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Performance/Assessment Report I
Each team will complete two Performance/Assessment reports during the simulation. The first report will cover your performance assessment for "real" years 1-2. Don't forget that you are competing against other teams in the markets for sensors. The report should
Explain briefly your general business strategy
Summarize your R&D, Marketing, Production, and Finance strategies and decisions,
Assess your company's actual performance in the simulation against your pro forma expectations for the years addressed, and
Summarize your financial performance in terms of the measures included in the simulation, and calculations of WACC and value-based measures such as EVA and MVA.
Your report should present your analysis in reader-friendly format, with appropriate tables and a logical organization. In instances where you recognize significant deviations from your expected results, your report and subsequent decisions should reflect changes in your strategies and explain the reasons for such changes. You do not need to submit copies of your pro formas or your actual results, since those will be available from the Capsim web site.
The above requirements result in a paper not exceeding 8 single-spaced pages in length, including tables and the appendices for Report I. The format should fully communicate your assessment and strategy changes to the CEO and the board without the necessity for follow up questions.
1. Team Chester ’s General business strategy
Chester’s mission is to use continuous innovation to meets revolution in sensor technology and diversified demands from business customers to meet individual end users. Chester 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 stockouts, we add new products in both low tech and high tech segments. Each segment we will have 2 and even three products, which enable us to charge more flexible prices for wider range of demand in even one segments. And, also even more effeciveness 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 capacitites to ensure sufficient capacity and availability to meet the demands for sensor products, which can have large growth due to flucuation 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 seel 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 five products to acquire about 30% of market share for each segment and higher total Net Profit compared with other competitors.
2. Summarize Chester’s R&D, Marketing, Production, and Finance strategies and decisions
2.1. Some issues from Round 1
Low Contribution Margin
The contribution margins were all under 30%. Per Capsim, companies with a contribution margin of less than 30% may have difficulty maintaining long-term success.
We have considered this and re-examined the variable cost and/or the sale price. The variable costs (labor, material) are high and/or price may be too low, especially for high tech products. The main reason is we do not offer High tech products for round 1.
Stock Outs
All companies in Round 1 had no ending inventory. We understand that running out of inventory, it loses market share to competitors and/or misses the opportunity to sell more.
We have started with high Pfmn and good Size products, with average MTBF, we use one product for both segments in Round 1. We should have set higher price to get better margins.
Because in this Industry, we have six companies in the market, for the first Round, all have equal market shares, 1/6th or 16.7% of the total market size.
We could have produced all capacity with high quality products, and higher price to get better margins.
Also, our team have a small issue in making strategy. We hava fixed that from Round 2. Then, we are a strong team now. We will keep growing with above Vision and General Strategies. With broader range of products, with higher quality, stronger marketing, and promotion to gain higher contribution margins and higher net profits and total market shares.
We have added two products, HE_1 in high tech segment (Round 1) and LE_1 in low tech segment (Round 2). We will add two more products, HE_2 in high tech (Round 3) and LE_3 in low tech segment in Round 4. Then we will have better capacity to meet diversified demands from our customers.
We did notice that by some mistake, we did not add capacity for HE_1 in round 1, but we have fixed that from Round 2, so form Round 3 to later rounds, we can have more capacity and more products.
We also upgrade Automation of Able (LE_1) from 4 to 9 in first four rounds and HE_1 and HE_2 to 6 in first four rounds to cut cost and higher quality in later rounds to lead the game with higher product designs and qualities.
We often have board meeting before finalizing all decisions.
2.2. Chester Round 3’s key decisions
2.2.1. R&D
We can update Able and LE_2 to higher but do not have to do so, we can just keep that 6.8 and 13.2 to save cost. This is also the Ideal Spot for low tech product in Round 4. So, we can keep this product for next 2-3 rounds to save cost and still meet customer buying criteria.
This Age can be 3 years, so we have advantage. Also, keep MTBF at 17.000 not lower, because that gets 21% buying criteria.
We upgrade HE_1 to Round 3 ideal spot, and develop a new HE_2 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. Also, new HE_2 will be ready from April, this will have a long enough time (8 months) to sell new HE_2 products with ideal specifications.
2.2.2. Marketing
Last round 1, we do not know who remove Capacity for new HE_1 so we do not have capacity for this round. It is a pity. Mistake causes losing some sales and Net profit in Round 2. But we have better agreement in Management team right from now. We can fix that from Round 3 with meeting and stronger decicions for Round 3 and later rounds.
For Round 3, we estimate demands for Able (LE_1) and also try to increase A/R to 46 days to increase demands.
Also, we increase Advertisement and Promotion for HE_2 and LE_2, to increase demand close to full production capacity. This is quite risky but we are having high products specification, to Ideal Spots so we can expect higher demands.
2.2.3. Production.
For Round 2. We do not have capacity for HE_1 and LE_2.
For Round 3. We try to coordinate both R&D, Marketing and Production so that we can produce at as close to full capacity as possible to gain economy of scale.
We have also added 300 unit capacity for 4th product, HE_2 and also increase automation to 6 for 2 low tech products and 4.0 for 2 high tech products. This also the limit Investment budget.
We will add one more LE_3 product in Round 4, depends on market growth and competitions, also results for Round 3.
2.2.4. Finance
We still need investment for automation, and adding more capacities for HE_1, LE_2 and HE_2, so we get max long term debts of 9.452 and max stock issue of 10.057 so we get estimated cash in hand of 12.040 at the end of Round 3.
3. Assessment of Chester's actual performance in the simulation against Proforma expectations for the years 1 and 2
3.1. Round 1 and Round 2 results analysiz
We earned 5 stars for Round 2, because:
- Contribution margin over 30%
- Zero emergency loan
- For total units across entire product line: satisfy at least 95% of demand for their products and can not carry more than 90 days of inventory.
- Increase in stock price over last year and
- Profit greater than zero
For PROFITS : Chester’s profits were $ 4,759,448. We do not expect high profit for first 3 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 CONTRIBUTION MARGINS: Chester also earned one star because your corporate contribution margin is 34.8%. We have good margins. We are getting good returns on sales.
For EMERGENCY LOANS: We earned one star, because we avoided an emergency loan. 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.
For INVENTORY: We earned one star for Roun 2 inventory position. 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 avoided stock out successfully. At some point inventories become excessive. A good benchmark would be, "inventory levels should not exceed 60 days (two months) of Sales." We will keep track of this in later rounds.
For STOCK PRICE: We earned one star in Round 2 because Chester’s stock price rose last year by $ 3.67. 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.
4. Summarize Chester’s Financial performance
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 Proit, hight Contribution margins than most competitors.
We also ave good sales and market shares, and will increase higher in later rounds.
For Round 3, this is also a round of upgrade and expansion, we still keep net profit incrasing but not maximizing, which we will do in Round 5-8 later.
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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.
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