Essay on Minnesota Micromotors, Inc. Marketing Simulation 2015 Q2

After a period of declining sales for Allround, we increased the advertising budget to be consistent with our competitor’s budget. We decided to be very consistent with our strategy over the ten periods; however, in hindsight we should have implemented a more dynamic strategy that factored in the changing

Thank you for the opportunity to assess your sales data in order to provide recommendations for increasing your sales. The analysis and recommendations below are based on the data you provided, which covers a period from May 2004 through June 2006. The analysis below is based on this data alone. Therefore, our recommendations should be tempered by your knowledge of business realities and your market. Please let us know if we can answer any questions concerning the analysis or the recommendations provided.

Research your employer (or a company of your choice) and, using Table 6.1 (p. 187), determine which of the six potential manufacturing options has the greatest impact upon the organization and why. Submit a two to three page, APA style paper explaining your reasoning.

Jack feels that the company should go under a new system to increase efficiency for their warehouse and inventor. Liz is concerned that the investment for the (ASRS) may not yield the necessary return to justify the investment.

Our company Orange experienced a very successful campaign and grew more profitable over the six quarters throughtout the Market Simulation. In terms of market share in comparison to the competition, we placed fourth holding 12 percent market share. We initially targeted the Mercedes market, and later developed products aimed at the Traveler and Workhorse clientele. In terms of profitability, we suffered a loss moving from Quarter 1 to Quarter 2, which is typical of most early-stage companies. However, each quarter thereafter we were able to maintain a profit, ending with $18,270,122 gross profit and $15,232,910 operating profit. Our six computer models are the driving factor behind such success. These models include The

As you are aware a sales declines are an anomaly. The department has had sales increases every quarter since it was created at the end of 2012. It has not gone unnoticed that an overall decline has been progressively getting worse over the last three months. While seasonal variances and small declines have been reported in the past, any negative growth was quick to rebound and was never sustained past thirty days. A systematic sales decline is the symptom

With our team’s behavior shifting from being motivated to becoming managers of our individual teams, profits began to shrink. We assumed that this was from inactivity and made the correction to jumpstart the team’s prospecting for both new consumers of our product as well as new business partners who shared the same vision and mindset that we did when we started out in the industry. Profits began to grow once again and we realized our first real problem.

* No proper market segmentation – wide age of customers 18 -45 years male and female

When dealing with several segments, a product can target one segment to specifically to exactly what

We are the Baldwin’s after assessing our Practice Round results I decide to look at from the the following two perspective of our four Decision Areas (Marketing and Finance). These two areas had an impact on our performance. For our overall cash flow we had a net change in cash of 10,126. We learned that we should have actually used our option to retire long term debt. We probably didn’t have to put 2,000 cash from our current debt. Also we should have increased the price for our product Bead. We went below market value which left open supplies for our competitions. We did not require an emergency fund this round which benefited and added to our profits. We learned that we should actually spend more funds in marketing our products

The experts warned that clients may like to hunt for deep discounts. From a financial perspective, when we compare the revenues between the first semester of 2011 and the first semester of 2012, we see that they are dropping by a significant 21% for the benefit of competitors. The operating margin is hurt considerably as well, which means that the pricing strategy and the repositioning of the brand is not working for the moment and customers are not behaving as Ron Johnson expected, and very probably the situation would persist unless the management acknowledge that adjustments are required to make the strategy and its implementation a driver of growth on the top

Our sales strategy was to open sales channels in areas that had low competition and were centrally located. J.D.B.T. first opened sales offices in Los Angeles and Berlin. We began to see a loss in our market share because other companies, that were more aggressive in stronger markets, were coming into our markets and taking the demand for our brands. J.D.B.T. needed to strategize to become more aggressive, as a result, we expanded our sales channels and sales force into a multitude of regions and markets.

Sales have drop overall quarterly. In the long run implementing an efficient competitive edged will reverse the downward trend, leading the company to long term financial health.

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One major problem was the resignation of one of the company’s top salesmen who had the most difficult territory (9963), effective at the end of the year. If he shifts one of the more experiences salesmen into that area, it would disrupt service in an additional territory, which was undesirable because it took several months for a salesman to build up a good rapport with customers. This decision would affect the