Buddy's Floor Barn: Case Study

Manufacturer’s sales: Allstar is a pharmaceutical company which distributes cough and cold medicines. One of the stronger suit to measure the success rate of the company would be to track its sales. Sales in response to different marketing and response strategies helps us comprehend if the strategies are effective and efficiently working. While lower sales indicate a failed strategy, higher sales indicates success of the applied strategy. Similarly, we compared the manufacture’s sales after each period to learn about the status of sales.

2. What is the company 's rate of net income growth in 2004,2005, and 2006? Is projected net income growing faster or slower than projected sales? After computing these values, take a hard look at the 2004 income statement data to see if you want to make any adjustments.

While it is true that Ms. Forthright had always exceeded her budgeted sales, the extent to which she diverts away from the managers projections does not necessarily means that she is violating honesty and integrity. Her decision on what her budgeted sales for the year is highly relevant to the data available to her. Her projections tends to lie between the field manager and the marketing manager’s predictions, which can be reasonable because in the past years, the field manager’s projections tend to be over what the actual sales of the year will be.

Pam and Susan’s department stores are in the process of opening a new business unit. There are two locations that are being considered for the new store and decision is based upon estimates of sales for both of them. My job is to use data gathered from each store as well census data in store’s trading zones to predict sales at both of the sites that are being consider for their newest store.

The Business Analytics Department has compiled this report based on data supplied by DGHG. The purpose of this report is to use this data to answer several key questions set out by DGHG, along with providing information as to whether the company has been meeting its key performance indicators, as set out in the business plan. The questions this report will primarily address, are as follows:

The company is weakened mainly by its lack of technological advancement in every area of production. For example, if the company chose to modify their equipment to produce their “Atherley” model as well, it would be able to lower production costs of this model, in turn increasing the profits of this model further. In addition, the Atherley Furniture Company greatest threat is the decreased market for their “Parkdale” model. The “Parkdale” model has the most time consuming and costly production. With lack of a market for this model, the company stands to continue to lose profits. In conclusion, if the company wishes to continue to operate their chair division profitably as well as efficiently, the above issues need to be addressed and corrected.

Given the net sales in 2011 is still higher than 2010, we can assume the problem is most likely with its operating cost management. On the other hand, HH’s assets turnover rate dropping 0.30 from 2010 suggests an inefficiency of generating more sales with its increased assets in 2011.

The purpose of this case is to determine which key variables drive Crusty Pizza Restaurant’s monthly profit and then forecast what the monthly profit would be for potential stores. Based off of this information we will be able to make a recommendation to Crusty Dough Pizza Restaurant on which stores they should open and which they avoid. The group was provided 60 restaurants’ data that included monthly profit, student population, advertising expenditures, parking spots, population within 20 miles, pizza varieties, and competitors within 15 miles. For the potential stores we were given all of this

* Our company’s sales forecast has been based on performance from previous years along with market circumstances. We are looking at the future of the business objectively which we then can evaluate past to

I. Executive Summary II. Situation Analysis o Market Summary  Target Market Demographics  Geographic  Demographics  Behavior Factors Market Needs Market Trends Market Growth o SWOT Analysis  Strengths  Weaknesses  Opportunities  Threats o Competition o Product Offering o Keys to Success o Critical Issues III. Marketing Strategy o Mission o Marketing Objectives o Financial Objectives o Target Markets o Positioning o Strategies o Marketing Mix o Marketing Research o Action Plan IV. Financials o o o V. Controls o o o VI. Summary Implementation Marketing Organization Contingency Planning Breakeven Analysis Sales Forecast Expense Forecast

The most noticeable growth in this section is seen in sales from 2002 to 2003. These sales have increased from 3.7% in 2001-02 to 23.5% in 2002-03 after the expansion of the store. This truly helps the company to a positive way when seeing such drastic changes. Net earnings have almost doubled and gross profit was on the rise as well, which is also a positive trend for the company that will not go unnoticed. This indicates a positive correlation and increases in profitability.

In an attempt to improve this model, we attempt to do a multiple regression model predicting SALES based on CALLS, TIME, and YEARS.

This increase was related to the opening of 26 warehouse stores, 13 in the United States and 13 internationally. Revenue from membership fees increased to $2,853 (8%) due to increased annual fee premiums, new membership sign-up at new stores and customer upgrades to executive memberships at existing stores. There was an increase in net income by 14% to $2,679 which was the lowest annual increase over the past five years. Changes in net sales over the five-year period are mainly attributable to the amount of stores the company opens annually. Net increases and decreases in revenue and net income during the selected period have been based on some external economic factors such as increases in fuel prices, foreign currency exchange

Table Of Contents 1.0 2.0 3.0 Introduction Executive Summary Situation Analysis 3.1 Identification Of The Problem 3.2 Market Analysis 3.3 SWOT Analysis 3.4 Target Market Marketing Communication Strategy 4.1 Marketing Communication Plan/Objectives 4.2 Marketing Budget 4.3 Schedule for Key Marketing Communication Activities 4.4 Promotional Strategies 4.4.1 Advertising Strategies 4.4.2 Promotion and Public Relations 4.4.3 Sales Force 4.4.4 Comprehensive Support Program 4.5 Product Strategies 4.6 Distribution Strategies 4.7 Pricing Strategies 4.7.1 Potential Customer 4.7.2 Sales Forecast 4.7.3 Return on Investment (ROI) Conclusion

Consists of employees from manufacturing (line workers), sales, and accounting. Together develop annual sales forecasts,