Introduction: This menu consist 20 Dogs, 5 Puzzles, 10 Plows, and only 2 Stars for a total of 37 different brands of Rum. For Rum itself the Total Standard cost is of $4,492 while the Total Actual Cost is $5,952. The Total Standard Revenue is of $16,703 and the Total Actual Revenue is of $12,946. The Profit Factor of Rum is of .42 and the Standard Total CM is $4,453.77, Rum has an initial category of PLOW. My primary objective for this project is to increase the Category CM &Profit Factor of Rum, and try to change its category from PLOW to Star. I will try to decrease the Variance between Actual and Potential Drinks, the Variance in Average portion size, and decrease the Oz. usage while also decrease the Revenue from Rum brands. For this Project I will present two different exhibits from each strategy. In the first Exhibit I will show the Menu with the Brand Items (Brand items will be highlighted) that I will modify and in the second Exhibit I will show the menu after the changes that I implemented. …show more content…
Strategy #1. The first strategy that I will implement on the Rum menu is to eliminate all Dogs from the menu. I will determine which Dogs will be delated by two different factors. The first factor will be based on Profit Factor. For this strategy I will find the Average Profit Factor of all Dogs (which is .04) and delate any Dog that has a lower Profit Factor than the Average Profit Factor. Initially I will be below my number of drinks sold by 201. II. Because there are some Dogs that didn’t sold any drinks during the last months, I will use a different method of determining which Dogs (that didn’t recorded any sell) will be taken out of the menu. The second method will be based on the minimum number of drinks that each brand needs to sell in order to achieve a Profit Factor of at least .04, the minimum number of drinks that I will use for this method will be
Table 7. 6 Machines 8 parts, Problem 3 Parts Part volume Part route Machines M1 M2 M3 M4 M5 M6 P1 50 1 1 3 2 2 1 2 3 4 3 2 1 3 4 P2 30 1 1 3 2 P3 20 1 1 2 3 P4 30 1 1 2 2 2 1 3 P5 20 1 3 2 4 1 2 1 2 P6 10 1 1 2 3 2 1 2 3 P7 15 1 3 1 2 2 3 1 2 3 1 2 P8 40 1 2 1 Table 8.
One firm we are familiar with had gross sales in 1979 of ninety-six million dollars and proceeded to develop a worst case scenario in 1982-3 at a gross sales level of thirty-six million dollars. Once this key level is established, then all the other parameters must be brought in line with this sales figure, in an attempt to preserve some portion of the bottom line
Acute Dashboard – Did not meet the bench mark on the following: Holds – 7.6% 19 holds = 14 Adolescent Patients 10 Seclusions = 8 patients = 6 Adolescent 4 adults RTC Dashboard - Patient Aggression with no injury did pop back up missing the bench mark. 17.8% = 27 incidents = 14 patient’s = 11 girls 16 boys Ramona added that when we miss the benchmark it is due to holds and patient aggression with or without injury.
In the case, “Finale–Just Desserts”, the owner Paul Conforti has just implemented a new survey system in his restaurants. This survey system gathering data directly from their customers, rather than collecting data from a third party investigator. The information is gathered through the consumer’s mobile device while they are still in the restaurant. Felicity Klass, a data analyst was assigned to review this new data and determine if there were flaws in the great results they were receiving. Although the owner, Paul Conforti is the final decision maker, Klass is currently in a decision making position.
“A company’s strategy explains why the company matters in the marketplace by specifying an approach to creating superior value for customers and determining how capabilities and resources will be utilized to deliver the desired value to customers” (chapter1, pg2). We started off with our mission statement, just like any company we wanted to be the best in everything. Every area was assigned to someone else for them to manage it. In the marketing portion we agreed on advertising our products and finding the right customers by offering great deals.
With this, the help of vitamins and minerals that inside and make drink nutritious while enjoying with different variety of
The last product that this company produces are the flow controllers. Flow controllers are products that are very customizable but are not as competitive on the market demanding higher prices. The planned gross margin for the flow controllers was 35% with an actual margin of 41.%. There was a significant increase without the loss of any business. The Wilkerson company have a quality leadership team; however, there are some things that needs to be changed for the company to succeed and prepare for potential price
It characterizes the space occupied by a particular product in the minds of consumers to the product competitors. The product should be perceived a certain group of target consumers as having a clear image that differentiates it from competitors ' products. The position of the product directly affect the reputation and image of the company as a whole. Ranking product have to be based on estimates of the consumers in the market of a certain product, for selection of these parameters and elements of a complex product marketing standpoint that a targeted consumer product provide a competitive advantage. The price may be a key parameter for the purchase of beverage in considering of
Profitability ratios which will be used on this paper
With management’s goal of expanding our product offerings, I would suggest implementing the sale of a different size of our tomato soup cans that can meet the needs of our customers. Since many of the existing inputs are interchangeable, this will help reduce the development cost of our new product offering. With this new direction, we would need to address the advantages and disadvantages to opening up a new product line to accommodate this new product. If we manufactured both sizes on the same line, even with the use of ERP, there will still be downtime involved from switching the manufacturing line to use different size cans. If there are major gaps forecasted between our production capabilities and the customer demand, it would be wise to consider opening a new production line.
Esther Matz Dr. Emmanuele Archange Bowles MAN 4301 Assignment 3 Case Study – Fresh to Table Fresh to Table, a company that was created by Mossberger, is a company that serves restaurants. It helps restaurants find appropriate resources to minimize their expenses and losses and maximize their benefits and freshness. In just four years Fresh to Table built itself up and had employed 120 employees.
In the table 2, it show that duplication of purchase, it has five brands penetration and the buyer who buy one brand also buy the other brands. The brand Weet-Bix penetration is 73%, when the buyers buy the Weet-bix, who also buy the other brands, Corn Flakes have 79%, Special K have 60%, Coco-Pops have 47% and Cheerios have 30%. The brand Corn Flakes penetration is 50%, the buyer who buy Corn Flakes also bought the other brand, Weet-bix have 82%, Special K have 65%, Coco-pops have 39% and Cheerios have 39%.
SPORT OBERMEYER, Ltd. EMBA – SEPT 15 – ENG-BL – S2 TEAM A 1. Using the sample data given in Exhibit 10, make a recommendation for how many units of each style Wally Obermeyer should order during the initial phase of production. Assume that all ten styles in the sample problem are made in Hong Kong, and that Obermeyer 's initial production commitment must be at least 10,000 units. (Ignore price differences among styles in your initial analysis.)
Substitutes: Other alcohol drinks. Customer requirements? How do firms compete? Key Success Factors More flavor and natural product, fresh beer Unique receipt, brewing contract It was time of the unique receipt Place: Everyplace (restaurants, beverage markets) Monitoring and controlling system Short shelve-life, always fresh Achievable price Seasonal beer
Tasting Success Article Page 95 Discussion Questions Question 1 Which decisions in this story could be considered unstructured problems? And structured problems? Structured problem Can be defined as a straightforward, familiar and easily defined issue, and it is easily solved by the eight step-by-step process Identify a Problem, Identify Decision Criteria, Allocate Weights to the Criteria, Develop Alternatives, Analyze Alternatives, Select an Alternative, Implement the Alternative and Evaluating Decision Effectiveness. The issue as described in the article is the orange juice production and it is considered as a structured problem, and the way it is produced, its mechanism is responsible for the production as it is based on Coca-Cola’s mixture