The aim was to increase market share to 27% in sales for some of the most profitable product by the 4th quarter. RESULTS at the end of the 4th period Debt Equity Ratio: 127% Profit After Taxes: 24,98,641 Average Market Share: 27. > 22. Average Image: 115. > 98. Average Rejection Rate: 7.07 7.
The aim was to increase market share to 27% in sales for some of the most profitable product by the 4th quarter. RESULTS at the end of the 4th period Debt Equity Ratio: 127% Profit After Taxes: 24,98,641 Average Market Share: 27. > 22. Average Image: 115. > 98. Average Rejection Rate: 7.07 7.
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The aim was to increase market share to 27% in sales for some of the most profitable product by the 4th quarter. RESULTS at the end of the 4th period Debt Equity Ratio: 127% Profit After Taxes: 24,98,641 Average Market Share: 27. > 22. Average Image: 115. > 98. Average Rejection Rate: 7.07 7.
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Attribution Non-Commercial (BY-NC)
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Yasmin Rassiwala (51) Sagar Mehra (54) Mukesh Kanodia (56) Dattasen Mishra(66) Somesh Sharma (76) OBJECTIVES • To take our market share to 27% in sales for some of the most profitable product by the 4th quarter. • To make the Image of our product 105 on indexed value. • Decrease production time and thus throughput time by 15%. • Reduce rejection rate by 5-10% of current rejection percentage. • Increase the profitability with respect to benchmark company and thus show a profit of about 1.5-2 million Euro. PERFORMANCE ANALYSIS PERIOD 1 • Prices were kept at a constant level to sustain the demand. • Prime concern was given to Communication Policy & training of Sales Personnel. • Exchange Rate fixing was done for China to sustain the volatility in their market. • Comprehensively Period 1 concentrated more on developing the image of the products & getting a true scenario of the PERIOD 2 • Slight increase in Prices in China & India to offset the losses made in the previous period. • Increased purchase of raw materials so as to keep adequate inventory for the next two periods and period 3 in particular. • More investment in TQM and Production technology were made to shoot the demand up. PERIOD 3 • Huge Investment was made in “Lean Management” to reduce the throughput time & also the fixed costs. • Prices in all the four regions for all the four products were raised, resulting in huge profit. • To generate more demand higher investment was made in the communication policy. • Instead of producing Alesa, the goods were bought in. PERIOD 4 • With image just being on the mark, dividend was paid out at a level of 7%. • Prices were kept on the same level as of Period 3 but heavy investment was made in the communication policy to generate Demand. • Factoring applied for the Germany & U.S branch, as a contingency to cope- up with the liquidity crunch. • Period 4 had a balanced approach to keep profits, market share & image at a decent standpoint. RESULTS at the end of the 4th period • Debt Equity Ratio: 127% • Profit After Taxes: 24,98,641 • Average Market Share: 27.23 > 22.48 • Average Image: 115.50 > 98.67 • Average Rejection Rate: 7.07 < 7.33 • • Objectives set out at the beginning: FULFILLED • LEARNINGS & TAKEAWAYS Ø This simulation exercise has been instrumental in understanding the holistic view of the functioning of multinational company. Ø The effect of various global economies on the finances of the company is studied closely. Ø The study of products at different stages in PLC is carried out in detail. Ø Understanding the influence of each business decision on various parameters like image, market share, profits, etc. Ø Theoretical concepts like demand forecasting, inventory management and their business implications. Ø Inter-relatedness of the various organizational functions and their effect on the overall performance.