CAPSIM MANUAL|UPDATED&VERIFIED|100% SOLVED|GUARANTEED SUCCESS

Intro -In charge of a multimillion dollars company that manufactures sensors -business-to-business -gov't split a monopoly into identical competitors where financials are decent, but products are old, marketing efforts falling short, production lines need revamping, etc. industry newsletter -extensive year-end report of the sensor industry -includes customer buying patterns, product positioning, public financial records -helps evaluate your company's performance or analyze competitors customer survey scores -found in Courier's Segment Analysis page -higher the score, better the sales -reflects how well a product meets its segment's buying cirtiera proformas -projections for the upcoming years -help you envision the impact of your pending decisions and sales forecasts annual reports -results from previous year -help you analyze last years results capstone spreadsheet -nerve center of your company where you formulate and finalize management decision for every department industry conditions report -help you understand your customers -customers fall into different groups, called market segments -traditional, low end, high end, performance, size 4 buying criteria -price -age -MTBF- mean time before failure -positioning- size and performance perceptual map -tool to track the position of their products and those of their competitors -performance is on the horizontal axis and size is on vertical -low end is satisfied with inexpensive products that are large in size and slow performaning -high end wants faster performing and smaller size -overtime customers expect products that are smaller and faster positioning score -must understand both what customers want and their boundaries in terms of product's size and performance rough cut circle -dashed outer circle defines the outer limit of the segment, customers will not purchase a product outside this boundary -radius is 4.0 -products are poorly positioning and have reduced customer survey scores fine cut ciricle -solid inner circle where customers prefer products within this circle, radius is 2.5 -for expensive technology, the ideal spot is to the upper left of the segment where material costs are lower -cutting edge technology- lower right of segment where material costs are higher ideal spot point is the heart of the segment, all other being equal, demand is highest price score as price goes down, price score goes up MTBF score -customer survey score improves as MTBF increases, however material costs increase .30 for every additional 1,000 hours of reliability -customers ignore reliability above expected range age score -does not have a rough cut, product cannot be too young or too old to be considered for purchase -cutting edge- 1.5 years or less -proven technology- 2 years or more customer survey score equation ex. Calculate the Dec. market share percentage for team Andrew's. Your customer survey score for Andrew was 30, baldwin 32, chester 17, erie 25. your score/ (sum of your score + competitors scores) =30/ (30+32+17+25) = 30/ 104= 28.8% accounts receivables "credit policy" -90 days: no reduction to base score -60 days score is reduced .7% -30 days score is reduced 7% -0 days reduces score by 40% awareness -level of products awareness, percentage of people who know about your product -built over time by the product's promotion budget (fund advertising and PR campaigns) accessibility -number of customers who can easily interact with your company -built over time by the products sales budget (fund salespeople and distribution systems to service customers within the products market segment) stock outs and seller's market -when a product generates high demand but runs out of inventory (stock out) -company loses sales as customers turn to competitors -if demand exceeds the supply of products available for sale, a seller's market emerges R&D -oversees invention and redesign, develops inventions needed to keep the company ahead of the competition -responsible for the "product" portion of the 4 p's of marketing -invents new products and changes specifications for existing products -changing size and/or performance repositions a product on the perceptual map in marketing R&D addresses 1. positioning of each product inside a market segment on perceptual map 2. number of products in each segment 3. age of your products 4. reliability (MTBF rating) of each product in production R&D affects 1. cost of material 2. purchase of new facilities to build new products 3. automation levels reliability (MTBF) costs -each 1,000 hours of reliability adds $.30 to material costs ex. 20,000 reliability =(20,000 * .30) /1000 = 6.00 -20,000 of reliability = $6.00 reliability costs project managment -longer the move on the map the longer it takes R&D to complete a project age -when a product is moved on the perceptual map, customer perceive the repositioned project as newer and improved, but not brand new -product is 4 years old, on day of reposition, its age becomes 2 years -when a customer prefers age of 2 years, and product approaches 3 years they lose interest. by repositioning the product, age will drop from 3 years to 1.5 years, and customer becomes interested again marketing -concerned with last 3 p's- price, place, promotion -sales forecastin