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SCENARIO CONTINUATION: It's New Year's day, 2010.




SCENARIO CONTINUATION;It's New Year's day, 2010. You just had a great New Year's Eve celebration, you finished analyzing the performance of Handheld and are ready to charge ahead into the future. As you turn on the TV and try to open your eyes, you notice something strange (again). The TV commentator is saying something about New Year's Day, 2006. You have a sinking feeling, and sure enough, it's back to 1/1/2006. You realize that you are in Time Warp 2.;This time you decide to do your decision making differently. You are going to use a technique that you became familiar with last year, CVP analysis. And you are going to decide all of your decisions at once. No feeling your way through it this time. You are going to make all of your decisions now, for the next four years and just cruise through it this time.;You analyze the results of your first set of decisions that you made in Time Warp 1, from 2006 to 2009. You have the data, you kept it all. But now you are going to use CVP analysis to help you determine your new strategy. And you have a tool to use, the CVP Calculator.;You analyze the results using CVP and develop your complete four year strategy. You decide to make notes about your analysis and your reasoning process, just in case you have to do this again (You are praying that you can finally move ahead this time when you get to 2010.);You finish your report that shows your strategy that you are going to use these next four years during Time Warp 2. And stop and take a big breath before you move ahead into 2006.;(In other words ? don't run the simulation, yet. Just turn in this report.);SLP3 ASSIGNMENT: Review and analyze the results that you got in SLP2 (Time Warp 1 decisions) and develop a revised strategy. Write a report and make a case for this new strategy using analysis and relevant theories.;SLP3 Expectations: The revised strategy consists of the Prices, R&D Allocation %, and any product discontinuations for the X5, X6, and X7 PDAs for each of the four years: 2006, 2007, 2008, and 2009. You must present a rational justification for this strategy. In other words, you must Make a Case for your proposed strategy using financial analysis and relevant theories. Use the CVP Calculator and review the PowerPoint that explains CVP and provides some examples. You need to CRUNCH some numbers (CVP Analysis) to help you determine your prices and R&D allocations. Make sure your proposed changes in strategy are firmly based in this analysis of financial and market data and sound business principles. Present your analysis professionally making strategic use of tables, charts and graphs.;Turn in the 4 to 6 page paper at the end of this module.;Simulation;;CVP Calculators ? free downloads;;;;;Previous SLP2 / Timewarp 2 Answer is attached. Please do not copy, print, revise, or distribute The Attached file! (Thank you!);Attachment Preview;slp.docx;Strategic Management;SLP;Week 2;By;Date;University;The car company Toyota is a big giant with a mission statement and vision to follow. All;companies, especially Toyota, has unfortunate weaknesses and threats that they need to;overcome in order to successfully build upon its ability to generate substantial profits, sustain the;corporation at hand, and to become a powerhouse among competitors. Toyotas mission is to;attract and attain customers with high-valued products and services and to provide the most;satisfying ownership experience in America. The mission is typically about who they currently;are, while the vision is more about the future. Toyotas vision is to be the most successful and;respected car company in America.;Some threats that face not only Toyota, but many car companies that pan North America;are economic issues with regards to efficiency. One day, and it will happen, oil will no longer be;available. This is a big statement, and if it never happens, the future of cars as we know it will;change, dramatically. The question is which car companies will take this into consideration and;plan for the future. There are many types of efficient cars today, but political issues make it;nearly impossible, or at least not lucrative enough for car companies to take advantage of them at;the moment.;Another threat comes from how well a company can balance the inventory or products;they produce. For instance, if a company like Toyota produces too many cars and the demand is;low, they will have an overstock or an overabundance of the product, decreasing or wasting;capital and resources alike. On the other hand, if the company produces too little of the product;when the demand is high, the company will likely lose on missed opportunities to generate;revenue. Think of it as a scale, where both ends must balance equally. This is easier said than;done of course.;The target market in which car companies like Toyota serve can also become an issue.;From what Ive heard and this may or may not be factual, is that the dollar may not exist in the;future. Not because they are coming up with a new currency, but because the United States is;crumbling as we speak. Many companies are doing business in China, and China has been;around for over 3,000 years. China, every day, and as we speak, is growing, becoming more of;the next foreseeable superpower. Companies must have the ability to forecast the future in order;to thrive. Looking at the minuscule details and aspects of the company is never enough;sometimes one must look at the overall grand scheme of things.;Toyota is already a big giant, and because they are on top, its hard to stay number one.;Eventually, and only if Toyota learns to seek new ventures that pertain to cleaner products (cars);can learn to expand by doing business outside the United States, and balance the demand for;their vehicles evenly, will they succeed, keeping stakeholders and shareholders satisfied.


Paper#33281 | Written in 18-Jul-2015

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