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Part 1: Summary
Andrews’s mission is to use continuous innovation to meets revolution in sensor technology and diversified demands from business customers to meet individual end users. Andrews will create value for our business customers through breakthrough designs that lead to unique high-performance products.
We will be a differentiator competes through good designs, high awareness, and easy accessibility. We do not focus on low price, although we will invest strongly in R&D, Automation, Training and TQM in the coming years to reduce production cost. We will focus on both market segments, low tech and high-tech products. We also add more products for each segment to cover wider ranges of demands even in one segments. We are a broad player competes in all parts of the market.
We spend high investment in order to gain higher competitive advantages. We utilize several key initiatives as top sources of competitive advantages drivers, including:
- Reduce labor costs through training and recruitment
- Seek high plant utilization, even if it risks occasional small stock-outs, we add new products in both low tech and high-tech segments. Each segment we will have 2 products, which enable us to charge more flexible prices for wider range of demand in even one segments. And, also even more effectiveness for promotion strategy, with more than two products in one segment, promotion combination will be more effective.
- Increase demand through TQM initiatives in next few years to cut cost and increasing product quality stability.
- Expand factories with higher capacities to ensure sufficient capacity and availability to meet the demands for sensor products, which can have large growth due to fluctuation and fashionable products, such as smart phone, drone camera and tablets, laptops or security camera.
- We seek excellent product designs, high awareness, and high accessibility by strong investment in R&D, Marketing and Production as well as HR decisions.
- We also offer attractive credit terms with longer account receivables (A/R) from 30, 46 to 61 days.
- We do not apply the lowest price in their target market, we offer better quality products with close to Ideal Spots or Sweet Spots (50% adjustment from Drift and Ideal spots) with high prices to get better contribution margin, but we still keep high competitiveness with higher Performance, smaller Size and better MTBF.
- To meet diversified products, we add 2 products in low tech and 2 products in high-tech segments. We use all the four products to acquire about 30% of market share for each segment and higher total Net Profit compared with other competitors.
Part 2. Discuss of Andrew’s Strategy
2.1. R&D
e can update Able and Able2 to higher but do not have to do so, we can just keep that 8.3 and 11.7 to maintain Age of the low-end products close to 3 years, which is optimal because customers prefer more stable products in low end segments.
For low end products, we update ahead 2-3 years, therefore for next 2-3 rounds we can save cost and still meet customer buying criteria, also keep the age of low-tech products close to 3 years old.
This Age can be 3 years, so we have advantage. Also, keep MTBF at 18.000 not lower, because that gets 21% buying criteria.
We upgrade AsusHE to Round 3 ideal spot, and develop a new Asus2 with Round 4 ideal spot so that in Round 4 we will have two High-tech Products ready for productions and gain better market shares.
We then update high-tech products every year to keep that on top of the segments from Round 4 to round 8 in both sales and net profits.
2.2. Marketing
We follow the strategies of high quality and keep price high, strong sales and promotion to increase customer awareness and accessibilities. This is quite risky but we are having high products specification, to Ideal Spots so we can expect higher demands.
For the first 3 rounds, we do not have high profit, even though we have high sales, then we can keep good market shares. A reason is we spend for new products development and apply high promo and sales budget. From round 4 we have 4 products at good Pfmn and Size and we also have high plant capacities, then we can have both high sales and net Profit.
2.3. Production.
We spend 3 first rounds adding new capacities for AsusHE, Able2 and Asus2, then we increase capacity continuously from round 4 to 7 (not in round 8, last round of the game).
In round 8, we have high production capacity to meet high market demands with 1.400 – 1.000 – 1.400 and 1.000 for 4 products.
We apply nearly max investment allowed for all years from 1 to 7 to increase production capacity, keep pace with increase of market demands, when we upgrade products annually, reduced prices by 0.50 every years and also keep high sales and promo budgets.
2.4. Finance
For all the years, from 1 to 4, we use max investment sources, issuing stocks and get long term debts to support new product development, build new production capacity and also strong promo and sales, we also apply all TQM initiatives from round 4 to 7, until we get most optimal for TQM at $ 4.000.000 for each initiative.
For later rounds, from 5 to 8, when we have good sales and net profits, also we have surplus cash in hand, we pay off the loans and also we retire stocks to increase EPS.
For Round 8, we have close to $ 80.000.000 cash in hand, we retire max stocks at $ 17.000.000 and also we retire long term debts at $ 30.000.000.
Part 3: Discuss the performance of Andrew
3.1. For Shareholders
Shareholders are interested in stock price, dividends, market share, profitability, long term sustainability—how well did you do as compared to your competition?
We gained high BSC from round 4 to 8, around 80-89/100
Only working capital days are quite difficult to control due to fluctuations of sales and net profit, which directly affect cash in hand and total assets vs total equity. Which also affect leverage.
Andrews’s round 8 profits were $ 44,433,000 which is higher than all other competitors. We do not expect high profit for first 3 or 4 rounds, because our strategy focus on development and expansion in 3-4 first rounds with R&D and capacity, automation, then we will get much better Net Profit from rounds 4-8. Although, we still keep high than average Net profit, in early rounds. For round 1-4, we got about 1-4 million net profit.
From round 5 to 8, we increased net profit to about 25 – 25-40 and 45 millions respectively which lead the game in both sales and net profit.
We get the most sales of $218 million, much higher than second competitor of 128 million and also we gained the Net profit of $44 million in round 8, which is much higher than next competitor of 11 million.
For contribution margin, we also gain 52%, which also at top of the Industry, with average about 40%.
Emergency loans:
We have good cash management. In fact, we get max long term debts and issue max stocks in Round 2 to get funds and resources for expansion of production and also for R&D of new products. From round 4 to 8, we often keep cash in hand about 20 to 30 million depends on each year to avoid out of cash or emergency loan.
Inventory
The ideal year-end inventory position is one unit in each product line. We know that every potential sale was made, and that inventory carrying cost was minimized. This is the goal of "Just In Time" inventory systems.
We have some inventory to avoid stock out, which is not good for our business customers, they need our products for their productions to provide end users markets. So, keep some inventory is needed for our sensor industry. We often add 12% - 15% more from sales for cast to avoid stock out.
Stock Price
Stock price is affected by performance, asset base, debt, dividend policy, and number of shares outstanding. In a year of aggressive investment in plant expansion and automation, we expect that the necessary debt load would cause some uneasiness on the part of shareholders.
For the first 4 years, which was quite difficult with lower prices, even just a little compared with competitors. From round 5 to 8, we increased stock prices regularly which make good benefits to stockholders.
Income Statements, Sales and Net Profits
Our strategies do not focus on maximizing Net profit from round 1-2 and 3, but we keep market share increasing over first three rounds with higher than average Net Profit, then we get overall best results in later rounds, when we have upgraded factories and complete R&D of new products. We have good enough Net Profit, hight Contribution margins than most competitors. We also have good sales and market shares, and will increase higher in later rounds.
3.2. For Customers
Customers are interested in product performance, price, size, MTBF, company awareness, acess, and accessibility—that is, the factors that make up your Customer survey score.
We have led the markets with top Performance and size, and also MTBF for the highest quality with good price products. Also, Andrew spend strong promo and sales budget to gain high customers awareness and accessibility.
For Low end products, we produce the top quality and keep price just a little 10% higher than competitors, therefore we gain the most sales for all the three products.
For High End products, we lead the market segments with top Pfmn and Size, also with top MTBF, and strong promo and sales of 1.500 with top 100% customer awareness and accessibility, therefore we lead the High End segments with highest sales of total 30%.
Part 4. Analysis and critique of Andrew’s major decisions
We spend high investment in order to gain higher competitive advantages. We utilize several key initiatives as top sources of competitive advantages drivers, including:
- Reduce labor costs through training and recruitment
- Seek high plant utilization, even if it risks occasional small stock-outs, we add new products in both low tech and high-tech segments. Each segment we will have 2 products, which enable us to charge more flexible prices for wider range of demand in even one segments. And, also even more effectiveness for promotion strategy, with more than two products in one segment, promotion combination will be more effective.
- Increase demand through TQM initiatives in next few years to cut cost and increasing product quality stability.
- Expand factories with higher capacities to ensure sufficient capacity and availability to meet the demands for sensor products, which can have large growth due to fluctuation and fashionable products, such as smart phone, drone camera and tablets, laptops or security camera.
- We seek excellent product designs, high awareness, and high accessibility by strong investment in R&D, Marketing and Production as well as HR decisions.
- We also offer attractive credit terms with longer account receivables (A/R) from 30, 46 to 61 days.
- We also invest in factories every rounds from1 to 5 to upgrade automation for both low tech and high-tech products, to 6 and 9 respectively.
- Reduce cost of goods through TQM initiatives when available.
- We do not apply the lowest price in their target market, we offer better quality products with close to Ideal Spots or Sweet Spots (50% adjustment from Drift and Ideal spots) with high prices to get better contribution margin, but we still keep high competitiveness with higher Performance, smaller Size and better MTBF.
- To meet diversified products, we add 2 products in low tech and 2 products in high-tech segments. We use all the four products to acquire about 30% of market share for each segment and higher total Net Profit compared with other competitors.
Part 5. What we would do the same and what you would do differently for the next 5 years.
If you were running the firm for the next five years what changes and direction would you take?
Focus on R&D, new products for new increasing demands
Keep track of customers and competitors
Strong Promo and Sales
Focus on Net Profit, Sales, ROE, ROS, and ROE
Increase Production automation and capacity
Calculate and forecast demands close to markets
Long term strategies can save the company.
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Guide to Capsim 2022 and Capsim 2023
This is step by step guide to help you avoid the kind of mistakes that makes you lose when you start Capsim and also tips to get you win the game.
Good Luck and Success!
You should do before start the Capsim
1 - Log in and read Industry Condition Report (Top menu, report tab, last row)
2 - Read Courier Report of last round (to get Market overview, Pricing, Production and Competitors analysis)
3 - Prepare an Excel file to calculate R&D, Sales Forecast and Production for each round.
You can download free Excel file here - LINK TO ALL EXCEL FILES
or Download Capsim Capstone Excel file here - LINK 2
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