How should a company set prices initially for products or servicesSameer Mathur
Developing pricing strategy and programs_chapter_13 of book "A south Asian perspective: Marketing Management" by Philip kotler, Kevin Lane keller, Abraham koshy, and Mithileshwar jha.
How should a company set prices initially for products or servicesSameer Mathur
Developing pricing strategy and programs_chapter_13 of book "A south Asian perspective: Marketing Management" by Philip kotler, Kevin Lane keller, Abraham koshy, and Mithileshwar jha.
Glo-Bus Winning Strategy: The tested Strategy to Win Glo-busAmi Sampath
A concise presentation on glo-bus winning strategy, which includes some glo-bus simulation tips for those who are taking up the glo-bus business strategy game. Glo-bus business strategy game demystified is an ebook consist of some valuable glo-bus simulation cheats and tactics to win the game with a minimum effort.
FijiFoto GLO-BUS Presentation MBA 2014 @ USP FijiStuart Gow
GLO-BUS is a completely online exercise where teams of students run a digital camera company in head-to-head competition against companies run by other class members. Company operations parallel those of actual digital camera companies. Just as in the real-world, companies compete in a global market arena, selling digital cameras in four geographic regions—Europe-Africa, North America, Asia-Pacific, and Latin America.
Company co-managers must make decisions relating to R&D, component usage, camera performance, product line breadth, p roduction operations, work force compensation, outsourcing, pricing, sales and marketing, finance, and corporate citizenship and social responsibility. The challenge is to craft and execute a competitive strategy that results in a respected brand image, keeps your company in contention for global market leadership, and produces good financial performance as measured by earnings per share, return on investment, stock price appreciation, and credit rating.
All aspects of the GLO-BUS business strategy game parallel the functioning of the real-world digital camera market, thus allowing you and your co-managers to (1) think rationally and logically in deciding what to do and (2) get valuable practice in making a variety of different business decisions under circumstances that mirror real-world competitive conditions.
Management Accounting Unit -3. B.Com(Hons) /B.Com/BBA/MBApdfUmakantAnnand
Management Accounting
B.Com (Hons.) Semester - 4th
Unit -3
University of Lucknow, Lucknow
Marginal Costing
Definition: Marginal Costing is a costing technique wherein the marginal cost, i.e. variable cost is charged to units of cost, while the fixed cost for the period is completely written off against the contribution.
The term marginal cost implies the additional cost involved in producing an extra unit of output, which can be reckoned by total variable cost assigned to one unit. It can be calculated as:
Marginal Cost = Direct Material + Direct Labor + Direct Expenses + Variable Overheads
Characteristics of Marginal Costing
1) Classification into Fixed and Variable Cost: Costs are bifurcated, on the basis of variability into fixed cost and variable costs. In the same way, semi variable cost is separated.
2) Valuation of Stock: While valuing the finished goods and work in progress, only variable cost are taken into account. However, the variable selling and distribution overheads are not included in the valuation of inventory.
3) Determination of Price: The prices are determined on the basis of marginal cost and marginal contribution.
4) Profitability: The ascertainment of departmental and product’s profitability is based on the contribution margin.
Features of Marginal Costing
1) Marginal Costing is a technique of decision making.
2) The total cost is classified into fixed and variable cost.
3) Fixed cost are ascertained separately and excluded from cost of production. The fixed costs are charged to Profit and loss account.
4) The stock of work in Progress and finished goods are valued at variable cost. Fixed cost will not be included in valuation of the stock.
5) Contribution is ascertained by reducing the variable cost from the selling price.
6) The profitability of products or process is determined on the basis of contribution.
7) Profit is ascertained by reducing the fixed cost from the contribution of all the products or departments or process or division etc.
8) The profitability of various levels of activity is ascertained by calculating cost volume profit relationship.
Facts Concerning Marginal Costing
1) Cost Ascertainment: The basis for ascertaining cost in marginal costing is the nature of cost, which gives an idea of the cost behavior, that has a great impact on the profitability of the firm.
2) Special technique: It is not a unique method of costing, like contract costing, process costing, batch costing. But, marginal costing is a different type of technique, used by the managers for the purpose of decision making. It provides a basis for understanding cost data so as to gauge the profitability of various products, processes and cost centers.
3) Decision Making: It has a great role to play, in the field of decision making, as the changes in the level of activity pose a serious problem to the management of the undertaking.
Complexity in business arises from the diversity of markets, customers, products, processes, components (parts or materials) and suppliers that a company chooses to deal with. Most managers recognise that complexity
comes at a cost - both in activities and overhead. But to be competitive, it is important to understand where and how the market rewards differentiation, and to root out all complexity that cannot be justified.
Complexity can hinder the performance of supply chains and the proliferation of products can lead to excessive set-ups and costs during manufacture.
Errors in forecasting can be magnified which may increase the chance of stock-outs and drive up the costs of distribution. But the answer is not to simply cull products indiscriminately from the range. Companies need to
balance the costs of complexity with how the market values variety.
Many low-volume products lose money after the associated costs of complexity are accounted for. And some products thought to be adding complexity are
quite profitable, because they generate high margins. It may appear tempting just to eliminate ‘the tail’ of the portfolio of products. But the answer lies in understanding the inter-dependencies within the portfolio and pinpointing the trade-offs between the requirements of the market, revenues, costs, and stakeholders' ambitions for growth. People from Marketing, Sales, Development, Supply Chain and Manufacturing have different perspectives on
what needs to be done. Only by collaborating can complexity be reduced and contained.
Reading a paper on Attribute Based Planning may sound boring but this is a very important concept to understand if you want to become more efficient in your supply chain planning. Basically, you will learn how to treat your products like diamonds. Now that doesn't sound very boring.
Bba501 & production and operations managementsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Glo-Bus Winning Strategy: The tested Strategy to Win Glo-busAmi Sampath
A concise presentation on glo-bus winning strategy, which includes some glo-bus simulation tips for those who are taking up the glo-bus business strategy game. Glo-bus business strategy game demystified is an ebook consist of some valuable glo-bus simulation cheats and tactics to win the game with a minimum effort.
FijiFoto GLO-BUS Presentation MBA 2014 @ USP FijiStuart Gow
GLO-BUS is a completely online exercise where teams of students run a digital camera company in head-to-head competition against companies run by other class members. Company operations parallel those of actual digital camera companies. Just as in the real-world, companies compete in a global market arena, selling digital cameras in four geographic regions—Europe-Africa, North America, Asia-Pacific, and Latin America.
Company co-managers must make decisions relating to R&D, component usage, camera performance, product line breadth, p roduction operations, work force compensation, outsourcing, pricing, sales and marketing, finance, and corporate citizenship and social responsibility. The challenge is to craft and execute a competitive strategy that results in a respected brand image, keeps your company in contention for global market leadership, and produces good financial performance as measured by earnings per share, return on investment, stock price appreciation, and credit rating.
All aspects of the GLO-BUS business strategy game parallel the functioning of the real-world digital camera market, thus allowing you and your co-managers to (1) think rationally and logically in deciding what to do and (2) get valuable practice in making a variety of different business decisions under circumstances that mirror real-world competitive conditions.
Management Accounting Unit -3. B.Com(Hons) /B.Com/BBA/MBApdfUmakantAnnand
Management Accounting
B.Com (Hons.) Semester - 4th
Unit -3
University of Lucknow, Lucknow
Marginal Costing
Definition: Marginal Costing is a costing technique wherein the marginal cost, i.e. variable cost is charged to units of cost, while the fixed cost for the period is completely written off against the contribution.
The term marginal cost implies the additional cost involved in producing an extra unit of output, which can be reckoned by total variable cost assigned to one unit. It can be calculated as:
Marginal Cost = Direct Material + Direct Labor + Direct Expenses + Variable Overheads
Characteristics of Marginal Costing
1) Classification into Fixed and Variable Cost: Costs are bifurcated, on the basis of variability into fixed cost and variable costs. In the same way, semi variable cost is separated.
2) Valuation of Stock: While valuing the finished goods and work in progress, only variable cost are taken into account. However, the variable selling and distribution overheads are not included in the valuation of inventory.
3) Determination of Price: The prices are determined on the basis of marginal cost and marginal contribution.
4) Profitability: The ascertainment of departmental and product’s profitability is based on the contribution margin.
Features of Marginal Costing
1) Marginal Costing is a technique of decision making.
2) The total cost is classified into fixed and variable cost.
3) Fixed cost are ascertained separately and excluded from cost of production. The fixed costs are charged to Profit and loss account.
4) The stock of work in Progress and finished goods are valued at variable cost. Fixed cost will not be included in valuation of the stock.
5) Contribution is ascertained by reducing the variable cost from the selling price.
6) The profitability of products or process is determined on the basis of contribution.
7) Profit is ascertained by reducing the fixed cost from the contribution of all the products or departments or process or division etc.
8) The profitability of various levels of activity is ascertained by calculating cost volume profit relationship.
Facts Concerning Marginal Costing
1) Cost Ascertainment: The basis for ascertaining cost in marginal costing is the nature of cost, which gives an idea of the cost behavior, that has a great impact on the profitability of the firm.
2) Special technique: It is not a unique method of costing, like contract costing, process costing, batch costing. But, marginal costing is a different type of technique, used by the managers for the purpose of decision making. It provides a basis for understanding cost data so as to gauge the profitability of various products, processes and cost centers.
3) Decision Making: It has a great role to play, in the field of decision making, as the changes in the level of activity pose a serious problem to the management of the undertaking.
Complexity in business arises from the diversity of markets, customers, products, processes, components (parts or materials) and suppliers that a company chooses to deal with. Most managers recognise that complexity
comes at a cost - both in activities and overhead. But to be competitive, it is important to understand where and how the market rewards differentiation, and to root out all complexity that cannot be justified.
Complexity can hinder the performance of supply chains and the proliferation of products can lead to excessive set-ups and costs during manufacture.
Errors in forecasting can be magnified which may increase the chance of stock-outs and drive up the costs of distribution. But the answer is not to simply cull products indiscriminately from the range. Companies need to
balance the costs of complexity with how the market values variety.
Many low-volume products lose money after the associated costs of complexity are accounted for. And some products thought to be adding complexity are
quite profitable, because they generate high margins. It may appear tempting just to eliminate ‘the tail’ of the portfolio of products. But the answer lies in understanding the inter-dependencies within the portfolio and pinpointing the trade-offs between the requirements of the market, revenues, costs, and stakeholders' ambitions for growth. People from Marketing, Sales, Development, Supply Chain and Manufacturing have different perspectives on
what needs to be done. Only by collaborating can complexity be reduced and contained.
Reading a paper on Attribute Based Planning may sound boring but this is a very important concept to understand if you want to become more efficient in your supply chain planning. Basically, you will learn how to treat your products like diamonds. Now that doesn't sound very boring.
Bba501 & production and operations managementsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
For Milestone Three, you drafted your campaign outline with your.docxAKHIL969626
For Milestone Three, you drafted your campaign outline with your final selection of the three to five digital tools that will be employed.
However, this outline is general in nature and not specific to the client in your campaign.
Please see the embedded Rubric for grading details.
Social Trends
You identify current social trends. You do not describe how the company should be communicating.
Target Audience
You did not identify the target audience, using clear and specific examples. You did not show how the digital tools can be used to reach the target audience.
Digital Tools
You recommend three to five digital tools for the digital campaign. You did not substantiate the recommendations with research.
Brand Imaging Strategies
You describe brand imaging strategies that can be employed. You di not use specific and relevant details. You did not develop an engaging theme.
Future Trends
You evaluate future trends and recommend how to engage upon these trends. You use research to substantiate your ideas.
Articulation of Response
Your submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy to read format. You did have APA style errors. Please see this link for reference: https://owl.english.purdue.edu/owl/resource/560/01/
You would benefit from contacting the Online Writing Center about the proper use of APA style. The SNHU Online Writing Center is staffed with writing coaches who can work one on one with you to guide the writing process. Simply:
• Click “Course Tools” from the main menu;
• Navigate to the Writing Center’s “Submit Your Paper for Written Feedback and Support” icon;
• Follow the instructions to be taken to the Paper Center;
• Upload your paper as a PDF.
You will receive feedback as a downloadable file in the Paper Center within 48 hours.
I would suggest you rework and resubmit this Milestone assignment.
Project Metrics, Monitoring, and Control
Module 5: Learning curves
Page 1 of 2PJM535 - Module 5: Learning curves
9/19/2016https://coursecms.csuglobal.edu/file/ed1d4003-dfb2-4a99-948f-6ddaedb0a255/1/production/PJM535_5/pjm535...
1. Theory of Learning Curves
Project management philosophy may state that experience curves are based on the old adage that “practice makes perfect.”
A service or product can always be made better and in less time in each succeeding attempt. In the 1960’s, true implications of
experience curves became evident. Companies such as Boston Consulting Group showed that each time cumulative production doubled,
the total manufacturing time and cost fell by a constant and predictable amount (Kerzner, 2009). Projects with repeatable processes
have the same effect, meaning product deliverables are met earlier and at less cost.
Today’s management often measures the profitability of a corporation as a function of market share. As the market share increases,
profitability will increase because of lower prod ...
Independent models validation and automationSohail_farooq
This deck describes our service approach for independent third party validation of risk and capital models, and automation of validation tests for 2nd and 3rd lines of defense.
The rest of this deck is organized as follows:
Independent validation and description of validation tests and reporting
Automation of validation tests and a case study on cost savings
Logistics and Transportation Plan for Chocolates from Switzerland to SingaporeSanket Golechha
B School presentation on Logistics and Transportation plan for Chocolates from Switzerland to Singapore.
If useful, do not forget to share and comment.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3. Learning from Mistakes
Concentrate on the value of the product for
pricing
Aggressive price cutting makes it difficult
to recover the costs
Fell a prey to Price war in the marketMistake
Learning
Application
3
Celfie
Cameras
Inc.
4. Best combination of alternatives should be
chosen after evaluation
Labour costs and its productivity have
direct implication on Profits
Improper cost benefit analysis of
compensation and laborMistake
Learning
Application
4
Learning from Mistakes
Celfie
Cameras
Inc.
5. Synchronization among different
departments
Cost Price Operating Losses
(High Marketing) (Price sensitive)
Ignoring the impact of Marketing
Expenditure on total costMistake
Learning
Application
5
Learning from Mistakes
Celfie
Cameras
Inc.
6. Product development should be gradual
and cost effective
Focus on the timeline for developing the
product
Drastic increase in P/Q rating in initial
stagesMistake
Learning
Application
6
Celfie
Cameras
Inc. Learning from Mistakes
7. In depth analysis of reports
Loss from Entry level product was offset by
Profit from Multi featured product
Overlooking the segregated profits of
product linesMistake
Learning
Application
7
Celfie
Cameras
Inc. Learning from Mistakes
8. Effective time management
Allocation of time to every department
Hasty decisionsMistake
Learning
Application
8
Celfie
Cameras
Inc. Learning from Mistakes
9. Effective sales forecast is the key to success
Make decision by strategy and not on
projection
Improper ForecastingMistake
Learning
Application
9
Celfie
Cameras
Inc. Learning from Mistakes
10. Clarity in vision and objectives
Revenue is not the only factor for
Company’s success
Too much focus on increasing RevenueMistake
Learning
Application
10
Celfie
Cameras
Inc. Learning from Mistakes
11. CSR helps the company to sustain in the
market and increase the brand image
Image rating plays a major role in market
position
Avoiding expenditure on Corporate Social
ResponsibilityMistake
Learning
Application
11
Celfie
Cameras
Inc. Learning from Mistakes
12. Other Learning
• Proper understanding of the Participation Guide
(PAT Training- diminishing )
• Business strategies should be inimitable
• Market dynamics - Adaptable strategy
• Team Work and co-ordination
• Efficient cash management- timely loan repayment
• Competitor Analysis
12
Celfie
Cameras
Inc.