/375

...McCauley, COO * Hugh McCauley, COO of Riordan has sent a service request to us. The service request SR-rm-022 stats that Riordan wants to make improvement on their current HR tools. They are currently using a variety of HR tools and would want’s us create one integrated application. To do this we will have to do a system analysis of their current system. An analysis will be made with recommendations to upgrade and consolidate their system. * The service request is basically a project statement. This is a document from the customer who clearly states what the project should deliver and outline the high-level work required for completing this project * (SR-rm-022). Riordan Manufacturing has 550 employees worldwide and has projected earnings of $46 million. It is a fortune 1000 enterprise with $1 billion in excess revenues. It is wholly owned by Riordon Industries and based in San Jose , California. * . We will use the joint application design (JAD) for our system analysis, this should help keep the analysis efforts to a minimum. Fact finding is at the core of system analysis. Interviewing of individuals who understand the current system and any known issues, including future activities needed. To do this observation of how data is handled and how this is used for their jobs. Through study of the documents, policies, and procedures in reference to the system. * Interviewing and gathering...

Words: 397 - Pages: 2

Free Essay

Hr Stratgey

...29th, 2013 Angela Lucente Planning For People Job analysis is an important process, any organization used to use it in order to collect information and data about required skills, level of education, work environment, responsibilities, and the duties to create a job description, recruiting plans, and performance development planning (Susan M. Heatfield, 2013). Once job analyses are updated as described, a summary of the results is normally prepared in writing in the form of a job description (Wayne F. Cascio, 2010). According to my reading chapter five about job analysis process. There are some topics I felt comfortable with, such as alternative perspectives on jobs. This topic add to my knowledge many information and explained how jobs are important to organizations, what is the highly unusual jobs that some organizations required it, and distinguish job analysis form job design (Wayne F. Cascio, 2010). On the other hand, I struggled with topic job requirements because there are many methods created in order to study job requirements and none of them alone is sufficient. Thus, it is essential to integrate this methods to obtain the results of the tasks and duties of a job (Wayne F. Cascio, 2010). It is not that easy to implement the methods of job analysis, such as job performance, observation, interview, critical incidents, and structured questionnaire, those are the most five common methods of job analysis and each one of those takes time and effort to achieve desirable...

Words: 321 - Pages: 2

Premium Essay

Job Analysis Examination

...------------------------------------------------- Running header: Job Analysis Methods ------------------------------------------------- Abstract Examination of different methods utilized to create a comprehensive job analysis, including advantages and disadvantages of all approaches. There are several methods that can be utilized to create a comprehensive job analysis. A job analysis provides a better understanding of the positions within an organization, which will allow the recruitment process to be more focused, consistent and thorough. The first method that can be employed to create an effective job analysis is the Critical Incidents Technique. This technique identifies circumstances that arise in a current position, what action was taken, and the consequences of the action, to identify the effective and ineffective behaviors in job performance. These critical situations are documented by interviewing former jobholders, supervisors, or by reviewing documents and logs from the job. Job duties are examined, and then critical incidents are identified to determine poor or good performance issues related to a specific job requirement. This technique is useful for covering job events that may not be covered in a general job description. Identifying atypical circumstances that may arise in a position can aid in finding a candidate that would be an ideal fit. Reviewing these critical incidents also enable the recruitment process to be shaped to include more pointed questions...

Words: 916 - Pages: 4

Premium Essay

Google Car

...to accomplish that soon, also technology is to expensive. Other companies building autonomous cars said that they are working on vehicles that will be able to safely make that switch. Volvo says that it expects to have its cars tested on city streets by 2020. The Google management team faced several questions. Should Google continue to invest in the technology behind self-driving cars? How could Google's core software-based and search business benefit from self-driving car technology? As large auto manufacturers began to invest in automotive technology themselves, could Google compete? Was this investment of time and resources worth it for Google? Environmental Scanning (external and internal analysis): PEST Analysis After reading the case study Google car I have used the PEST analysis model in which the following was concluded: 1. Political Factors: Government’s regulations on automobile transportation are one of the major aspects in Google's car that have legal barriers. Due to that most of the governments do not have specific laws for self-driving vehicle and there are no federal standards for autonomous cars special permission in all US states adjusted for road test. Laws need to be adapted to accidents liability for insurance purposes. 2. Economic Factors: Cost is a concern, due to the investment in technology required to be adapted to cars an estimated of $150,000 in equipment. The consumers are not willing to spend more than $3,000 for autonomous driving applications...

Words: 479 - Pages: 2

Free Essay

Vaan Lan

...implementation actions you recommend should be explicit and thoroughly explained. Occasionally, careful evaluation of implementation actions may show the strategy to be less favorable than you thought originally. A strategy is only as good as the firm's ability to implement it effectively. Therefore, effort to determine effective implementation is important. Process Issues You should ensure that your presentation (either oral or written) has logical consistency throughout. For example, if your presentation identifies one purpose, but your analysis focuses on issues that differ from the stated purpose, the logical inconsistency will be apparent. Likewise, your alternatives should flow from the configuration of strengths, weaknesses, opportunities, and threats you identified by the internal and external analyses. Thoroughness and clarity also are critical to an effective presentation. Thoroughness is represented by the comprehensiveness of the analysis and alternative generation. Furthermore, clarity in the results of the analyses, selection of the best alternative strategy, and design of implementation actions are important. For example, your statement of the strengths and weaknesses should flow clearly and logically from the internal analyses presented. Presentations (oral or...

Words: 305 - Pages: 2

Premium Essay

Pest Analysis Italy

...BLEND TWO COUNTRY ANALYSIS ITALY Task: You will carry out an analysis of Italy today in order to have a general idea of its current state of affairs. To do this you will visit several sites to gather the necessary information. This information should then be transferred in note-form onto the table below. You will then use these notes to give a short, informal presentation during the following class session. Procedure: You will use a well-known analytical tool: THE PEST ANALYSIS. Although this tool was originally created for the business environment, it is now used in many sectors to analyse organisations, projects and systems. STEP ONE: WHAT IS A PEST ANALYSIS 1. First you need to find out what a PEST analysis is: Go to http://www.rapidbi.com/created/the-PESTLE-analysis-tool.html#political Read quickly through the information and write short answers to the following questions: What sort of picture does a Pest analysis offer? Why is it important to take these factors into account? What are some common uses of the Pest? In what situation might you use a Pest in your own professional context? The Table below gives some of the indicators which may be relevant for each category. Can you think of any other factors to consider? Add them to the corresponding column. PEST ANALYSIS TEMPLATE Political / Legal Economic Social Technological - Government organisation / attitude - Economic growth (overall; by industry sector) - Income...

Words: 615 - Pages: 3

Premium Essay

Philosophy

...participated voluntarily in the study? * Was institutional review board approval obtained from the agency in which the study was conducted? Data Collection * Are the major variables (independent and dependent variables) identified and defined? What were these variables? * How were data collected in this study? * What rationale did the author provide for using this data collection method? * Identify the time period for data collection of the study. * Describe the sequence of data collection events for a participant. Data Management and Analysis * Describe the data management and analysis methods used in the study. * Did the author discuss how the rigor of the process was assured? For example, does the author describe maintaining a paper trail of critical decisions that were made during the analysis of the data? Was statistical software used to ensure accuracy of the analysis? * What measures were used to minimize the effects of researcher bias (their experiences and perspectives)? For example, did two researchers independently analyze the data and compare their analyses? Findings / Interpretation of Findings * What is the researcher’s interpretation of...

Words: 363 - Pages: 2

Free Essay

Ecn 400 Week 6 Macroeconomic Indices

...com/product/ecn-400-week-6-macroeconomic-indices/ Contact us at: SUPPORT@ACTIVITYMODE.COM ECN 400 WEEK 6 MACROECONOMIC INDICES ECN 400 Week 6 Critical Thinking: Macroeconomic Indices Critical Thinking: Macroeconomic Indices (70) Begin working on your Portfolio Project by researching and selecting an article for your analysis. Appropriate articles are those that: • Are no older than six months old • Contain at least three general economic principles • Contain at least three to five macroeconomic indices. • Submit an outline that provides information on your article and the three general economic principles and the three to five macroeconomic indices you will be discussing in your Project. ECN 400 WEEK 6 MACROECONOMIC INDICES To purchase this visit following link: http://www.activitymode.com/product/ecn-400-week-6-macroeconomic-indices/ Contact us at: SUPPORT@ACTIVITYMODE.COM ECN 400 WEEK 6 MACROECONOMIC INDICES ECN 400 Week 6 Critical Thinking: Macroeconomic Indices Critical Thinking: Macroeconomic Indices (70) Begin working on your Portfolio Project by researching and selecting an article for your analysis. Appropriate articles are those that: • Are no older than six months old • Contain at least three general economic principles • Contain at least three to five macroeconomic indices. • Submit an outline that provides information on your article and the three general economic principles and the three to five macroeconomic...

Words: 834 - Pages: 4

Premium Essay

Kenyan Problem

...[u06a1] Unit 6 Assignment 1 Systems Theory and Conflict Resolution Resources * Systems Theory and Conflict Resolution Scoring Guide. * APA (6th edition) Style and Formatting. * Webuwrite Academy Simulation. By successfully completing this assignment, you will demonstrate your proficiency in the following course competencies and assignment criteria: * Competency 5: Implement a strategy for reducing conflict. * Propose strategies for reducing conflict based on a systems analysis. * Competency 7: Communicate effectively in a variety of formats. * Communicate in a manner that respects the dignity, cultural and ethnic backgrounds, and individual uniqueness of others. For this assignment, you will analyze the conflicts at Webuwrite Academy using systems theory, as described by Wilmot and Hocker in Chapter 7. When people think of conflict, they often tend to think only about the actual conflict itself. They often fail tocontextualize that conflict within the norms and background of a larger organization or group. This type of contextualization is an important part of understanding a conflict more fully, and of better understanding how to resolve the conflict. Systems theory is a method of analyzing conflict that goes beyond looking at individual behavior and goals, and instead focuses on the patterns of interactions between individuals as a part of a whole organization. Systems theory also focuses on the roles that individuals play within organizations. For...

Words: 433 - Pages: 2

Premium Essay

P-Political Factors Affecting The Healthcare Environment

...PEST Analysis P- Political Factors affecting the healthcare environment Insurance mandates, such as the individual mandate, are an element in the political sphere that could have an impact on healthcare. The individual mandate requires that individuals or families have health insurance or pay a penalty. Although it has recently been repealed, it continues to affect the healthcare environment, as many will continue to be uninsured. E- Economic Factors affecting the healthcare environment Unemployment is an example of how economic factors affect the healthcare environment. If people are losing their jobs this means there will be a greater loss of health insurance coverage, which will affect the type of health services people receive. S- Sociocultural Factors Demographics, values, and beliefs of various consumer groups should be identified in a PEST analysis. Organizations should be knowledgeable about the community it serves to avoid violating community values. For example, the Hispanic population is a growing population and as of 2017, the percentage of Hispanics in the United States is 17.8 (census.gov). T- Technological Factors...

Words: 460 - Pages: 2