Question 1 In summary: Product Line 1 (time in minutes) Line 2 (time in minutes) Profit ( $ ) X1 SUPER 3 4 42 X2 EXCELLENT 6 2 87 Let X1 = Number of SUPER model produced during 8 hour shift. X2 = Number of EXCELLENT model produced during 8 hour shift. Max 42X1 + 87X2 ST X1 + X2 ≤ 480 3X1 + 6X2 ≤ 480 4X1 + 2X2 ≤ 480 X1, X2 ≥ 0 It is recommended to produce 80 units of EXCELLENT and none SUPER in order to get the maximum profit (See attached print-out, table № 1). If the company wants to produce SUPER, the maximum profit will reduce by $1.5 per each unit, with $6960 - $1.5 = $6958.5 (See attached print-out, table № 2). As the company has extra 320 minutes
Introduction: This case summary considers the Richard Ivey School of Business case ‘Creemore Springs Brewery: Branding Without Advertising’ prepared by Mark . Creemore Springs Vice President of Marketing, Howard Thompson, stated issue is whether to expand capacity of the Creemore Springs brewery from 27,000 hectoliters to 50,000 hl. Core Issue: Creemore Springs has been profitable from the first year of operation but is experiencing a production bottleneck - the brew house requires an expansion to accommodate a 50 hl kettle. A $3 million capital investment would allow production to almost double to 50,000 hl. The company has built its brand as a “beer that is discovered” rather than using traditional beer marketing strategies.
Top brand is microbreweries 39 million out of the 86 million Signature cream ale has been selling one million or less. With steady sales only in central. Only 3 specialities offered in the east Black ice Canadian ice Micro #1 for 4 years with upwards of 8 million increasing every year Recommendations Carling should not come out with a light beer- if so sell in the east increasing in the west does the best in the west MGD- take it out of central sell only in west 5 regular beers not decreasing-
There was a noted sales decrease upon its entrance. The location of the Second Cup café is a prime corner spot, and its product is at par with its competitors. Second Cup’s beverages are slightly lower than their prime competitor Starbucks, but higher than Tim Hortons. However, the café has a product advantage with their 27 brewed flavours of in comparison with Starbucks’ 12 flavours. The long-term objective for Second Cup is to achieve a consistent sales growth of 10 to 15% in the next three to five years.
CPI’s revenues continue to be strong in 2010. Jace expects to grow revenues 9 percent in 2010, a figure that would bring CPI’s annual revenue increasing streak to 30 years. Additional Insight by Crisis Prevention’s Tony Jace 1) A personal touch really pays off and helps set you apart from your competitors, Jace says. Customers really remember your efforts. CPI found these personal connections gave them needed insight to their customer’s problems and helped them rebuild their pipelines.
The causes of the excessive fuel consumption and stalling would later be learned were caused by a heavy carburetor float. In May of 1972 the car was only 6 months old when Mrs. Gray set out to meet up with her husband in Barstow. Along for the ride was 13-year-old Richard Grimshaw. On the way, Mrs. Gray stopped for gasoline and proceeded on her way at 60-65 milers per hour. As she was approaching her exit, Mrs. Gray moved from the left lane to the middle lane.
Corporate Actions We have successfully completed the initial set-up of our company and can now focus on achieving profitable operations and sustainable growth. Carpino Company proposes the following plan of action to achieve this goal. • A new manufacturing line will be introduced in the upcoming fiscal year to produce 80% of the company’s packaging and shipping supplies. This is expected to reduce cost of goods sold by 30% and operating expenses by 20%. • Negotiations with several of our supply chain partners are currently underway as part of our efforts to further reduce the cost of goods
12 month goals: Increase turnover by 30% by: • Introducing 20 new products including a range of 6 ‘health’ lollies that have added nutrients. KPI- Sales staff to promote the companies products to clients, this includes any new product lines. KPI- assistants who make customers feel welcome, attend to their questions and needs knowledgably and promptly Timeframe- 12 months Build market loyalty by specifically targeting ‘tweens’ as customers by: • designing new packaging specifically designed to have greater appeal to the 7-12 age group. KPI- Sales staff are to target identified groups for increased sales. • introducing a club membership for ‘tweens’ that gives them free gifts for purchases over specific amounts KPI- Sales staff are to include during sales transactions or whilst
Deere has not, however, enjoyed this significant level of share in the heavy construction industry and has never offered a product as large as the new JD 750. Over the past 10 years, we have invested nearly $70M in development and production for this innovative new line, and are ready to begin promoting the JD 750. We have received a promotional budget of $300k, and must decide on the price to communicate to our dealers. Recommendations I recommend that Deere & Company price the JD 750 at the same market price as the Cat D5 product. By pricing at parity and focusing our advertising on the superior performance and standard higher quality feature set of our JD 750 in comparison to the Cat D5, we can capture market share and bring in an estimated $45M in line profits.
The number of winning competitive bids average 39.9, but varied widely between the minimum of 2 and the maximum of 157. For the noncompetitive bid having an average of 33.7 with the maximum of 69 and minimum of zero well, this is because an auction was cancelled completely in August 1998. More also, calculating the quantity-weighted variance of winning bid price using this: ∑_(i=1)^N▒〖(b_i - b_w)〗 2 * V_i ∕ ∑_(i=1)^N▒Vi Where b_i: Price of the ith winning