See attached file.
SLP2 - It's New Year's day, 2016. You just had a great New Year's Eve celebration. You have finished analyzing the performance of Tablet Development in a great report that you turned in a few days early to Sally Smothers. Now you are ready to charge ahead into the future.
As you turn on the TV and try to open your eyes, you notice something strange. The TV commentator is saying something about New Year's Day, 2012. You are now wide awake and listen more carefully. Yes, she said 2012. But that can't be. You look around and everything looks different. Yes, it's true; it's New Year's Day, 2012. Time has rewound - a Time Warp, like the guy in the movie "It's Groundhog Day."
You realize that you get to make the decisions for Tablet Development starting with 2012. Perhaps you can do better than Joe Schmoe.
You decide to determine the prices and R&D allocations and whether to discontinue any products over the next four years: 2012 - 2015. At the beginning of each year, you will determine your pricing, your R&D allocations, and if you want to discontinue any products. You make your decisions and time advances to the end of that year. You look at the results and see what happened. You keep track of your decisions and make notes about your reasoning and analysis of the data. You collect and keep the data for later analysis.
You run the Marketing of Tablet Development through the end of 2015. It is now 12/31/2015, New Year's Eve. What is your total Score? Did you do better than Joe Schmoe?
You decide to organize your notes about your decisions, your analysis, and your reasoning into a report, which you think will help you move ahead into 2016 (finally!!, you get to move ahead into 2016 - weren't you at this point in time once before??) Write a report that shows your decisions and the results. Discuss why you did better or worse than Joe Schmoe.
Run the simulation and keep track of the decisions and keep track of the results - both financial and marketing. You can copy and paste the results into Excel or into a Word document. You can also record the information that you get from the Advisor who discusses the market and compares Tablet Development products to the competition. Make note of the Final Total Score.
You should include your Final Total Score, some tables and/or graphs showing some of the results. Be sure to explain the differences clearly and using good logi.
Introduction & Corporate Strategy
Tablet Development Corporation (TDC) offers three different products?the budget
conscious X5, the performance focused X6, and the balanced X7. As an emerging market, tablet
computers move rapidly through a typical product life-cycle. In order to be successful, TDC
must aggressively segment the target market, while retaining enough product flexibility to
respond to rapid changes in the aggregate table market. This allows TDC to "target different
categories of consumers who perceive the full value of certain products and services differently
from one another," (Investopedia, 2011). Additionally, avoiding overly specializing the product
line offers access to multiple segments of the aggregate market. By doing so, 2012-2015 profits
can be increased by approximately $130.67 million, or 10.7%.
Prior to the time warp, the original timeline results are summarized in Table 1 through
Table 6. With a disciplined market strategy, these results can be improved upon?and more
importantly, TDC can position itself as an industry leader in a mature tablet market for years to
come. Each product offering X5, X6, and X7 are in different stages of typical product lifecycle,
and require separate pricing and development tactics in order to ensure congruence with the
overall TDC strategy.
X5?MATURE, BUDGET ORIENTED OFFERING
The X5 begins 2012 enjoying significant growth from the year prior. It is an established
product in an emerging market and as such, is attractive to liberal consumers. Liberal decision
makers are "regularly looking for new solutions, willing to make changes... if the benefit can be
shown," (Center for Business Planning, 1994). The X5 targets these early adopters' budget as the
vehicle for illustrating the benefits of a tablet computer. Such a focus does not require much
research and development into performance?as the target market segment is more concerned
2012-2015 TIME WARP 2
with price point than performance. For this reason, X5 technology will not receive further R&D
investment, rather the X5 will be marketed as a complete offering, with little room for growth in
the next few years. TDC will exploit its budget market segment through steady X5 sales 2012
through 2014, then discontinue the X5 in favor of more promising offerings.
2012 2013 2014 2015
Price $265 $265 $265 $265
Performance 1.05 1.05 1.04 1.04
Table 1: Baseline X5 Product ...
APA format with references.