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fnennn

Business Finance

MGMT415

Fahad Fj

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i did all the slides except the last one I'm looking for help with it .

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Final Presentation Capsim Generic business strategy Broad Differentiation - With each round we created new product and those new products would take the position of the previous product that we already had - Since the positioning on the perceptual map goes down as the rounds continued these new products helps us meet the customer buying criteria An example of at the beginning of the rounds our product Cid was a high segment, but once our new product Comet was launched Cid drifted into the traditional segment, and Cake that was originally in the traditional segment fell off Competitive advantage - Since we continued to make newer products we were able to best meet the needs of the customer depending on the given segments buying criteria - This is the reason as to why our prices remained higher than our competitors Balanced Scorecard Chart R.1 R.2 R.3 R.4 R.5 R.6 Financial 15.7 12.5 11.7 12.1 11.8 24.1 Customer 17.3 17.3 20 19.5 20.4 21.1 Internal Business Process 18.4 20.3 21.8 24.3 15.3 20 Learning & Growth 3.5 7 9.9 21.8 21.3 20.4 54.9/8 2 57.1/89 63.4/89 77.7/100 68.8/100 85.6/100 Overall ● ● ● ● ● Yet to have emergency loan Profit in round 5 16% - 23%market share Invested R&D /TQM maxed out(L&G 3-4) Increased training hours Worst of times 1. A lack of capacity to properly fill the demand we calculated that our customers would want. This became apparent during round 5. We did not have enough money to increase our demand so we spent what we could on TQM and saved the rest in order to avoid any loans 1. Our lack of resources was due to our initial strategy. We had produced three new products (Comet, Cupid, and Cookie) within two years and spent all of our money on the lowest amount of capacity we could. We realized that this was unsustainable long term ● To combat this we changed our strategy to focus solely on R&D improvements so we could save in capacity and automation The best of times 1. When we figured out how to properly forecast our sales during round. We were doing the strategy well in the first three rounds but it clicked that we needed to accurately increase or decrease our competitions. ● Units remaining for round 4 are as follows: Cedar:0 Cid: 266 Comet:122 Cupid:154 and Cookie:114 1. Focusing our available production funds on increasing capacity and automation primarily for Cedar (low end) in the first two rounds, cutting the labor cost by almost 50% down to $4.33 in round 2 from $8.23 in round 1. This made Cedar our cash cow and primary source of income Big Picture Major takeaways Best opportunities Final Presentation – MGMT 497 Length: Slides: Dress: 10-12 minutes 8 slides, including title slide, large fonts please! Professional Required Content Slide # 1 2-3 Content Title Slide – Please include group name as well as the names of all members. Generic Business Strategy. You know the drill by now. Competitive advantage and all relevant components of scope. It is okay if your strategy changed along the way. 4 Balanced Scorecard Chart. Please include four lines, one for each section of the balanced scorecard for the first six years of play (Financial, Customer, Internal Business Process, Learning & Growth). Be prepared to explain any significant moves up or down. 5 The Worst of Times. Identify two (2) major problems in Capsim that you fixed along the way. How and when did you discover the problem? How did you fix it? What was the result? Please provide numbers in your answer to demonstrate. 6 The Best of Times. Identify two (2) good decisions that you made in Capsim. How did these decisions impact your company? Please provide numbers in your answer to demonstrate. 7-8 Big Picture. Please offer 1-2 slides of major takeaways from the MGMT 497 experience. This is open-ended but the goal should be to provide evidence of learning either during or after the fact. Two major things to cover: 1. Major takeaways up until this point (in game, class, or in life) 2. Best opportunities for future success (in game, class, or in life) Criterion Score Presentation Content. Are required items present? /25 Evidence of Learning. Does team show they know why their firm performed the way it did? Do they know mistakes they made and how they would fix them if they could play over? Do they know major moves that helped them? /25 Quality of Slides. Are slides easy to read? Are the fonts big enough? Is the formatting consistent throughout? Are infographics like charts and tables properly used, wellformatted, and value adding? /10 Speaking Voices. Are they clear? Are they audible? /10 Responsiveness to Questions. Are questions answered? Are they answered directly with specific facts or decisions? /10 Cohesiveness. Does the presentation feel like one cohesive unit or does it feel like unrelated parts? Do the presenters seem to know what they are talking about or are they seeing the slides for the first time? /10 Time Management. Does the team start on time? Do they finish in the allotted time? Do they spend roughly equal time on the various slides? /10 Total /100
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Attached.

Final Presentation Capsim

Generic business strategy
Broad Differentiation
-

With each round we created new product and those new products would take
the position of the previous product that we already had
-

Since the positioning on the perceptual map goes down as the rounds continued these new
products helps us meet the customer buying criteria
An example of at the beginning of the rounds our product Cid was a high segment, but once
our new product Comet was launched Cid drifted into the traditional segment, and Cake that
was originally in the traditional segment fell off

Competitive advantage
-

Since we continued to make newer products we were able to b...


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