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Effective vs ineffective management
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The strategy that I used during the Mike’s Bikes simulation consisted of having medium-priced products with medium quantities. I believed this was the best strategy because it would keep the bikes reasonably priced and allow for a higher amount of demand while also having enough bikes available to make a decent profit. I was able to sell nearly 20,000 bikes per year for prices over $700, which provided a steady flow of profit.
During the first year, I produced 22,000 RC_RockHoppers. Each bike was priced at $700. I increased my advertising expenditures to $1,350,000; $450k was allocated towards television advertisements, $337.5k was allocated towards internet advertisements, and $562.5k was allocated towards magazine advertisements. The second
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I invested $2million towards decreasing the production costs of the RC_RockHopper and improving its specifications. In addition, I decreased the production of the RC_RockHopper from 22,000 to 20,000 to avoid an unnecessary surplus of the bike and extra production costs. This was also the year that I started manufacturing the Vroom youth bike. The intent of including the Vroom in my company’s production was to expand the target audience towards children in addition to adults. I predicted that the Vroom would sell around 20,000 units. Because of this, I needed to increase my SCU from 11,806 to 16,871. I also bought back 94,777 of my company’s shares, which increased the shareholder value of my company. In addition, I increased the dividend to $2.50. In the fifth year, I introduced the Gorgon road bike to the market. I produced 5,000 of these bikes and priced them at $2,000 each. As a result of introducing a new product to my company, I had to increase my SCU from 16,871 to 22,721 in order to have enough resources to produce the 5,000 extra bikes. In this year, I also bought back another 86,155 of my …show more content…
Compared to my competition, my company had undergone far more exponential growth in the five years that it operated. By the final year, my SHV had cumulatively increased 353% compared to my competition’s 182%. My company also relied on no debt; instead, it solely relied on the profits that it was taking in. I believe that it was sapient to eliminate the $1million debt immediately because my company was in a good situation to pay off the debt and I knew that it would save my company money in the long run. The interest rate for $1million is 8%. This means that my company, if that debt had not been immediately paid off, would have been liable for an extra $80k a year. This would have costed my company nearly quarter a million dollars extra over just three years. Therefore, it made more sense to pay it off as soon as possible than allow it to accumulate an extra million dollars in interest. In addition, my retail sales, revenue, and income were increasing exponentially. My efficiency was increasing before finally stabilizing towards the end. These are all indicators that my company was faring well. The most important thing that I learned from the Mike’s Bikes simulation is not to produce more of a product than the amount that will be demanded. Not only is it a waste of resources and production costs, but it creates a surplus. This is especially
Therefore, the additional compensation cost $3 per share should be recognized in the 2017 by
I decided to take on investment in the company, which at the time was stalling, in hopes of getting a return on investment. I sold my shares 02/07/2011 at a loss because the company did not seem to have things in order. I originally acquired 9 shares on 08/14/09 and 91 shares on 10/07/09. The average price per share (total cost divided by total shares) when I purchased the stocks was $0.45 and on the date of sell my shares they were worth $0.02 per share. The company was excellent at providing information to its investors as decisions were made during the years of operations; however there is limited information on the company since the bankruptcy .
Thus the investment amount for one lift is $3.3 million. Next I will need to find out the yearly net income from the investment. This will be gross ticket sales minus the total expenses. Deer Valley expects 300 skiers per day for 40 days at $55.00 per ticket, giving us $660,000 in ticket sales. In order to figure the total expenses I need to separate the fixed and variable expenses.
Opossumtown, Inc. has been selling different types of equipment to contractors in the construction industry since 2007. It is a publicly traded company and therefore answers to its shareholders. As with all publicly held corporations, the company needs to show consistent growth in revenue from year to year. Therefore, in 2014 in an effort to increase revenue, Opossumtown, Inc. implemented a plan to increase marketing and selling expenses while decreasing selling prices. By implementing these changes, the company is looking to achieve its goal of increasing operating income by 6% and net income by 4%.
Another observation is that GM looks to use more debt financing that equity financing for funding their activities. The debt to equity ratio has steadily decreased over the past five years and is higher that the industry average. Also, the current and quick ratios are much lower than the industry averages. This again can pose so...
In 2007, Harley Davidson was the world’s most profitable motorcycle company. They had just released great earnings and committed to achieve earnings per share growth of 11-17% for each of the next three years. Their CEO of 37 years, James Ziemer, knew this would be an extremely difficult task seeing Harley’s domestic market share recently top off at just under 50%. The domestic market was where Harley’s achieved the most growth over the past 20 years and with it leveling off, where was Harley going to get the 11-17% was the million dollar question.
DuPont is a very big company with a low debt policy designed to maximize financial flexibility and insulate operations from financial constraints. It is one of the few AAA rated manufacturing companies due its investments are primarily financed from internal sources. However, because prices fell in the 1960’s thus DuPont’s net income fell also. The adverse economic conditions in 1970’s escalated inflation: increase in oil prices increased required inventory investments of the company. 1975 recession negatively affected DuPont’s net income by 33% and returns on capital and earnings per share fell. The company cut dividends in 1974 and working capital investment removed. Proportion of debt increased from 7% in 1972 to 27% in 1975 and interest coverage falls from 38 to 4.6. The company perceived increase in debt temporary but moved quickly to reduce its debt ratio by decreasing capital expenditures. Debt proportion dropped to 20%, interest coverage increased to 11.5 by 1979.
In assessing Du Pont’s capital structure after the Conoco merger that significantly increased the company’s debt to equity ratio, an analyst must look at all benefits and drawbacks of a high debt ratio. The main reason why Du Pont ended up with a high debt to equity ratio after acquiring Conoco was due to the timing and price at which they bought Conoco. Du Pont ended up buying the firm at its peak, just before coal and oil prices started to fall and at a time when economic recession hurt the chemical industry of Du Pont. The additional response from analysts and Du Pont stockholders also forced Du Pont to think twice about their new expansion. The thought of bringing the debt ratio back to 25% was brought on by the fact that the company saw that high levels of capital spending were vital to the success of the firm and that high debt levels may put them at higher risk for defaulting.
When comparing the debt-to-assets ratio of McDonalds and Wendys, you have to divide the firms total liabilities by their total assets. Essentially, the debt-to-assets ratio is the primary indicator of the firms debt management. As the ratio increases or decreases, it indicates the firms changing reliance on borrowed resources. The lower the ratio the more efficient the firm will be able to liquidate its assets if operations were discontinued, and debts needed to be collected. In 2005 Wendy's had $2,076,043 worth in total assets and $846,264 in total liabilities. When divided, Wendys has the lower ratio of the two competitors at 40%. This means that they would take losses of 40% if operations were shut down, and the cash received from valuable assets would still be sufficient to pay off the entire debt. It also means that 40% of Wendys assets are made through debt. McDonalds in 2005 had $12,545.3 (in millions) of total liabilities and $22,534.5 (in millions) of total assets. After doing the math, McDonalds ends up with a ratio of 56% which is higher than Wendys by sixteen percent. This means that there is more default on McDonalds liabilities, which can be a costly event from lenders perspective. McDonalds makes 56% of all its assets through debt. In reality, its not good to have a debt-to-assets ratio over 50%. Its also not good to have a debt-to-assets ratio that is too low because...
Du Pont is organized into ten industrial departments. The department responsible for TiO2, the pigments department, is the second smallest of the ten departments. The revenue for this department in 1971 is $180 million which represent only 4.68% of Du Pont’s revenue. Although there is a considerable risk associated with the growth strategy, the committee is willing to grow this department because it is one of the smallest departments for du Pont, and the company performing so well financially as a whole. This leads us to the conclusion that the growth strategy should be pursued. Du Pont can afford to take a risk on this strategy given the small impact this department has on their associated financials, not to mention that the returns with the growth strategy are superior to the maintain strategy.
Supply and demand plays an intricate role in the amount, price, and availability of products and services. The applying supply and demand concepts simulation guides users through making decisions for Goodlife, a management company for 2 bedroom apartments in Atlantis. The simulation names the user the property manager; responsible for vacation residents, new pricing for units, and advertising. The property manager makes decisions in circumstances including the changing of supply cure, demand curve, microeconomics, macroeconomics, and the equilibrium of price and quantity. All of these decisions move the business along as conditions change around it.
The 3 percent decline in sales causing a 21 percent decline in profits can be attributed to the identification of the accounting concept of operating leverage. Operating leverage is what business managers apply to boost small changes in revenue into sizable changes in profitability. Fixed cost is the force managers use to attain disproportionate changes between revenue and profitability. Therefore, when all costs are fixed every sales dollar contributes one dollar toward the potential profitability of a project. Once sales dollars cover fixed costs, each additional sales dollar represents pure profit. A small change in sales volume can significantly affect profitability (Edmonds, Tsay, & Olds, 2011). So, therefore, if sales volume increases,
Advertising Spend: The advertising and marketing spend (Case Exhibit 5 & 6) in the industry is in 2000 was around $ 2.6 billion (0.40 per case * 6.6 billion cases) mainly by Coke, Pepsi and their bottler’s. The average advertisement spending per point of market share in 2000 was 8.3 million (Exhibit 2). This makes it extremely difficult for an entrant to compete with the incumbents and gain any visibility.
During the last few years, Harry Davis Industries has been too constrained by the high cost of capital to make many capital investments. Recently, though, capital costs have been declining, and the company has decided to look seriously at a major expansion program that had been proposed by the marketing department. Assume that you are an assistant to Leigh Jones, the financial vice president. Your first task is to estimate Harry Davis’s cost of capital. Jones has provided you with the following data, which she believes may be relevant to your task.
The debt used to acquire Salomon has been an important issue for the finances of the company. Although financially storng and unlikely to default, the company needs to look into reducing its debt to increase its profitability.