ullseye Shirt Company makes three types of shirts: athletic, varsity, and surfer. The shirts are made from different combinations of cotton and rayon. The cost per yard of cotton is $5 and the cost for rayon is $7. Bullseye can receive up to 4000 yards of cotton and 3000 yards of rayon per week. Shirt Total Yards of Fabric per Shirt Fabric Requirement Minimum Weekly Contracts Maximum Demand Selling Price Athletic 1.00 at least 60% cotton 500 600 $30 Varsity 1.20 no more than 30% rayon 650 850 $40 Surfer 0.90 as much as 80% cotton 300 700 $36 Assume that the decision variables are defined as follows: A = total number of athletic shirts produced V = total number of varsity shirts produced S = total number of surfer shirts produced C = yards of cotton purchased R = yards of rayon purchased Xij = yards of fabric i (C or R) blended into shirt j (A, V or S) Write the objective function. Write the constraints for the fabric requirements. Write the constraints for the total number of shirts of each style produced

ullseye Shirt Company makes three types of shirts: athletic, varsity, and surfer. The shirts are made from different combinations of cotton and rayon. The cost per yard of cotton is $5 and the cost for rayon is $7. Bullseye can receive up to 4000 yards of cotton and 3000 yards of rayon per week. Shirt Total Yards of Fabric per Shirt Fabric Requirement Minimum Weekly Contracts Maximum Demand Selling Price Athletic 1.00 at least 60% cotton 500 600 $30 Varsity 1.20 no more than 30% rayon 650 850 $40 Surfer 0.90 as much as 80% cotton 300 700 $36 Assume that the decision variables are defined as follows: A = total number of athletic shirts produced V = total number of varsity shirts produced S = total number of surfer shirts produced C = yards of cotton purchased R = yards of rayon purchased Xij = yards of fabric i (C or R) blended into shirt j (A, V or S) Write the objective function. Write the constraints for the fabric requirements. Write the constraints for the total number of shirts of each style produced

Name: Bullseye Shirt Company makes three types of shirts: athletic, varsity
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Description: Bullseye Shirt Company makes three types of shirts: athletic, varsity, and surfer. The shirts are made from different combinations of cotton and rayon. The cost per yard of cotton is $5 and the cost for rayon is $7. Bullseye can receive up to 400

MARKETING 2018

19th Edition

ISBN:9780357033753

Author:Pride

Publisher:Pride

Chapter6: Target Markets: Segmentation And Evaluation

Section6.1: Family-owned Ski Butternut Targets Family Skiers

Problem 2VC: Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a...

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Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 What role do geographic variables play in Ski Butternuts segmentation and targeting?
Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 How is Ski Butternut applying behavioristic variables in its segmentation strategy? Explain your answer.
Auria will produce 3 vehicle components and knows that each start generates a cost of 5,000 pesos. The cost of the units is $ 200, $ 100 and $ 70 respectively. Annual demand is 100,000 units for Product A, 150,000 units for Product B, and 200,000 units for Product C. The inventory rate is 15% per month. Product A and B are basic and substitutable products, so there must be a minimum average inventory of 8,000 units of both. The company seeks a maximum of $ 100,000 invested money in inventory. The available warehouse space is 400m3 and product A occupies 0.5m3, product B 0.7m3 and C 1m3. Consider that product A and C allow shortages and the goodwill loss cost is $ 3 for each unit of those items. a) Formulate the problem as a mathematical programming model (objective function and constraints) that minimizes the total annual cost
I need a detailed explanation and assistance to solve this problem: Wineco produces wine cooler as a blend of wine, grape juice and apple juice ingredients, which it sells for $4 per gallon. The costs of ingredients are given in the following table: Cooler Ingredient Price per Gallon ($) wines 1.20 grape juice 1.40 Apple juice 0.60 Wineco owns a blending plant with a production capacity of 200 gallons per day. Because the plant is fully automated, all other production costs are negligible by comparison to the cost of ingredients, and can be ignored. Government regulations mandate that wine cooler products must satisfy the following guidelines: At least 10% of the blend produced must be grape juice. The ratio of apple juice to grape juice in the blend produced must be 2.5:1 The blend produced must contain between 20% and 25% wine. Wineco wishes to use LP in order to determine the quantities of ingredients to buy for a day’s production of wine cooler, so…
Francesca’s Boutique has a merchandise budget that includes $53,420 in planned sales for Dresses, $5342 in planned reductions, and $63,762 in planned purchases. The assortment includes 4 sub classifications (Casual (30%), dressy (20%), day-to-night (35%), date night (15%)) with 5styles, 4 colors, 4 sizes (for each sub class). The average first price on the dress is $45. Francesca’s expects to devote about 50 square feet to displaying the dresses in each store (10 stores), and the shirts to generate approx. $107 per square foot during the fall selling period. Markdowns are expected to be 10% of sales. Average Markup is 63%. Based on the information provided: What is the planned volume of the assortment? (Note: Use Planned Merchandise to Receive figures) How many SKUs are in this assortment? What is the model stock for the entire dress assortment?
Max the Tailor is going to sell custom suits. He was able to rent a garage from his Uncle Ed for $2,000 a month, which includes utilities, and he already owns the equipment he needs. He anticipates being able to sell his suits for $500 each. The raw materials (fabric, buttons, zippers, thread, etc.) will cost an average of $75 for each suit, and he plans to spend $25 per suit to advertise them. Assuming these are all the costs and revenues, what will be Max’s monthly break-even point in units? Does this seem like a reasonable amount for him to produce and sell every month? Please show your calculations.
A pet daycare facility offers pet sitting services where owners can drop off their pets for training and socializing with other pets. To feed the pets, the daycare makes two types of pet food. A bag of freeze-dried nuggets costs $7.99 and contains 21 units of proteins, 4 units of fiber, and 15 units of fat. A bag of dehydrated nuggets costs $11.26 and contains 28 units of proteins, 7 units of fiber, and 20 units of fat. The minimum daily requirements are usually 200 units of protein, 75 units of fiber, and 220 units of fat. Formulate the information as an LP problem and answer the following questions. How many bags of freeze-dried nuggets and dehydrated food should the facility make each day to minimize the total cost? What is the lowest cost? Identify the binding and non-binding constraints and report the surplus values.
ProHaul specializes in trans-American shipments for businesses through the delivery of containers. For every container the company loads on its trucks, ProHaul estimates the haul costs $1,000. In addition, containers are weighed and for each pound, there are hauling fees of $0.15. ProHaul plans to charge $0.49 per pound to his customers.a. How many pounds would a container have to hold in order for the company to Break Even?b. What would the total revenue be for this?c. The company finds out that to maintain the integrity of its containers, each container could only hold an average of 8,000 pounds. What would the company have to charge customers to make $5,000 in profit on each container?
Radiant wants to hire Cargo planes for transporting their goods. They contacted VIP Transportation Company to hire Cargo planes. VIP informed that they can provide two types of Cargo Planes. In addition, they provided the following cost related information about the two types Cargo planes- WT88 and BH54: Personnel Cost Fuel Cost Maintenance Cost WT88 2000 1000 2000 BH54 2500 1500 1000 Radiant has $200,000 to spend in personnel cost, $160,000 in fuel cost, and $80,000 in maintenance cost. Moreover, they have to hire at least two of each type of planes. If WT88 can carry 55 tons of goods and BH54 can carry 85 tons of goods, then find out the following using Linear Programming: What is the maximum amount Radiant can carry given their budget constraint? Can you solve using solver ? (I did this but I got a wrong answer) Data Personnel Cost Fuel Cost Maintenance Cost Tons WT88 2000 1000 2000 55…
ProHaul specializes in trans-American shipments for businesses through the delivery of containers. For every container the company loads on its trucks, ProHaul estimates the haul costs $1,000. In addition, containers are weighed and for each pound, there are hauling fees of $0.15. ProHaul plans to charge $0.49 per pound to his customers.Break even=2,941.17647 unitsWhat would the total revenue be for this?
Electrolux, a French company is planning to move the assembly of its refrigerators from France to Mexico. It takes 3 hours of labor to assemble a refrigerator, both in France and Mexico. Hourly labor rate in France is $ 25. Hourly labor rate in Mexico is $ 5. Holding cost in France per refrigerator per week is $ 2. In Mexico this is $ 1.5. In France orders are placed with factory weekly with lead time of 3 weeks. In Mexico orders are placed with factory weekly with lead time of 15 weeks. Weekly demand is 400 refrigerators with standard deviation of 100. It operates with in stock probability of 0.99 ( z = 2.33) What would be the change in total holding and labor cost per refrigerator by moving assembly from France to Mexico ? Show all formulas used, calculations and results
Pullman Tire Company would like to plan production for the next three months.The firm can satisfy demand by using inventory, regular production (at $40 per tire), overtime (at $50 per tire), or subcontracting (at $70 per tire). Any tires held over for one month incur a $2 per tire inventory carrying cost. Pullman Tire has sufficient regular production capacity to produce up to 700 tires each month, and it can produce up to 50 more tires each month using overtime. The subcon- tracting availability from an alternative supplier is 150 in January and February and 130 in March. Customers will demand 650 tires in January, 1,000 in Febru- ary, and 890 in March (all demand must be satisfied on time; i.e., no backorders are allowed). The firm begins with 100 tires and wants to have no tires left in inventory at the end of March. Formulate a linear program for this problem, and determine the cheapest tire production plan after solving the problem in Excel. This is the answer but I am unsure how…

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Shirt	Total Yards of Fabric per Shirt	Fabric Requirement	Minimum Weekly Contracts	Maximum Demand	Selling Price
Athletic	1.00	at least 60% cotton	500	600	$30
Varsity	1.20	no more than 30% rayon	650	850	$40
Surfer	0.90	as much as 80% cotton	300	700	$36