Strategic Management Process/Vision, Mission, Goals and Objectives

Strategic Management Process/Vision, Mission, Goals and Objectives Simulation To begin" rel="nofollow">in the MGT599 SLP sequence, you first need to first run the simulation usin" rel="nofollow">ing the Default Decisions. In other words, use the prices and R&D percentages that are already there (do not change any decisions made by Joe Thomas). Capture or collect the results for each product (X5, X6, and X7) for each year that you run the simulation. Copy (usin" rel="nofollow">ing Excel, by hand, or some other method) the fin" rel="nofollow">inancial results and marketin" rel="nofollow">ing results, as well as the in" rel="nofollow">information provided by your Advisor. REQUIRED READING: Read the followin" rel="nofollow">ing scenario carefully before you proceed: SCENARIO It is December 15, 2015. Joe Thomas, the VP of Marketin" rel="nofollow">ing at Clipboard Tablet Co., is smugly pattin" rel="nofollow">ing himself on the back for how well he has done with pricin" rel="nofollow">ing and product development on the three products, X5, X6, and X7. Of course, Joe knows his strategy was not creative at all – i.e., he did not change any prices or R&D allocations over the four-year period (actually six years, countin" rel="nofollow">ing 2010 and 2011). But he is certain" rel="nofollow">in that he really did not need to change anythin" rel="nofollow">ing anyway, and that his overall performance is proof of his good work. Sally Smothers, the CEO of Clipboard Tablet Co., knows better, and she fires Joe (but why did she wait so long?). You are hired to replace Joe. And now, here you are, on Dec. 15, 2015, as the V.P. of Marketin" rel="nofollow">ing of the Clipboard Tablet Co. You are ready to move the company ahead in" rel="nofollow">into 2016. Your boss, Sally Smothers, expects you to make in" rel="nofollow">intelligent and in" rel="nofollow">informed product development and pricin" rel="nofollow">ing decisions (after all, you are an MBA). Session Long Project Write a 6- to 7-page paper (not in" rel="nofollow">includin" rel="nofollow">ing cover and reference pages), usin" rel="nofollow">ing Sally’s in" rel="nofollow">instructions, which follow: Sally asks you to review the past four to six years to see what was goin" rel="nofollow">ing on in" rel="nofollow">in terms of product development, sales, pricin" rel="nofollow">ing, and performance. You collect all of the data and write a report (your report is due on Sally's desk by January 2, 2016). Usin" rel="nofollow">ing the default decisions (i.e., make no changes within" rel="nofollow">in the simulation), analyze Joe Thomas's decisions and results, and then write the report that Sally is requestin" rel="nofollow">ing. Access the simulation site and collect the data for each year (or you can download a copy of it - see below). Determin" rel="nofollow">ine where you believe Joe went wrong, and propose a new strategy. Support your revised strategy usin" rel="nofollow">ing fin" rel="nofollow">inancial analysis and relevant busin" rel="nofollow">iness theories. KEYS TO THE ASSIGNMENT: The key aspects to this assignment that are required to be covered in" rel="nofollow">in your paper in" rel="nofollow">include: A review of each product – X5, X6, and X7 – its life cycle, and how each product stacks up in" rel="nofollow">in terms of price and performance. Fin" rel="nofollow">inancial review for each product – X5, X6, and X7 – sales, costs, profitability, prices, unit margin" rel="nofollow">ins, etc. Market review: New Sales, Repeat Sales, Market Saturation, etc. Propose an alternate strategy: A general idea of how you might do better with these products: what pricin" rel="nofollow">ing and R&D allocations, etc., you would have put in" rel="nofollow">in place over the last four years, 2012 – 2015. In short, what would you have done differently than Joe Thomas at each decision poin" rel="nofollow">int? Be specific! SLP Assignment Expectations Your paper will be evaluated usin" rel="nofollow">ing the gradin" rel="nofollow">ing rubric. TIPS AND SUGGESTIONS: Please note the followin" rel="nofollow">ing tips and suggestions: Include a cover page and reference page, in" rel="nofollow">in addition to the 6-7 pages of written analysis described above. Use section headin" rel="nofollow">ings as appropriate. Use graphs, charts, or figures strategically – but do not use these as "space fillers." Include large tables or graphics in" rel="nofollow">in an Appendix in" rel="nofollow">instead. Cite and reference all sources that you use in" rel="nofollow">in your work, in" rel="nofollow">includin" rel="nofollow">ing those that you paraphrase. This means in" rel="nofollow">include citations and quotation marks for direct quotes, and citations for that in" rel="nofollow">information which you have "borrowed" or paraphrased from other sources. Follow TUI Guidelin" rel="nofollow">ines for well-written papers. NOTE: Throughout the SLP sequence, you will be asked to make busin" rel="nofollow">iness decisions under conditions of in" rel="nofollow">incomplete in" rel="nofollow">information and uncertain" rel="nofollow">inty. To do so effectively, you will need to make assumptions based on what you have learned throughout the MBA program as it relates to the ways in" rel="nofollow">in which markets operate. To this extent, you need to rely on models, fin" rel="nofollow">inancial analysis, and theories from such classes as Organization Behavior, Economics, Fin" rel="nofollow">inance, Accountin" rel="nofollow">ing, and Marketin" rel="nofollow">ing. In addition, the simulation will give you some additional market in" rel="nofollow">information as you progress. Be sure that you draw explicitly on concepts and theories from the courses you have taken throughout the MBA program. That means you must "thin" rel="nofollow">ink like an MBA" and use the various data you are given. You will have to crunch the numbers and present your data analysis professionally by creatin" rel="nofollow">ing some simple tables, charts, and graphs.