Tactical Plan | ||||||
Quarter 1 | Quarter 2 | Quarter 3 | Quarter 4 | Quarter 5 | Quarter 6 | |
Segments Targeted | Workhorse Mercedes Traveler | Workhorse Mercedes | Workhorse Mercedes | Workhorse Mercedes | None | None |
Number of New Brands | 2 | 0 | 2 | 2 | 0 | 0 |
Names of New Brands | Hope mini Hope | mini H2 Hope2 | H3 mh3 | |||
Brands for Sale & Price | Hope (3500) mini Hope (3000) | mini H2 (3000) Hope2 (3500) | mini H2 (3650) Hope2 (3950) H3 (4250) mh3 (3750) | |||
Average Selling Price | 0 | 3,306 | 3,423 | 3,979 | 0 | 0 |
Brand Feature R&D Projects | None | None | None | Touch screen Long-life (laptop) | None | None |
Brand Feature R&D Expense | 0 | 0 | 0 | 378,383 | 0 | 0 |
Advertising Budget | 0 | 141,206 | 95,724 | 209,697 | 0 | 0 |
Web Marketing Budget | 0 | 0 | 33,000 | 126,000 | 0 | 0 |
Sales Offices Opened | Shanghai-APAC | Chicago-NORAM | None | Paris-EMEA | None | None |
Sales Office Expense | 260,000 | 380,000 | 220,000 | 600,000 | 0 | 0 |
Web Centers Opened | Chicago-NORAM | None | None | None | None | None |
Web Center Expense | 200,000 | 160,000 | 160,000 | 160,000 | 0 | 0 |
Number of Office Sales People | 0 | 6 | 8 | 8 | 0 | 0 |
Unit Demand per Office Sales Person | 0 | 5 | 19 | 50 | 0 | 0 |
Number of Web Sales People | 0 | 2 | 3 | 3 | 0 | 0 |
Unit Demand per Web Sales Person | 0 | 3 | 10 | 50 | 0 | 0 |
Projected Demand | 0 | 36 | 183 | 550 | 0 | 0 |
Revenue from Unwanted Inventory | 0 | 0 | 44,370 | 0 | 0 | 0 |
Projected Revenue | 0 | 119,000 | 670,870 | 1,388,671 | 0 | 0 |
Cost of Goods Sold | 0 | 69,184 | 468,587 | 432,147 | 0 | 0 |
Factory Worker Compensation | 0 | 33,138 | 33,138 | 22,066 | 0 | 0 |
Average Sales Person Compensation | 0 | 46,394 | 36,777 | 25,870 | 0 | 0 |
Sales Force Salaries | 0 | 92,788 | 101,137 | 71,143 | 0 | 0 |
Cost to Hire and Lay Off Sales People | 0 | 60,415 | 19,315 | 0 | 69,904 | 0 |
Total Sales Force Expense | 0 | 153,203 | 120,452 | 71,143 | 69,904 | 0 |
Addition to Fixed Capacity | 25 | 25 | 0 | 0 | 0 | 0 |
Investment in Fixed Capacity | 600,000 | 600,000 | 0 | 0 | 0 | 0 |
Available Fixed Capacity | 0 | 1,625 | 3,250 | 3,250 | 3,250 | 3,250 |
Starting Inventory | 0 | 0 | 75 | 73 | 0 | 0 |
Unwanted Inventory | 0 | 0 | 65 | 0 | 0 | 0 |
Production Volume | 0 | 111 | 246 | 276 | 0 | 0 |
Available Inventory | 0 | 111 | 256 | 349 | 0 | 0 |
Ending Inventory | 0 | 75 | 73 | 0 | 0 | 0 |
Lost Sales | 0 | 0 | 0 | 201 | 0 | 0 |
Average Unit Production Cost | 0 | 1,911 | 1,884 | 1,066 | 0 | 0 |
Total Production Cost | 0 | 212,104 | 463,573 | 294,216 | 0 | 0 |
% Lost Capacity Due to Employee Morale | 30 | 15 | 17 | 17 | 0 | 0 |
Operating Capacity to Satisfy Production Volume | 0 | 131 | 298 | 333 | 0 | 0 |
Total R&D Cost | 120,000 | 0 | 120,000 | 498,383 | 0 | 0 |
Conventional Bank Loans | 0 | 0 | 0 | 0 | 0 | 0 |
Emergency Loan | 0 | 162,240 | 193,722 | 0 | 0 | 0 |
Total Debt Level | 0 | 162,240 | 193,722 | 0 | 0 | 0 |
Equity Investment | 2,000,000 | 3,000,000 | 4,000,000 | 8,000,000 | 0 | 0 |
Total Assets | 1,420,000 | 1,317,921 | 1,262,907 | 3,734,713 | 0 | 0 |
1,212,718Orders
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