Bat Case Report Essay

Since the transaction fee revenue stream is based on 2% of sales dollars capped at $200 we can see that sales over $10,000 would not produce any value added for TechMall ($200/2% = $10,000). Because of this condition, and since we were not provided with specific amounts for each transaction conducted, we have to simply assume that customers would not spend in excess of $10,000 on an online tech store such as TechMall.com. This assumption is strengthened when we calculate that the year 4 average transaction amount is just $58.53, which was calculated by dividing the total transaction dollars, $87,470,566 by total number of transactions, 1,494,547 ($87,470,566 / 1,494,547 = $58.526). By taking the position that every sale was less than $10,000 we

In our second assumption, instead of using the cost of goods per cases in 1986, we try to use the percentage it counts in the total expenses which is 50.4% and to find the sales needed to break-even. The detail of the calculation is shown in the answer for questions d. The result is that 95,635, a little bit higher than the estimated sales of 90,000.

Webmasters.com has developed a powerful new server that would be used for corporations’ Internet activities. It would cost $10 million at Year 0 to buy the equipment necessary to manufacture the server. The project would require net working capital at the beginning of each year in an amount equal to 10% of the year's projected sales; for example, NWC0 = 10%(Sales1). The servers would sell for $24,000 per unit, and Webmasters believes that variable costs would amount to $17,500 per unit. After Year 1, the sales price and variable costs will increase at the inflation rate of 3%. The company’s

Contrary to the situation at E-Z RP, there is no linkage of customer service representatives to development teams. For instance, CRSs are often the last to gain access about new information or new products. In terms of the organization of customer service, E-Z RP uses a specialized call center where customer service representatives deal with a single product. At Datatronics, the call center is centralized and CRSs deal with all products. E-Z RP uses the second tier support while Datatronics uses a minimal second-tier support. In terms of the training of CSRs, Datatronics only provides minimal on-the-job training while E-Z RP provides extensive training. Datatronics hires employees with basic customer service ability while E-Z RP recruits employees based on customer service skills, business knowledge, and communication ability. The performance metric at E-Z RP is the level of customer satisfaction, while the metric at Datatronics is the time on call or between calls. Although Matt does not intend to reproduce E-Z RP’s customer service system at Datatronics, these are the key issues that he ought to consider in making recommendations for changes at Datatronics.

We would have to charge at least 27% more to rush an order, since we'd be increasing wait times for 4 proceeding customers after customer number 2 (3,4,5,6). Still, this only compensates monetary costs and fails to take into account non monetary/intangible costs such as customer loyalty and satisfaction which may incur further future costs. Given these

How many orders can you fill in a night, assuming you are open four hours each night?

b. If we assume 2004 prices of 45.91 €/mtt. What does the new break-even level do to the utilization rate, given its new capacity level? What can you say about its effect upon Aget’s pricing?

The speed objectives is concerned with how long time it will take the customer to get to the store, buy the product and arrive back home again. The customers would like to do this as quick as possible and Tesco's operation managers should try to make this process quicker than its competitors.

No.of employees * 10% of gross sales = Cost of set up & ongoing communication + No. of employees * (Employee Base Salary + 5% of gross sales)

c. If we buy machine 3 because it's a bottleneck, without changing anything else, utilization for station 3 will become less which will cause less queue, less waiting time, less lead time, no or less penalty, more revenue.

Schaeffer Corporation must have improved information technology services in order for them to achieve their ambitious growth goals. Schaeffer’s IT is not one of their core competencies and they are able to save some money by outsourcing and expending into additional countries and acquiring these new companies will require extraordinary IT support efforts.

The impact of doing or not doing an Expedite class request is immediate and cost of delay is very high. The Expedite Class of Service can be very disruptive to flow due to its emergency nature. Use a dedicated lane to protect some capacity against these disruptions and then limit the number of expedites on the board at any given time. This allows to service the Expedite class while minimizing the impact on the other Classes of Service.

Customer service is an important factor to increase sales in almost all industries. Broadstripe, a small provider of cable, Internet, and phone services saw it as a solution to increase sales as their company was filed for bankruptcy protection in early 2009. To improve the customer service experience, Tony Lent, Chief Commercial Officer at Broadstripe, launched a 60-day MBG offering

Evaluation of the queues at each station revealed that Station 3 (Average Queue: 556.6, St Dev: 453.3) was more strained than Station 1 (Average Queue: 386.1, St Dev: 363.3). The firm understands that as queues Figure 2: Machine Utilization and Queues at Littlefield Technologies

One of specialty’s managers felt that the profit potential was so great that the order quantity should have a 70% chance of meeting demand and only a 30% chance of any stock-outs. What quantity would be ordered under this policy, and what is the projected profit under the three sales scenarios?