K-Taai Simulation

In this task I’m going to analyse the figures on cash flow that I created in P3 and justify why you think the business might have problems also provide range of solutions.

“When the simulation began, we felt confident in our team’s vision, goals, and strategic plan. After the first rollover, we quickly became aware that the success of a company relies heavily on the dynamics of the market. The strategic decisions of competitors weigh heavily on the overall direction of a company. Our original plan quickly became obsolete in the tumultuous bike industry, and we were forced to re-evaluate our competitive positioning. To this end, we learned

Didn’t have an MBA. Might have felt threatened. Esp because of the hiring policies lately.

With continuous improvement , the business is increasing at a steady rate. The firm’s goal was

The first challenge was to determine whether or not batching dining room customer was beneficial. Batching means that the parties must reach a number of eight before they are seated. Two scenarios from the simulation show that batching is a better strategy that helped to increase profit. Utilization of the restaurant capacity is largest while batching. We could place 8 people at single table rather than placing group of 5 at one and 3 at another. The number of customers that can be served at one time highly influences the profit. According to the simulation it is more beneficial to use batching as average profit is $83.64 compared to average profit of -$282.29 when not batched. By using batching benihana restaurants are able to eliminate bottleneck that occurs in the waiting area/bar. By doing so they are able to see more customers in their restaurants which can be seen in the graphs to the right. They lose fewer customers and more diners are served.

The factory has been running for 50 simulated days, and management has recalled the high-powered operations team (you) to manage the capacity, scheduling, purchasing, lot sizing, and contract quotations to maximize the cash generated by the factory over its lifetime. Management is not providing any operating budget beyond the cash generated by the factory itself. You will have control of the factory from day 50 to day 386. At 1 hour per simulated day, this translates to 14 real days. At day 386, you lose control of the factory, and the simulation will quickly run another 100 days of simulation. When you lose control of the factory, management expects you to leave the factory parameters set to maximize the factory’ cash position when the factory shuts down on day 486. After the simulation s ends on day 486, you can check the status of your factory, but the factory will no longer be running. Team scores and ranking are based “cash balance,” which

Also, according to its leverage ratios, the company’s debts are not only very high, but are also increasing. Its decreasing TIE ratio indicates that its capability to pay interests is decreasing. The company’s efficiency ratios indicate that despite the fact that its fixed assets are increasingly being utilized to generate sales during the years 1990-1991 as indicated by its increasing fixed asset turnover ratio, the decreasing total assets turnover indicate that overall the company’s total assets are not efficiently being put to use. Thus, as a whole its asset management is becoming less efficient. Last but not the least, based on its profitability ratios, the company’s ability to make profit is decreasing.

Increase in the profits above the actual budget can be attributed to 20% increase in sales in 2009. Although Jean’s profits were above the actual budget, French Division’s earnings were much lower than what it could have been, had they budgeted for the actual volume of sales that they ended up selling. We can partly attribute this decrease in earnings to the fact

The second task that needed to be finished was to forecast the income statement and the balance sheet for the next two years. We grew sales at a 15% rate, which is the stated rate from Koh. Also, in forecasting the balance sheet, we only showed debt financing for the capital expenditure of the DVD manufacturing equipment, which was the requested structure. Other relevant facts and assumptions for preparing the financial forecast are stated below-

The results of my decisions that were made in 2015 Q2 turned out to be better than last quarter results. Existing customers increased by 9% and sales from new customers increased by 6%, while the distributors, on average, are attempting to achieve a 5% profit margin; overall not a bad turnover from prior quarters. These decisions led to segment A as being very satisfied reflecting how the motors’ high power to size ratio allowed them to pick up some new business from some loyal customers. Segment B was satisfied in this quarter like they have been in previous quarters, however they expressed their concern on future orders that they would like to receive more insight into the market trends by our staff. Segment C increased their overall satisfaction from prior quarters of being satisfied to very satisfied in this quarter. By getting the motors that they ordered to them in a rush, allowed them to land a contract from another GPO. However as the saying goes, “you can’t win them

This assignment evaluates the performance of team Baldwin around the success in managing the company over five rounds of the simulation. The assessment will be focused on the round analysis areas with key attention on inventory, profit and contribution margin, emergency loans, and stock price. In addition, the assignment reflects on the areas of improvement and how the team could have developed effectiveness in addressing these key areas in round analysis.

Initially, our firm’s business position was at a healthy position. In the beginning of the simulation, our overall market share for the automobile industry was 28.2%; the highest in the market. We realized that our primary strength from product contribution came from our economy car Alec with 63.5% market share for economy cars, and from our utility car, awesome with a 48.5% market share for its vehicle class. Thus, it was evident what we needed to do; maintain high market share of our leading cars while conforming our least profitable vehicle class sustainably to coordinate to customer demand.

For initial conditions, Golden Fish had 5 ships, $1000 bank balance and total assets were $2250. Strategic objective of the company is to earn more money. Year 2, the current strategy was put 4 boats in deep sea and 2 boats in coast. There were not ships purchasing in auction and trading, as well as no selling in trading. As a result, Golden Fish was the most valuable company for the year 1 and 2. However, year 5, Golden Fish changed the current strategy to put most boats in deep sea and has been the least valuable company. As a result, we had the least assets in the class and there was no fish in deep sea. We changed strategic objective of the company is to reduce cost to increase economic values. Year 6, we tried to put the same number of

Since quarter one was the first quarter of this simulation, I was unaware of how difficult it was going to be to make all the different decisions. Firstly, I had to choose a Company name. Because I was selling computers, I thought that the name “Dev-Tech” was a perfect fit being that this simulation was about development and technology. Next, I had to choose a target segment. I knew going into this simulation that it would be better to invest in the more expensive goods as it would benefit me in the end. The segment that didn’t care about price was Mercedes, so that is the segment that I made my first priority.

During the business simulation course, we organised a team to become an automotive start-up company and introduced four new products, vehicle models, to satisfy the investors who invested us £500M. Each 4 rounds, we had entered board room to report our initial result and upcoming plans.