MGT 5093 Trine Tesla Motors African Market Invasion Strategic Plan Essay

User Generated

fvryl187

Writing

MGT 5093

Trine University

MGT

Description

Unformatted Attachment Preview

MGT 5093 Capstone Project Business Management & Strategy Capstone Project Course Overview The catalog description of this course reads as follow: This course is designed for learners to improve business decision-making skills and to provide strategies for development of an effective and sustainable business management plan for an organization. Topics covered include the concepts of strategic management and decision making in a business organization. This course reviews the impact of globalization, innovation, market analysis, commercial implications, competitive analysi, and financial/budget analysis of an effective strategic management plan for an organization. Important concepts are analyzed to effectively manage an organization. NOTE: This is a strategic plan – not a marketing plan or a project plan. Note: No recycling of projects is allowed. The project is completely individualized; students are encouraged to select work-related projects that are of particular interest to them and that will result in professional growth and benefit the organization. The goal is to produce a viable Strategic Plan & Business Policy—one that has a real chance of being accepted—and to prepare documents and a public presentation that will convince the agency administrators to adopt your idea and plan. I. Written Project or Policy Report • Your professor will assume the role of Capstone Supervisor of the project or policy you have designed for the organization of your choice and will work with you to ask for additional narrative, documentation, research-derived information, etc. You will assume the role of Strategic Planning Director. • You may desire to establish a phone consultation with your professor to track your ongoing work on the project. Your professor will provide you with his or her schedule to ensure that these consultations comply with both of your schedules. • Your professor may ask drafts of your written work throughout the eight week term; the professor will set a clearly established deadline for drafts. • Any e-mail message between you and your professor that requires a response from either party will be followed-up within 48 hours. 1 MGT 5093 Capstone Project • At the end of the term (on a date provided by your professor), you will deliver a 5000 + word (1215 pages) written project report that is consistent with criteria established. Report Requirements: • • • • • • 1” Margins Double spaced 12 point font Numbered pages Cover and reference page Must utilize academic sources to support research Format of paper-- Headings I. II. III. IV. V. VI. Abstract Introduction Background of Project Strategic Plan & Business Policy Curriculum Components Review and Summary Appendix A Budget *You may add other appendices for charts, surveys, and other information you would like to include with your project. Note: Your paper must conform to the guidelines set forth by the American Psychological Association, and should NOT be written in first person. II. Final Presentation: You will make a formal presentation to your professor and possibly other panelists in-person or virtually (depending on whether you are in a seated or online class) which will be graded and included in the evaluation of the final course grade. The committee of professors will assume the role of Agency or Constituency Board of Directors who have final say on the implementation of your project or policy. The presentation will consist of: • A professional power point presentation of the project (approximately 15 minutes long) designed to present your plan to the committee of: a) the value of the plan and policy; b) the thoroughness of your preparation; and c) your potential for success. 2 MGT 5093 Capstone Project Detailed Outline Your capstone project should be based on the following outline: I. a. b. Abstract Should provide an overview of the project summarizing the key points. Briefly introduces the problem and the program/policy. II. a. Introduction Formally begins presentation of the problem, introduces the need for the strategic plan and business policy, and leads into the background section. III. 1. Background (Analysis of the Problem) Document need for strategic change 1. How do you define it? 2. Set boundaries 2. Describe history of problem 1. How long has it existed? 2. Has it changed over time? 3. Examine potential causes of problem 1. What factors cause or contribute to your identified problem or need? Individual? Group? Organizational? Community? Social Structure? 4. Identify relevant stakeholders 1. Stakeholder is any person, group, or agency who has a legitimate interest in the organizational problems and/or proposed intervention. 2. Asks whose views should be considered in planning process. 5. Identify barriers to change. 1. Make sure to include an objective, driving forces, and restraining forces. IV. a. Strategic Plan Strategic Plan Design – 1. Define target population: Who will be affected by the strategic plan? What is the organizational population and culture? 2. Define Decision authority: Who has the authority to carry out the plan? 3. Provide the provisions of the strategic plan i. Vision ii. Mission iii. Strategic Objectives iv. Business Policy Strategy 4. Corporate Strategy i. Overall direction of company and management of it’s business 5. Business Strategy i. Competitive Strategies ii. Cooperative Strategies 3 MGT 5093 Capstone Project 6. Functional Strategy i. Maximize Resource Productivity 7. Policy – what links the strategy to the implementation? 8. Strategy Implementation 9. Evaluation & Control i. Performance ii. Feedback b. Develop an Action Plan (i.e writing the instructions!) 1. Specify dates by which implementation tasks will be accomplished and assign responsibilities throughout the organization for carrying out tasks. 2. Develop mechanisms of self-regulation i. Create mechanisms to monitor strategic performance 3. Specify plan to build and maintain support: i. Anticipate sources of resistance and develop responses. V. a. b. Curriculum Components (only if applicable) Add this section to your program. 1. Should include important topics your coursework throughout your degree program. 2. Confirming comprehension of key business components related to your graduate degree program VI. a. Review and Summary Provide a brief Review and Summary that “connects the dots” of how the strategic plan will benefit the organization and business community. APPENDIX A: Budget a. Create Line Item Budget. 1. Develop a complete budget for your strategic project. Utilize an Excel spreadsheet to present the numbers, and attach an accompanying page that provides the basis for the numbers entered. 2. You must demonstrate an excellent grasp of the line item budgeting process as indicated by detailed budget categories with precise supportive rationale. Fully-detailed support for the numbers must also be supplied. Note: You may have additional appendices for various attachments you want to include with your project. 4 MGT 5093 Capstone Project DESCRIPTION Briefly summarizes the project TOTAL POINTS 10 I. Abstract II. Introduction Meets the criteria established under 5093 Outline. 30 III. Background and Analysis Strategic Plan Meets the criteria established under 5093 Outline. Meets the criteria established under 5093 Outline. 40 Curriculum Components VI. Review & Summary VII. Appendix A: Budget Capstone Total PRESENTATION Meets the criteria established under 5093 Outline. Meets the criteria established under 5093 Outline. Meets the criteria established under 5093 Outline. Possible 200 Pts Student will be evaluated by a panel of professionals on the presentation and program viability pursuant to the presentation rubric. 20 Total Presentation Possible 50 IV. V. 60 20 20 50 5 MGT 5093 Capstone Project Capstone Presentation Rubric Session: Student: Project Title: Presentation Evaluation (scale: 0=unacceptable 2=superior) Organization & Clarity 0 1 2 Use of Prior MBA or MSEM course material 0 1 2 Professionalism 0 1 2 0 1 2 0 1 2 (demonstrated expertise) PowerPoint slides (clarity, parsimony, (attractiveness, coherence) Q & A facility (adept, well-conceived responses to questions) Project Evaluation (scale: 0=unworkable 2=fundable and sustainable) Feasibility/Attractiveness 0 1 2 Logical Implementation 0 1 2 Ease of Operationalization 0 1 2 Viability/Sustainability 0 1 2 Total Score Recommended: _______/50 6 Grading Rubric for all Written Assignments Percentage indicates percentage of point value for the assignment (example 100 point assignment, 10% would be worth 10 of the 100 points). Criteria Content 40% Exemplary 100% Content demonstrates a complete mastery of ideas. There is an in-depth analysis and originality of thought. The submission addresses the key elements/points in the assignment with solutions. Organization and Format 25% The written assignment is effectively organized. There is a logic and flow to the written assignment. Format choices enhance the document. The written assignment follows APA formatting without errors. Style 25% Grammar and Spelling 10% The written assignment’s style is clear and concise. The written assignment employs a professional tone. The written assignment is free of grammatical and spelling errors. Accomplished 75% Content demonstrates a thorough mastery of ideas. There is analysis and originality of thought. The submission addresses some of the elements/points of the assignment. The writer may or may not present solutions. The written assignment is effectively organized, but format choices need improvement. There are some concerns with the logic and flow of the written assignment. The written assignment follows APA formatting with few errors. The written assignment’s style is clear, but wordy. The written assignment’s tone needs improvement. The written assignment contains few grammatical and/or spelling errors. Developing 50% Content demonstrates a limited mastery of ideas. There is limited analysis and originality of thought. There is a narrow focus on the elements/points of the assignment with weak solutions. The written assignment is not effectively organized. Format choices need improvement. The logic and flow of the written assignment are unclear. The written assignment follows APA formatting with multiple errors. The written assignment’s style is wordy, and the written assignment has many instances of awkward sentences. The written assignment’s tone may be unprofessional. The written assignment contains multiple grammatical and/or spelling errors. Beginning 25% Content demonstrates no mastery of ideas. There is no analysis. Originality of thought is missing. There is limited to no focus on the elements/points of the assignment. The writer proposes no solutions. The written assignment’s organization is difficult to follow. The written assignment does not follow APA formatting. The writer’s style and word choice make the document difficult to read. The writer’s tone may be unprofessional. The written assignment has numerous grammar and/or spelling errors. The document is difficult to read. Program Financial Model Program financial model for use in new product development, capital investment projects, and evaluation of other business opportunities. The model will provide a income statement, cash flow, with net present value, internal rate of return, and years to payback metrics. Yellow highlighted areas require user input. DEFINITIONS: Term Calendar Year Sales Units Years Dollars Manufacturing Cost Distribution Expense Administrative Expense Selling Expense R&D Expense Capital / Admin Charge Income Tax Working Capital Fixed Capital Dollars Dollars Dollars Dollars Dollars Dollars Dollars Dollars Dollars Definition Enter calendar years for reference only. Sales input separately for new program sales and for sales lost through attrition (replacement). Product cost in dollars including material, direct labor, factory overhead, and tack on provisions (warranty, scrap, inventory obsolscence). Incremental distribution cost for shipping the product from the plant or warehouse. See related tab for input. Incremental administrative cost incurred to support the program Incremental selling/marketing cost incurred to support the program. See related tab for input Incremental R&D cost incurred to support the program. See related tab for input Corporate charge expense assessed as a percentage of the programs net balance sheet Incurred as a percentage of net operating income or loss - specific to country or legal entity Source/Use of cash. Example of uses: Increases in receivables or inventory. See related tab for input. Purchase of land, building, equipment, tooling with a useful life greater than one year. See related tab for input. EXPLANATIONS: Summary tab provides a income (loss) statement after tax, including capital projection, with net present value (NPV), internal rate of return (IRR) and years to payback metrics for the program being considered. Cash flow tab provides the after tax cash flow statement and discounted cash flows with calculations for net present value (NPV) , internal rate of return (IRR) and years to payback metrics. Sales and manufacturing cost tab - used to input the programs new incremental sales and also any attrition of existing sales with the related manufacturing costs. In addition, distribution costs related to shipping the product from the plant or warehouse are inputted on this tab. R&D and sales/marketing cost tab - used to input the programs incremental R$D and sales/marketing expenses. These costs would include the internal and external costs to support the program. In addition, internal engineering labor support is projected to determine the total cost of the program. Capital cost tab - used to input the individual fixed capital (land, building, equipment, tooling) to support the program. Working capital is also calculated as a source / use of cash. Any other sources or uses of cash are also inputted on this tab. For example, one time costs for facility rearrangement. Other Costs and Investments Details tab - Provide and explain Information used it the model - list is given in the tab. CS-01007-T 12/1/2021 Company Confidential Printed Copy is Uncontrolled 20211201194104financial_model_blank Instructions Instructions: Fill in Color shaded sections. Data referenced by other sheets. PROGRAM FINANCIAL MODEL Financial Summary Program Name: XYZ Date: 03/09/30 Created By: Program Manager Program Description: Project Year Calendar Year 1 2020 Income (Loss) Projection Sales (net of any attrition) Manufacturing Cost Manufacturing Profit % of Sales $0 $0 $0 #DIV/0! Distribution Expense Administrative Expense Selling Expense R&D Expense Operating Income (Loss) % of Sales Income Tax Net Income (Loss) $0 $2,610,000 $2,610,000 Years to Payback Net Present Value Internal Rate of Return 0.0 ($713,065) -2% Tax Rate % Discount Rate % Capital/Admin Charge % 38.5% 10.0% 6.6% CS-01007-T 12/1/2021 3 2022 $0 $0 $0 #DIV/0! $0 $0 $0 $0 Capital/Admin Charge Capital Projection: Working Capital Fixed Capital Cost Total 2 2021 4 2023 $0 $0 $0 $0 $0 $0 #DIV/0! $0 $0 $0 $0 5 2024 #DIV/0! $0 $0 $0 $0 6 2025 $0 $0 $0 #DIV/0! $0 $0 $0 $0 7 2026 $0 $0 $0 #DIV/0! $0 $0 $0 $0 8 2027 $0 $0 $0 #DIV/0! $0 $0 $0 $0 9 2028 $0 $0 $0 #DIV/0! $0 $0 $0 $0 10 2029 $0 $0 $0 #DIV/0! $0 $0 $0 $0 $0 $0 $0 #DIV/0! $0 $0 $0 $0 $0 $0 $0 $0 ($30,195) ($26,730) ($82,665) ($72,600) ($94,875) ($83,325) ($98,175) ($80,025) ($62,700) ($46,200) ($30,195) #DIV/0! $5,813 ($24,382) ($26,730) #DIV/0! $5,146 ($21,584) ($82,665) #DIV/0! $15,913 ($66,752) ($72,600) #DIV/0! $13,976 ($58,625) ($94,875) #DIV/0! $18,263 ($76,612) ($83,325) #DIV/0! $16,040 ($67,285) ($98,175) #DIV/0! $18,899 ($79,276) ($80,025) #DIV/0! $15,405 ($64,620) ($62,700) #DIV/0! $12,070 ($50,630) ($46,200) #DIV/0! $8,894 ($37,307) $0 $510,000 $510,000 $0 $0 $0 $0 $1,000,000 $1,000,000 $0 $0 $0 Company Confidential Printed Copy is Uncontrolled $0 $550,000 $550,000 $0 $50,000 $50,000 $0 $500,000 $500,000 $0 $0 $0 $0 $0 $0 20211201194104financial_model_blank Summary $0 $0 $0 Cash Flow Projection No data input required. Program Name: After Tax Net Income Operating Income before Tax Income Tax Rate Income Tax XYZ 38.5% Net Income after Tax Cumulative Net Income after Tax After Tax Cash Flow Net Income after Taxes Add: Depreciation Expense Add: Capital / Admin Charge - After Tax Impact Add: Residual Value - Capital Net Book Value Add: Less: Capital Change (Fixed & Working) Less: Payback in Years Net Present Value (NPV) Internal Rate of Return (IRR) CS-01007-T 12/1/2021 03/09/30 Created By: Program Manager 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 ($30,195) 38.5% $11,625 ($26,730) 38.5% $10,291 ($82,665) 38.5% $31,826 ($72,600) 38.5% $27,951 ($94,875) 38.5% $36,527 ($83,325) 38.5% $32,080 ($98,175) 38.5% $37,797 ($80,025) 38.5% $30,810 ($62,700) 38.5% $24,140 ($46,200) 38.5% $17,787 ($18,570) ($16,439) ($35,009) ($50,839) ($85,848) ($44,649) ($130,497) ($58,348) ($188,845) ($51,245) ($240,090) ($60,378) ($300,467) ($49,215) ($349,683) ($38,561) ($388,243) ($28,413) ($416,656) ($18,570) $52,500 $9,285 ($16,439) $52,500 $8,219 ($50,839) $152,500 $25,419 ($44,649) $152,500 $22,325 ($58,348) $212,500 $29,174 ($51,245) $225,000 $25,622 ($60,378) $275,000 $30,189 ($49,215) $275,000 $24,608 ($38,561) $262,500 $19,280 ($28,413) $250,000 $14,207 $700,000 ($550,000) ($50,000) ($500,000) ($510,000) After Tax Cash Flow Cumulative Compounded Discount Factor Discounted Cash Flow Cumulative Discounted Cash Flows Date: ($466,785) 10.0% ($466,785) $0 ($1,000,000) $0 $0 $0 $0 $44,281 ($422,504) ($872,919) ($1,295,424) $130,176 ($1,165,248) ($366,674) ($1,531,922) $149,378 ($1,382,545) ($255,189) ($1,637,734) $250,392 ($1,387,341) $243,220 ($1,144,122) $935,794 ($208,328) 110% $40,255 ($426,530) 121% ($721,421) ($1,147,951) 133% $97,803 ($1,050,148) 146% ($250,443) ($1,300,592) 161% $92,752 ($1,207,840) 177% ($144,047) ($1,351,887) 195% $128,491 ($1,223,396) 214% $113,464 ($1,109,933) 236% $396,868 ($713,065) - - - - - - - - ($713,065) -2% Company Confidential Printed Copy is Uncontrolled 20211201194104financial_model_blank Cash Flow - Instructions: Fill in Color shaded sections. Data referenced by other sheets. Sales & Manufacturing Cost Projection Enter data as negative number for expense Program Name: XYZ Date: xx/xx/xx Created By: Preparer Assumptions / Comments: Sales / Manufacturing Cost Net Impact - New Product less Attrition Units Sales Mfg Cost Other Mfg Cost Mfg Margin % of Sales Distrib. Costs Sales / Manufacturing Cost NEW PRODUCT: Description Description Description Description Description Total New Product CS-01007-T 2021 0 $0 $0 $0 $0 #DIV/0! $0 2020 2022 0 $0 $0 $0 $0 #DIV/0! 0 $0 $0 $0 $0 $0 #DIV/0! Unit Volume Unit Sales Price Sales Unit Mfg Cost Mfg Cost Mfg Margin % of Sales 0 $0 $0 $0 $0 $0 #DIV/0! Unit Volume Unit Sales Price Sales Unit Mfg Cost Mfg Cost Mfg Margin % of Sales 0 $0 $0 $0 $0 $0 #DIV/0! Unit Volume Unit Sales Price Sales Unit Mfg Cost Mfg Cost Mfg Margin % of Sales 0 $0 $0 $0 $0 $0 #DIV/0! Unit Volume Unit Sales Price Sales Unit Mfg Cost Mfg Cost Mfg Margin % of Sales 0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 $0 $0 $0 $0 $0 #DIV/0! 0 $0 $0 $0 $0 $0 #DIV/0! 0 $0 #DIV/0! 0 $0 $0 $0 $0 $0 0 0 0 #DIV/0! #DIV/0! 0 $0 #DIV/0! #DIV/0! 0 $0 #DIV/0! Company Confidential Printed Copy is Uncontrolled #DIV/0! 0 $0 $0 $0 $0 $0 #DIV/0! 0 #DIV/0! 0 0 #DIV/0! 0 #DIV/0! 0 $0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 0 $0 #DIV/0! #DIV/0! #DIV/0! 0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 #DIV/0! 0 #DIV/0! #DIV/0! #DIV/0! 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! 0 0 $0 #DIV/0! 0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! #DIV/0! 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 $0 2029 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 0 $0 #DIV/0! 0 $0 $0 $0 $0 $0 0 #DIV/0! 0 $0 $0 $0 $0 $0 #DIV/0! 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 0 $0 #DIV/0! 0 $0 $0 $0 $0 $0 0 #DIV/0! 0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! #DIV/0! 0 #DIV/0! 0 $0 $0 $0 $0 $0 #DIV/0! 0 $0 $0 $0 $0 $0 #DIV/0! 0 $0 $0 $0 $0 $0 2028 #DIV/0! #DIV/0! 0 $0 $0 $0 $0 $0 #DIV/0! 2027 0 $0 $0 $0 $0 $0 2029 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 2028 0 $0 $0 $0 $0 $0 2026 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 2025 #DIV/0! 2027 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 #DIV/0! 2024 #DIV/0! 2026 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 #DIV/0! 2023 #DIV/0! 2025 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 #DIV/0! 2022 #DIV/0! 2024 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 #DIV/0! 2023 0 $0 $0 $0 $0 $0 2021 Unit Volume Unit Sales Price Sales Unit Mfg Cost Mfg Cost Mfg Margin % of Sales Unit Volume Unit Sales Price Sales Unit Mfg Cost Mfg Cost Mfg Margin % of Sales 12/1/2021 2020 0 #DIV/0! 0 $0 #DIV/0! 0 $0 #DIV/0! 20211201194104financial_model_blank Sales & Mfg Cost Instructions: Fill in Color shaded sections. Data referenced by other sheets. Sales & Manufacturing Cost Projection Enter data as negative number for expense Program Name: XYZ Date: xx/xx/xx Created By: Preparer Assumptions / Comments: Sales / Manufacturing Cost ATTRITION Description 2020 2021 Unit Volume Unit Sales Price Sales Unit Mfg Cost Mfg Cost Mfg Margin % of Sales 0 $0 $0 $0 $0 $0 #DIV/0! Description Unit Volume Unit Sales Price Sales Unit Mfg Cost Mfg Cost Mfg Margin % of Sales 0 $0 $0 $0 $0 $0 #DIV/0! Description Unit Volume Unit Sales Price Sales Unit Mfg Cost Mfg Cost Mfg Margin % of Sales 0 $0 $0 $0 $0 $0 #DIV/0! Unit Volume Unit Sales Price Sales Unit Mfg Cost Mfg Cost Mfg Margin % of Sales 0 $0 $0 $0 $0 $0 #DIV/0! Unit Volume Unit Sales Price Sales Unit Mfg Cost Mfg Cost Mfg Margin % of Sales 0 $0 $0 $0 $0 $0 #DIV/0! Description Description Total Attrition CS-01007-T Unit Volume Unit Sales Price Sales Unit Mfg Cost Mfg Cost Mfg Margin % of Sales 12/1/2021 0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 #DIV/0! 0 $0 #DIV/0! #DIV/0! 0 $0 $0 $0 $0 $0 0 0 0 0 $0 0 0 0 $0 #DIV/0! 0 0 0 0 $0 #DIV/0! 0 $0 #DIV/0! Company Confidential Printed Copy is Uncontrolled #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 $0 #DIV/0! 0 $0 $0 $0 $0 $0 0 0 0 $0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 $0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! #DIV/0! 2029 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 $0 $0 $0 $0 $0 2028 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! 0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 2027 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! #DIV/0! 2026 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! #DIV/0! 2025 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 #DIV/0! #DIV/0! #DIV/0! 2024 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 #DIV/0! 2023 0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 0 #DIV/0! 2022 0 #DIV/0! 0 $0 #DIV/0! 0 $0 #DIV/0! 20211201194104financial_model_blank Sales & Mfg Cost Instructions: Fill in Color shaded sections. Data referenced by other sheets. R&D Engineering & Marketing Expense Enter data as negative number for expense Program Name: XYZ Date: Sales/Marketing Costs 2020 xx/xx/xx Created By: 2021 2022 Total Comments Marketing Communications $0 Other $0 Other $0 Other Other $0 $0 Total $0 Date: Total Engineering Costs 2020 $0 $0 xx/xx/xx $0 Created By: 2021 2022 Total $0 $0 $0 $0 $0 $0 $0 $0 Total Expense $0 $0 $0 $0 2020 2021 2022 Total Comments Prototypes / Samples $0 Mechanical Samples $0 Outside Labs $0 Certification Expense $0 Technical Manuals $0 Other $0 Other Preparer Comments External Expense Internal Expense External Expense Preparer $0 Total Internal Expense Resource Type $0 $0 2020 Rate ($/hr) 2020 Man Hours $0 2020 Total $ $0 2021 Rate ($/hr) 2021 Man Hours 2021 Total $ 2022 Rate ($/hr) 2022 Man Hours 2022 Total $ Total Man Hours Total Total $ Development Technician $48 $0 $48 $0 $48 $0 0 $0 Model Shop $48 $0 $48 $0 $48 $0 0 $0 Electrical Engineering $60 $0 $60 $0 $60 $0 0 $0 Software Engineering / Design $60 $0 $60 $0 $60 $0 0 $0 Project Management $60 $0 $60 $0 $60 $0 0 $0 Product Design / Drafting $48 $0 $48 $0 $48 $0 0 $0 Quality $48 $0 $48 $0 $48 $0 0 $0 Agency Testing / Certification $48 $0 $48 $0 $48 $0 0 $0 Other - SCM $48 $0 $48 $0 $48 $0 0 $0 Other - Mfg Engineer $48 $0 $48 $0 $48 $0 0 $0 Other - Product Engineer $48 $0 $48 $0 $48 $0 0 $0 $0 $0 0 0 $0 $0 Other Total CS-01007-T 0 12/1/2021 $0 $0 0 $0 $0 Company Confidential Printed is Uncontrolled 0 20211201194104financial_model_blank R&D Mrkt Costs Instructions: Fill in Color shaded sections. Data referenced by other sheets. Fixed & Working Capital Enter Equipment Capital Investments as a positive number, one per Capital Line. (Depreciation data will be a negative number) Each Equipment or Tooling as a separate line - one equipment per line Program Name: XYZ Date: 2020 Fixed Capital: Equipment Depreciation 10 years Equipment Depreciation 10 years Equipment Depreciation 10 years Equipment Depreciation 10 years Equipment Depreciation 10 years Total Equipment Total Depreciation 2021 500,000 (50,000) 2022 (50,000) 0 0 0 0 0 0 0 500,000 (50,000) 0 0 (50,000) 2023 (50,000) 500,000 (50,000) Created By: 2024 2025 2026 Preparer 2027 2028 2029 (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) 500,000 (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) 500,000 (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) 500,000 (250,000) (50,000) 0 (250,000) (50,000) 0 (250,000) (50,000) 0 (250,000) 0 0 500,000 (50,000) 1,000,000 (150,000) xx/xx/xx 0 0 (50,000) 0 (150,000) 0 (50,000) 500,000 (200,000) 0 (50,000) 0 (200,000) Tooling Capital Investments input as a positive number in green cells. If you need to input into another year, please copy green cell and 4 columns one line below to the required year of investment. (Depreciation data will be a negative number) Tooling Depreciation 4 years Tooling Depreciation 4 years Tooling Depreciation 4 years Tooling Depreciation 4 years Tooling Depreciation 4 years Total Tooling Total Depreciation Total Equipment & Tooling Accumulated Equipment/Tooling Total Depreciation Accumulated Depreciation Net Book Value 10,000 (2,500) (2,500) (2,500) (2,500) 0 0 0 0 0 0 0 0 0 0 0 0 50,000 (12,500) (12,500) 50,000 (12,500) (12,500) (12,500) (12,500) (12,500) (12,500) 0 10,000 (2,500) 0 0 (2,500) 0 0 (2,500) 0 0 (2,500) 50,000 (12,500) 50,000 (25,000) 0 (25,000) 0 (25,000) 0 (12,500) 510,000 510,000 (52,500) (52,500) 457,500 0 510,000 (52,500) (105,000) 405,000 1,000,000 1,510,000 (152,500) (257,500) 1,252,500 0 1,510,000 (152,500) (410,000) 1,100,000 550,000 2,060,000 (212,500) (622,500) 1,437,500 50,000 2,110,000 (225,000) (847,500) 1,262,500 500,000 2,610,000 (275,000) (1,122,500) 1,487,500 0 2,610,000 (275,000) (1,397,500) 1,212,500 0 2,610,000 (262,500) (1,660,000) 950,000 2020 2021 2022 2023 2024 2025 2026 2027 2028 0 0 0 2,610,000 (250,000) (1,910,000) 700,000 2029 Working Capital: Accounts Receivable DSO - Days Sales Outstanding $0 39 $0 39 $0 39 $0 39 $0 39 $0 39 $0 39 $0 39 $0 39 $0 39 Inventory DOH - Days of Inventory $0 60 $0 60 $0 60 $0 60 $0 60 $0 60 $0 60 $0 60 $0 60 $0 60 Accounts Payable DPO - Days Payable Outstanding $0 44 $0 44 $0 44 $0 44 $0 44 $0 44 $0 44 $0 44 $0 44 $0 44 Total (increase/decrease) Year Over Year Change $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Average Days 2008 - Nov Rolling DSO - Days Sales Outstanding DOH - Days of Inventory DPO - Days Payable Outstanding Hydraulics 59 78 44 Americas 39 60 44 EMEA 77 82 42 APAC 98 99 60 Enter DSO, DOH,DPO as per existing Actuals / PP / Forecast CS-01007-T 12/1/2021 Company Confidential Printed Copy is Uncontrolled 20211201194104financial_model_blank Capital Provide and Explain: 1. Provide Material Costing, Freight and Manufacturing Information; overhead info 2. Provide Volumes and support that those volumes can be achieved with planned capital investments and no additional investments needed at a 2. Provide a list and volumes on dedicated lines/equipment in the plant during the course of the project. 3. Provide Manufacturing Headcount information: direct and indirect 4. Provide incremental Headcount needed in Sales/ Admin/etc. 5. Provide start-up costs: PPAP budget, Facility Costs, Training, Hiring, Recruitment, Samples, Scrap 6. Provide updates on routings and BOMs nal investments needed at a plant during the course of the project.
Purchase answer to see full attachment
Explanation & Answer:
12 pages
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer

View attached explanation and answer. Let me know if you have any questions.

Cost budet for a car
manufacturing plant

Bu
Second
First
quarter
2022
quarter 2022 Third quarter 2022
Cost calculation

Expenditure
Revenues
Model S
$
Model X
$
Plant set up costs
Computers
Furniture
Software
Land and buildings
Office supplies
Selling and marketing
costs
Licencing costs
Insurance costs
Repairs and
meintanance
Transportation costs
Property taxes
Manufacturing
overheads
Personnel
Training and
development costs
Professional
personnel salaries
Technical personnel
wages
Operating income

69,420,000
21,000,000
$
$
$
$
$
$

800,000,000
5,000,000
1,000,000
7,000,000
10,000,000
100,000

$
$
$

$

100,000

$

100,000

500,000
150,000
100,000

$

500,000

$

500,000

$
$
$

50,000
5,000
15,000

$
$

50,000
5,000

$
$

50,000
5,000

$

300,000

$

300,000

$

300,000

$

10,000

$

10,000

$

10,000

$

2,000,000

$ 2,000,000

$

2,000,000

$
$

4,000,000 $ 4,000,000 $
(830,230,000) $ (6,965,000) $

4,000,000
(6,965,000)

Budgetted cost
First quarter
Fourth quarter 2022 2023

Second quarter
2021

Third quarter
2023

Fourth quarter
2023

$
$

69,420,000
21,000,000

$
$

69,420,000
21,000,000

$
$

69,420,000
21,000,000

$
$

69,420,000
21,000,000

$

100,000

$

100,000

$

100,000

$

100,000

$

100,000

$

500,000

$
$
$

500,000
150,000
100,000

$

500,000

$

500,000

$

500,000

$
$

50,000
5,000

$
$
$

50,000
5,000
15,000

$
$

50,000
5,000

$
$

50,000
5,000

$
$

50,000
5,000

$

300,000

$

350,000

$

350,000

$

350,000

$

350,000

$

10,000

$

10,000

$

10,000

$

10,000

$

10,000

$

2,000,000

$

2,000,000

$

2,000,000

$

2,000,000

$

2,000,000

4,000,000 $
(6,965,000) $

4,000,000
83,140,000

$
$

4,000,000
83,405,000

$
$

4,000,000
83,405,000

$
$

4,000,000
83,405,000

$
$

Total
$
$
$
$
$
$
$
$

277,680,000
84,000,000
800,000,000
5,000,000
1,000,000
7,000,000
10,000,000
800,000

$
$
$

4,000,000
300,000
200,000

$
$
$

400,000
40,000
30,000

$
$

2,600,000
-

$

80,000

$

16,000,000

$
$

32,000,000
(517,770,000)


1

Tesla Motors African Market Invasion Strategic Plan

Students' name
Institutional affiliation
Course
Tutor
Date

2

Introduction
Tesla Motors is one of the most competitive electric vehicle manufacturers based in
Texas, United States. It also offers clean energy services to its customers apart from
manufacturing vehicles. The company designs and manufactures battery energy storage from
homestead size to grid size, electric cars, solar roof tiles, and solar panels. Tesla was founded in
2003 by Elon Musk, Martin Eberhard, and Ian Wright at San Carlos, California, and its
headquarters are in Pali Alto, California. In 2020, the company had a revenue of 31.54 billion
USD and 50,757 employees. 43% of this revenue originated from sales made in the United
States, while 23% was from China.
Consequently, the remaining 35% was shared by all other countries worldwide. In
addition, most of the sales were from the automobile department. Tesla Model S was the most
sold electric vehicle in the United States in 2020. From the financial records, it is evident that
Tesla has acquired a high market share in the United States compared to other countries. The
United States has been campaigning to fight climate change which has contributed to Tesla's
success. After the Paris climate change agreement, many developed and developing countries are
doing their best to have zero emissions from automobiles. Thus, Tesla can increase its market
share and sales since its products have a high demand.
Since the company's creation, Tesla has had relatively low sales in African countries. The
African market has been dominated by Toyota, Nissan, Ford, and Mitsubishi. Toyota Hilux
happens to be the most sold vehicle in almost every country in Africa. These companies have
succeeded in maintaining the African market since they have strategies to maintain customer
loyalty and maximize the consumer's utility. The companies ensure that the vehicles' spare parts
are locally available to the consumer at the nearest market. They also ensure that the cars can be

3

serviced in the nearest town by establishing service centers at various locations across the
continent. They also ensure that they create attractive vehicles for people of different economic
classes. They also have motor showrooms where the customers can purchase the cars without
ordering overseas. Lastly, the production vehicles can be used on different kinds of roads. Such
strategies have assisted the companies in achieving a high market share by maintaining the
existing customers and satisfying them. Satisfied customers are likely to invite their friends to
the business, increasing market share and sales. Tesla is making few sales from Africa since it
doesn't have promising customer satisfaction avenues in the continent.
Background
Needs for strategic change
Tesla needs to enter the African market to compete effectively with its close competitors
Toyota, Volkswagen, BMW, and Nissan. This invasion will also increase brand awareness,
especially of the batteries and solar panel materials, thus increasing revenue. Most African are
not aware that Tesla creates other products except electric vehicles. Consequently, there are few
solar panel sales and batteries to the continent. Thus, Tesla has to ensure that Africans are aware
of the products and know what to do if they want to purchase the products. Tesla also has to gain
consumer trust by showing them what to do if they need the products to be serviced. Consumers
are likely to purchase a product that can easily be serviced compared to close substitutes. Thus,
Tesla needs to have products that the consumers can afford, are willing to buy and gain the
consumer trust to have great sales in Africa.

4

The history of the problem
The problem of low sales in Africa had existed since 2003 when the company was
formed. Tesla has been making products that are too costly for many of the African s to afford.
In addition, there has been less information about the products on the continent. Since the
consumers never knew where to purchase the product, how to maintain it, and where to get the
product serviced, they opted to buy a close substitute. Such moves have made Tesla have a low
market share and, consequently, low sales from the continent.
Since 2017, when the need for zero-emission vehicles arose due to global warming, a few
Africans have decided to purchase tesla vehicles. There is a slight increase in the product
information in the continent. From the few who have purchased the product, most of the tesla
products are made from smooth roads, which are not available in every part of the continent.
Most African roads, especially in the rural areas, are not tarmacked, thus unfit for the Tesla
vehicles. In addition, there is a challenge of servicing the product in many countries due to the
lack of service centers. Due to poor internet connectivity, the vehicle's navigation feature doesn't
function effectively. Thus, the consumer's utility is minimized, reducing the few customers that
Tesla has in the continent.
Potential causes of the problem
Tesla policymakers have not figured out how best to venture into the world's secondlargest continent. The company has not advertised the products enough to the local televisions
and radio stations, showing that there has been little interest in gaining from the continent. Tesla
has made a low investment in Africa that the countable service stations on the entire continent
can explain. This implies that if a vehicle breaks down in Africa, the owner has to ship it back to

5

the United States for service. These additional Maintenance costs are likely to scare away
potential customers. There is also a challenge of acquiring the vehicle spare parts locally; one
must import even a side mirror if it breaks down. The company has not provided a spare parts
store and service centers where the vehicles can be fixed. Most mechanics in African countries
are not familiar with tesla technology; thus, they cannot service the cars. Tesla has failed to offer
training and award certificates to mechanics who will train the rest of the continent. Such a move
can increase the consumers' willingness to purchase the product, thus increasing the market share
and the sales made from the continent. Most of the electric vehicles designed and manufactured
by Tesla are unfavorable to the African market. The reason is that they are expensive and not fit
for African roads. Most Africans who wish to own a vehicle cannot afford the Tesla Model S and
model X. These models also require tarmacked roads which are not common in African rural
areas. Tesla lacks a car that costs less than $1,000 and can be used on all-weather roads.
Tesla competitors like Toyota have manufactured vehicles that people of different
economic classes can purchase. Most of the models being sold in Africa, like; Toyota fielder
corolla, note, and Toyota crown, can be used in tarmacked and seasonal roads. Most of these
brands cost less than $10,000. Thus, most African citizens can afford it. The cost of servicing
this product is easy since it can be diagnosed and fixed by local mechanics. In addition, the
vehicle spare parts are locally available. Thus, a vehicle breakdown can be repaired within a day,
thus maximizing the consumer's utility. Tesla users in Africa have to wait for at least two weeks
to get their vehicles fixed, and the cost of repairing is too high, thus lowering consumers' utility.
A consumer aims at maximizing utility subject to the budget constraint. Therefore, he is likely to
choose a product from tesla competitors.

6

Relevant stakeholders
The stakeholders to these changes include potential customers in Africa, African
countries' governments, and Tesla's decision/ policymakers. The views of potential clients from
Africa have to be considered in designing models that will express and maximize their utility.
Tesla policymakers have to work hand in hand with African governments to attain zero carbon
dioxide emission from automobiles. To achieve zero per cent carbon dioxide emission from
automobiles, the government has to reduce the cost of importing Tesla's electronic vehicles so
that citizens can afford the electric cars. In addition, the governments should have partnerships
with Tesla to start manufacturing assemblies and service centers in the major cities and towns
across the continent. Such partnerships will guarantee a win to both parties since Tesla will
benefit from the sales while the gove...


Anonymous
I use Studypool every time I need help studying, and it never disappoints.

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4

Similar Content

Related Tags