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¶ … 2012: 1/2/2012, beginning Time Warp 3. You completed analysis revised strategy years a breather. Just time, enter predetermined decisions year collect data future analysis.
The time wrap experience comes to an end and makes way to resume the normal activities. Still, before doing so, it is necessary to review the decisions made in each of the two scenarios, and draw the adjacent lessons. The table below was created to offer a more integrated look at the two scenarios, with the two sets of decisions and the two sets of results. The lines following the table explain the differences and use the CPV analysis to shed more light.
Scenario
Scenario
Decisions
Decisions
Decrease in R&D allocations from 33% to 20%, coupled with price stagnation
Stagnation of the market; the product enters the decline phase
X5 -- R&D costs capped at 20 per cent and prices slightly decreased to attract more customers
Loss of profitability, discontinuation in the near future
X6 -- Slight decrease in R&D from 34% allocation to 30% allocation. Retail price preserved at pre-existent levels
The product enters the maturity stage and becomes consolidated within the market
X6 -- increase in research and development allocations and increase in product price
Reached growth stage, discontinuation proposed for the medium term future
X7 -- Increase in research and development allocations from 33% to 50%. The price of...
The similarities for instance are given by the identification of the product stages. In the case of the X5 tablet for instance, in both scenarios, R&D allocations were decreased. Yet, the price decisions differed and so did the results. The lines below integrate the principles of the CPV analysis and present a more detailed discussion of the decisions in the two time wraps, with the results which were retrieved (Blocher, 2005). In this order of ideas:
Both situations recognized the decreasing value of the X5 tablet and decided to decrease its R&D allocations. Still, in the first scenario, the decisions revolved around the preservation of the initial price, whereas in the second scenario, it was decided to decrease the price. The second strategy was more feasible as the consumers for the X5 are more price-sensitive and as the entering of the decline stage was more gradual. In the first scenario, when the price was maintained, the product more rapidly decreased in popularity. In both instances, the future would bring about the unavoidable discontinuation of the X5 tablet, but…
References:
Blocher, E., 2005, Cost management: a strategic emphasis, 3td edition, McGraw-Hill. Irwin Hansen, D.R., Mowen, M.M., Guan, L., 2007, Cost management: accounting and control, 6th edition, Cengage Learning
Jalan, P.K., 2005, Encyclopedia of economic development, Volume 3, Sarup & Sons
Sadler, P.., Craig, J.C., 2003, Strategic management, 2nd edition, Kogan Page Publishers
strategy for the Time Warp 3 was formulated based on careful analysis of the results of Time Warp 2, which provided insight into buyer behavior at different price points for the three tablets. The strategy was set to optimize the profits for all three products at pre-set levels of R&D allocation. There may be better R&D levels, but for Time Warp 3 these were not explored. The strategy for
Business Studies Clipboard Tablet Company - Comparing the Time Warps Finally 2016 has arrived and after moving through the period 2012-2015 twice due to Groundhog Day, the results of the different strategies can be compared. Time warp In time warp 1, the first consideration was the X5. As the price was noted as being higher than competing products the price was lowered to $220. As the product was already established in the first time
Diagnosis, SLP: Time Warp The analysis below is of the recorded results as achieved in Time Warp 2 decisions. We will derive a separate strategy after evaluating the results which will give an explanation of what the fresh strategy ought to be. Different theories will be evaluated so as to arrive at the eventual strategy as concerns the implementation and operationalization of the idea just arrived at. Here is a scenario:
CVP Analysis The best way to approach this situation is to understand some basic concepts. First, each product has fixed costs. Thus, the fixed costs are going to exist in every year a product is sold. This has ramifications for the X5 in the final year. The second factor that needs to be considered is cost-volume-profit analysis. This technique is used to determine the contribution to fixed costs that each product makes.
profit analysis was introduced, but the execution was lacking. One of the important factors is that CVP analysis requires a number of data points so that the elasticities of demand for the product can be determined. There is still going to be the wild card of R&D investment, but setting prices is an important determinant of demand. Working on theory rather than data last time, the results were perhaps
The product to be discontinued is however X6 due to its low ROI. 1/2/2014 input decisions for 2014 The performance of the 3 products still indicates a periodic variation over the 5 years. The customers would pay more for the product X7 than for the rest of the products in the same category. The X7 sales are noted to be in the growth phase of the product lifecycle. The X5 is