I need help in this case study and producing a strategic review. The simulator needed is:
It is December 15, 2015. Joe Schmoe, the VP of Marketing at Clipboard Tablet Co., is smugly patting himself on the back for how well he has done with pricing and product development on the three products, X5, X6, and X7. He knows his strategy was not very creative, since he did not change any prices or R&D allocations over the four-year period (actually six years, counting 2010 and 2011). But he is certain that he did not need to change anything, and that his overall performance is proof.
1. Run the simulation using the Default Decisions. In other words, use the prices and R&D percentage that are already there. Capture or collect the results for each product (X5, X6, X7) as you run each year. Copy (using Excel, by hand, or some other method) the Financial results and Marketing results, as well as the information provided by the Advisor.
However, Sally Smothers, CEO of Clipboard Tablet Co., has a different opinion, and she fires Joe.
You are hired. You applied for the position a few weeks ago and interviewed, unaware of the fate of Joe Schmoe at the time. So here you are, Dec. 15, 2015, VP of Marketing at Clipboard Tablet Co., and ready to move the company ahead into 2016. Your boss, Sally Smothers, is expecting you to take over and move the company forward in terms of product development, and smart pricing. Sally wants to make sure that you are ready to move ahead and asks you to review the past four to six years to see what was going on in terms of product development, sales, pricing, and performance against the competition. You collect all of the data and write a report which is due on Sally's desk January 2, 2016.
2. Analyze the results of Joe Schmoe's decisions and then write the report that Sally is requesting. Run the simulation of the Clipboard Tablet Co. using the default decisions. Access the simulation site and collect the data for each year (or you can download a copy of it - see below). Make a Case for your proposed strategy using financial analysis and relevant theories.© BrainMass Inc. brainmass.com October 25, 2018, 8:55 am ad1c9bdddf
Report, Part 2:
Clipboard Tablet Co. sells 3 different types of tablets. The X5 tablet is targeted at the price conscious market whereas X6 is targeted at the performance oriented market. X7 is the newest product with focus on consumers that value both price and performance. Let us review the performance of each product category along with my proposed strategy and recommendations for the forthcoming years.
X5: X5 is aimed at price conscious consumers. The company has historically done quite well with this product in the last 5 years in terms of performance against the competition. The sales for this product peaked in 2013. However, the sales started declining after 2013 in the last couple of years due to saturation of the market. Joe kept the pricing of this product same throughout this period which turned out to be negative for the company as the organization needed a price cut in order to attract customers from other competing products. Since the product was competitive in terms of performance, Joe should have declined R&D investment on this product as consumers were more price conscious than performance conscious for this product.
Since this product competes in a highly saturated price ...
Discusses results of a simulation.
Clipboard Tablets Company has three products, namely X5, X6
//Clipboard Tablets Company manufactures three products that include X5, X6, and X7. In the following discussion, there will be an exploration of the price strategy and Research & Development strategy to enhance the performance of all the three products with the consideration of different phases of the product lifecycle. There will be an elaboration of strategies over 2012 and 2013 for the overall improvement of the company.//
The cumulative profit score in 2011 was 81,571,138 that will be improved by 2015 regarding the rational strategy for pricing and Research and Development expenses (R&D expense). The Cost Volume Analysis, with the simulation process, can provide assistance to improve the overall situation. The product X5 is in maturity phase, and it is price sensitive that means the strategy regarding pricing and R&D expense should be taken on the basis of price and performance of the product. The product X6 is in the growth phase, and it has no price sensitivity that means there is a need to consider performance without focusing on the price. The product X7 needs to be introduced in the market that means there will be a loss for a couple of years because of taking the time to establish in the market.
The strategy regarding the product X5 is to reduce the price by $10 that means the new price will be $275 with the increase in R&D expense to 40%. The price and the suitability of the product are important for improving the overall performance of the product. The strategy regarding the product X6 is to increase the R&D expense to 44% with the increase in the price to $440. The price of X7 should be reduced to $180 with an increase in the R&D expense to 37% so as to establish the product in the market (Tan, 2014).
X5 X6 X7
Price 275 440 180
R&D Expense 40.00% 40.00% 37.00%
The score in 2012 has reached 352,243,200. The overall results of 2012 show that there is an improvement in the profitability from 16% to 26% with the increase in the sales volume and sales revenue that can be viewed in respect to the above table. Per unit margin has improved in 2012 because per unit margin is $89, whereas in 2011 it was $53 that shows there is an increase in the overall profitability of the company. There is an improvement in the fixed costs of 37,500,000 because of increase in the R&D expenses.
All the three products are not at saturation point that can be observed with the increase in the sales volume in respect of all the products. The three products are still able to produce new sales. However, X5, in near future, will not be able to generate new sales because it is in maturity phase (Forio.com. Forio Simulate).
On the basis of results of 2012, in 2013, it is decided that there will be a change in the strategy of the product X5 in terms of no reduction. There will be an increase in the R&D expense to 42% in order to improve the suitability of the product to the customers. There will be a change in the strategy with no increase in the price, which is at $440, in case of X6, with an increase in the R&D expense to 44%. The impact of the increase in the price of X6 is not observed as customers have focused on the performance of the product. The product X7 will also need to increase its R&D expense to 41% with the no change in price $180.
2013 5 6 7
Price 270 440 180
R & D 42.00% 44.00% 41.00%
The overall score in 2013 is 860,241,149. The overall results of 2013 show that there is further improvement in the profitability from 26% to 31% with the increase in the sales volume and sales revenue that can be seen from the above table. Per unit margin has improved in 2013 to $102.50, whereas in 2012 it was $89. There is no improvement in the fixed costs in 2013 as compared to 2012. However, there is a change in the variable cost per unit that can be viewed in respect to the above table (Forio.com. Forio Simulate).
In 2013, all the three products were not at saturation point because of increased volume of sales and there is still a potential to increase the sales volume in respect of all the three products. The product X7 is still in the loss, but it is improving its situation in the market.
//So far, there has been a discussion on the results of 2012 and 2013, now there will be a description of results of 2014 and 2015 in terms of sale units and revenue with unit margin. The discussion will also explore the pricing and R&D expenses strategies for 2014 and 2015. //
On the basis of results of 2013, it is decided that there should be a further reduction in the price of X5 to $267 with an increase in the R&D expense to 45%. The strategy regarding X6 is to increase its R&D expense to 47% with an increase in the price by $10 that means the new price will be $450. The strategy regarding X7 is to increase the R&D expense to 48% with a decrease in the price to $175 (Tan, 2014).
2014 5 6 7
Price 267 450 175
R & D 45.00% 47.00% 48.00%
The overall score in 2014 is 1,281,927,788. The overall results of 2014 indicate that there is no further improvement in the profitability rate because in 2014 it is 30%, whereas in 2013, it was 31%. There is a reduction in the overall sales volume with the reduction in the total revenue from all the three products. The reduction is due to the decrease in the sales volume of X5 that means this product is at saturation point. There are no new sales of this product in the market and the product sale will decrease over the period. Per unit margin has increased in 2014 to $102.81, whereas in 2013 it was $102.50. There is no change in the fixed costs in 2013 and 2014.
In 2014, X5 is at its saturation point and in the next year, there will be no increase in the sales volume of this product. Other two products are still out of saturation point and will improve their performance in the market. X7 is in profitability, which is in the growth phase and there will be further improvement in the sales of this product (Forio.com. Forio Simulate).
On the basis of results of 2014, the strategy regarding the product X5 is to further reduce the price by $3 and the new price will be $260 with an increase in the R&D expense to 48%. The strategy regarding X6 is to increase the R&D expense to 52% with no change in the price that will be maintained at $450. The strategy regarding X7 is to decrease the price to $170 with an increase in the R&D expense to 53% (Tan, 2014).
2015 5 6 7
Price 260 450 170
R & D 48.00% 52.00% 53.00%
The overall score in 2015 is 1,490,715,195. The overall results of 2015 indicate that there is further decrease in the profitability rate because in 2015 it is 24%, whereas in 2013, it was 30%. The products X5 and X6 caused such reduction as X6 has attained its saturation point and X5 is in the decline phase. The growth phase is only in respect of X7 that means this product has new sales in the market (Forio.com. Forio Simulate).
In 2015, X5 and X6 have not experienced further growth in the market as they are in the decline phase, and there is no scope of increasing sales with these products. X7 is in the growth phase and will provide higher profitability and sales volume in a couple of years.
Forio.com. Forio Simulate. Retrieved July 15, 2015, from https://forio.com/simulate/michael.garmon/tablet-development-sim/simulation/#p=page1
Tan, H. (2014). Simulation and Modelling Methodologies, Technologies and Applications. UK: WIT Press.
The problem requires that you continue with the scenario and simulation you began in the previous problem.
It is New Year's Day, 2016. You have finished analyzing the performance of Clipboard Tablet Co., and you have submitted the report requested by your CEO, Sally Smothers. You are ready to move forward to 2016, but.....
....as you turn on the TV, you notice something very strange. You recognize that the date is January 1, 2012, and that you get to make the decisions for the Clipboard Tablet Co. for the 4-year period beginning with 2012. Your challenge is to do better than Joe Thomas.
At the beginning of each year (2012-2015), you will determine your pricing, your R&D allocations, and whether or not to discontinue any products. You are required to make your decisions for each year, and to report your results to see what happened. You must keep track of your decisions, making specific notes supporting each of your decisions.
Run the Clipboard Tablet Co. simulation through the end of 2015. When you are finished, the date will be December 31, 2015. What is your total Score? Did you do better than Joe Thomas?
You organize your notes about your decisions, your analysis, and your reasoning into a well-written report.
Run the Clipboard Tablet Co. simulation https://forio.com/simulate/michael.garmon/tablet-development-sim/simulation/#p=page0https://forio.com/simulate/michael.garmon/tablet-development-sim/simulation/#p=page0 with your strategy, making decisions year by year for prices and R&D allocations. Write a 6-7 page paper, not including cover and reference pages, in which you discuss the decisions and the results for each year. Discuss why you did better (or worse) than Joe Thomas.
KEYS TO THE ASSIGNMENT
The key aspects of this assignment that should be covered and taken into account in preparing your paper include:
• As you run the simulation, keep track of your decisions and the results - both financial and marketing. Copy and paste the results into Excel or into a Word document. You will also want to record the information that you get from the Advisor. Make a note of your Final Total Score.
• Include your Final Total Score, some tables, and/or graphs showing key results. Using sound logic, be sure to clearly explain the differences from the previous problem.
• Remember that the key here is quality of analysis.
• Time Line Summary:
• You find yourself in a Time Warp that takes you back to January 1, 2012.
• You recognize that you can now revise the decisions made from the previous problem for 2012 - 2015.
• January 2, 2012 - input decisions for 2012.
• January 2, 2013 - input decisions for 2013.
• January 2, 2014 - input decisions for 2014.
• January 2, 2015 - input decisions for 2015.
• December 31, 2015 - You have gone through all four years, and you write your report to summarize how you did.