Economics & Management Decisions – UPES Solved Assignment
Assignment 1 – Economics & Management Decisions
Consider a scenario where a new technology disrupts the market for a traditional product, such as the introduction of electric vehicles impacting the market for gasoline-powered cars. Using the concepts of demand and supply analysis, analyze the potential effects of this technological innovation on the equilibrium price and quantity in the market for the traditional product.
Assignment 2 – Economics & Management Decisions
Let’s consider a hypothetical manufacturing company, XYZ Widgets Inc., which produces widgets. Initially, the company operates at a small scale, producing 1,000 widgets per month. The total monthly cost (TC) for producing 1,000 widgets is $20,000. This yields an average cost (AC) of $20 per widget.
As XYZ Widgets Inc. expands its production scale, it experiences economies of scale due to factors such as specialization, bulk purchasing discounts, and more efficient use of machinery. Let’s assume that as the company increases its output to 2,000 widgets per month, its total monthly cost decreases to $35,000. Analyze cost according to Economies of Scale.
Financial Management – UPES Solved Assignment
Assignment 1 | Financial Management
The summarized balance sheet of C.B. Ltd. on March 31, 2022 is provided below:
Liabilities | Amount (Rs) | Assets | Amount (Rs) |
Equity capital | 2,00,000 | Fixed assets | 1,40,000 |
Reserves and surplus | 30,000 | Cash | 12,000 |
Sundry creditors | 70,000 | Debtors | 93,000 |
Inventories | 55,000 | ||
| 3,00,000 |
| 3,00,000 |
Other information:
Sales 2,60,000
(-) Cost of goods sold (1,80,000)
Gross profit 80,000
(-) Administration and other expenses (62,500)
Net profit 17,500
You are required to compute the following ratios:
Note: Proper calculations are required in all ratios, and you can make the necessary assumptions.
Assignment 2 | Financial Management
In this assignment, you will explore the significance of working capital in a firm’s liquidity and profitability. You will analyze how effective management of working capital impacts a firm’s financial stability and growth. By the end of this assignment, you will have a deeper understanding of the role of working capital in ensuring the firm’s success.
Instructions
Introduction
Working Capital Definition and Components
Role of Working Capital in Firm’s Liquidity
Role of Working Capital in Firm’s Profitability
Case Study Analysis
Conclusion
Note: Your assignment will be evaluated based on the following criteria:
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Operations Management – UPES Solved Assignment
Assignment 1 Operations management
The data of demand for a product for the previous 24 months is presented in the graph below.
Assignment 2 – Operations & Material Management
A spare part in a manufacturing company is vital for operations. However, the part is very costly and being an imported part, its lead-time is a couple of months. The life of this part, when put to use, has been observed from 3 months to 18 months. The company has faced tremendous losses in recent past because of unavailability of this part in time. As a materials manager, how will you deal with the inventory management of this part? What type of inventory control system you would like to use for this part?
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Marketing Management – UPES Solved Assignment
Assignment 1 – Marketing Management
Assignment 1: Delivering Customer Value
Instructions:
In this assignment, you will assume the role of a marketing manager for a fictional company, “Tech-Rev,” which specializes in consumer electronics. Your task is to develop a comprehensive plan for delivering exceptional customer value in a highly competitive market.
Background:
Tech-Rev has been facing stiff competition in the consumer electronics market. While the company produces high-quality products, customer loyalty has been decreasing, and market share is eroding due to intense competition from other brands. The company’s leadership has recognized the need to refocus on delivering exceptional customer value as a key differentiator.
Assignment Task:
Your assignment is to outline a strategy for Tech-Rev to deliver superior customer value in a way that not only retains existing customers but also attracts new ones. The plan should encompass various aspects, including product development, marketing, customer service, and post-purchase support.
Key Components of the Assignment:
Submission Instructions:
Grading Criteria:
Your assignment will be evaluated based on the thoroughness of your plan, the creativity and effectiveness of your strategies, and your ability to demonstrate how TechRev can successfully deliver customer value in a highly competitive market.
Assignment 2 – Marketing Management
Assignment 2: Relationship Marketing
Instructions:
In this assignment, you will explore the concept of relationship marketing and its application in a practical context. You will assume the role of a marketing consultant for a real-world client and provide recommendations on how to enhance their relationship marketing efforts.
Background:
Your client is “Green-Life Grocery,” a mid-sized, eco-conscious grocery store known for its organic products and commitment to sustainable practices. The company has a loyal customer base but is facing growing competition from larger grocery chains. They are seeking to strengthen customer relationships to retain existing customers and attract new ones.
Assignment Task:
Your task is to develop a relationship marketing plan for Green-Life Grocery. Your plan should focus on enhancing customer loyalty and satisfaction by leveraging relationship marketing principles.
Key Components of the Assignment:
Submission Instructions:
Grading Criteria:
Your assignment will be assessed based on the thoroughness and practicality of your relationship marketing plan, the creativity of your recommendations, and your ability to demonstrate how GreenLife Grocery can build stronger relationships with its customers in the competitive grocery market.
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Quantitative Techniques for Management Applications – UPES Solved Assignment
Assignment 1 | Quantitative Techniques for Management Applications
Forecasting
The Akron Zoological Park
During the late 1980s, global changes in consumer preferences for radial tires, inflation, and changes in governmental priorities, almost resulted in the permanent closing of the Akron Children’s Zoo. Lagging attendance and a low membership level did not help matters. Faced with uncertain prospects, the city of Akron opted out of the zoo business. In response, the Akron Zoological Park was organized as a corporation to operate the zoo under contract with the city.
Annual Attendance at the Akron Zoological Park
|
| Admission Fee ($) | ||
Year | Total Persons | Adult | Child | Group |
1998 | 117,874 | 4.00 | 2.50 | 1.50 |
1997 | 125,363 | 3.00 | 2.00 | 1.00 |
1996 | 126,853 | 3.00 | 2.00 | 1.50 |
1995 | 108,363 | 2.50 | 1.50 | 1.00 |
1994 | 133,762 | 2.50 | 1.50 | 1.00 |
1993 | 95,504 | 2.00 | 1.00 | .50 |
1992 | 63,034 | 1.50 | .75 | .50 |
1991 | 63,853 | 1.50 | .75 | .50 |
1990 | 61,417 | 1.50 | .75 | .50 |
1989 | 53,353 | 1.50 | .75 | .50 |
To be successful, the zoo must maintain its image as a quality place for its visitors to spend their time. Its animal exhibits are clean and neat. The animals, birds, and reptiles look well cared for. As resources become available for construction and continuing operations, the zoo also keeps adding new exhibits and activities. The independent organization’s efforts seem to be working, because attendance increased from 53,353 in 1989 to an all-time record of 133,762 in 1994.
Due to its northern climate, the zoo’s open season lasts from mid-April until mid-October. It reopens for 1 week at Halloween and for the month of December. Zoo attendance depends largely on the weather. For example, attendance was down during the month of December 1995, which established many local records for the coldest temperature and the most snow. Variations in weather also affect crop yields and prices of fresh animal foods, thereby influencing the costs of animal maintenance.
In normal circumstances, the zoo may be able to achieve its target goal and attract an annual attendance equal to 40% of its community. Akron has not grown appreciably during the past decade. But the zoo became known as an innovative community resource, and as indicated in the table, annual paid attendance has doubled. Approximately 35% of all visitors are adults. Children account for one half of the paid attendance. Group admissions remain a constant 15% of attendance.
The zoo does not have an advertising budget. To gain exposure in its market, it depends on public service announcements, the zoo’s public television series, and local press coverage of its activities. Many of these activities are only a few years old and are a strong reason why attendance has increased.
Although the zoo is a nonprofit organization, it must ensure that its income sources equal or exceed operating and physical plant costs. Its continued existence remains totally dependent on its ability to generate revenues while reducing its expenses.
Assignment Description
In this assignment, you will analyze the revenue generation and cost management strategies of the Akron Zoological Park. The zoo faced significant challenges in the late 1980s but managed to turn its fortunes around through innovative approaches. Your task is to evaluate the factors influencing the zoo’s attendance, revenue sources, and cost management practices.
Instructions
Introduction
Factors Influencing Attendance
Revenue Generation
Cost Management
Financial Performance
Conclusion
Note: Your assignment will be evaluated based on the following criteria:
Assignment 2 | Quantitative Techniques for Management Applications
The North-South Airline
In 2002, Northern Airlines* merged with Southeast Airlines to create the fourth-largest U.S. carrier. The new North-South Airline inherited both an aging fleet of Boeing 737–200 aircraft and Stephen Ruth. Ruth was a tough former secretary of the navy who stepped in as the new president and chairman of the board.
Ruth’s first concern in creating a financially solid company was maintenance costs. In the airline industry, it was commonly believed that maintenance costs rise with the age of the aircraft. Ruth quickly noticed that, historically, there had been a significant difference in reported B737–200 maintenance costs (from ATA Form 41s) both in the airframe and engine areas between Northern Airlines and Southeast Airlines, with Southeast having the newer fleet.
On November 12 2002, Ruth assigned Peg Young, Vice President for operations and maintenance, to study the issue. Specifically, Ruth wanted to know the following:
(1) Whether the average fleet age was correlated to direct airframe maintenance costs, and
(2) Whether there was a relationship between the average fleet age and direct engine maintenance costs.
Young was expected to report back with the answer, along with quantitative and graphical descriptions of the relationship, by November 26 2002.
First, Young had her staff construct the average age of Northern and Southeast B737-200 fleets, by quarter, since the introduction of the aircraft to service by each airline in late 1994 and early 1995. Each fleet’s average age was calculated by first multiplying the total number of calendar days that each aircraft had been in service at the pertinent point in time by the average daily utilization of the respective fleet to the total fleet hours flown. The total number of fleet hours flown was then divided by the number of aircraft in service at that time, giving the age of the “average” aircraft in the fleet.
The average utilization was found by taking the actual total fleet hours flown on September 30 2001, from Northern and Southeast data, and dividing it by the total days in service for all aircraft at that time. The average utilization for Southeast was 8.3 hours per day, and the average utilization for Northern was 8.7 hours per day. Because the available cost data were calculated for each yearly period ending at the end of the first quarter, the average fleet age was calculated at the same points in time.
The fleet data is shown in the following table. Airframe cost data and engine cost data are both shown paired with the average fleet age.
Northern Airlines Data South-east Airlines Data
Year | Airframe cost per aircraft | Engine Cost per aircraft | Average age hours | Airframe cost per aircraft | Engine Cost per aircraft | Average age hours |
1995 | $51.80 | $43.49 | 6512 | $13.29 | $18.86 | 5107 |
1996 | 54.92 | 38.58 | 8404 | 25.15 | 31.55 | 8145 |
1997 | 69.70 | 51.48 | 11077 | 32.18 | 40.43 | 7360 |
1998 | 68.90 | 58.72 | 11717 | 31.78 | 22.10 | 5773 |
1999 | 63.72 | 45.47 | 13275 | 25.34 | 19.69 | 7150 |
2000 | 84.73 | 50.26 | 15215 | 32.78 | 32.58 | 9364 |
2001 | 78.74 | 79.60 | 18390 | 35.56 | 38.07 | 8259 |
Dates and names of airlines and individuals have been changed in this case to maintain confidentiality. The data and issues described here are actual.
DISCUSSION QUESTION
Prepare Peg Young’s response to Stephen Ruth
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