Business and Management
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Comparing Payback Period and Discounted Payback Period – Neilsen Incorporated is switching from Payback Period
$3.00Comparing Payback Period and Discounted Payback Period – Neilsen Incorporated is switching from Payback Period to Discounted Payback Period for small dollar projects. The cut-off period will remain at 3 years. Given the following four projects cash flows and using a 10% discount rate, which projects that would have been accepted under Payback Period will now be rejected under Discounted Payback Period?
Cash Flows
Project One
Project Two
Project Three Project Four Initial cost $10,000 $15,000 $8,000 $18,000 Year One $4,000 $7,000 $3,000 $10,000 Year Two $4,000 $5,500 $3,500 $11,000 Year Three $4,000 $4,000 $4,000 $0 Comparing Payback Period and Discounted Payback Period – Mathew Incorporated is debating using Payback Period
$2.50Comparing Payback Period and Discounted Payback Period – Mathew Incorporated is debating using Payback Period versus Discounted Payback Period for small dollar projects. The Information Officer has submitted a new computer project of $15,000 cost. The cash flows will be $5,000 each year for the next five years. The cut-off period used by Mathew Incorporated is three years. The Information Officer states it doesn’t matter what model the company uses for the decision, it is clearly an acceptable project. Demonstrate for the IO that the selection of the model does matter!
Discounted Payback Period – Graham Incorporated uses discounted payback period for projects
$10.00Discounted Payback Period – Graham Incorporated uses discounted payback period for projects under $25,000 and has a cut off period of 4 years for these small value projects. Two projects, R and S are under consideration. The anticipated cash flows for these two projects are listed below. If Graham Incorporated uses an 8% discount rate on these projects are they accepted or rejected? If they use 12% discount rate? If they use a 16% discount rate? Why is it necessary to only look at the first four years of the projects’ cash flows?
Cash Flows Project R Project S Initial Cost $24,000 $18,000 Cash flow year one $6,000 $9,000 Cash flow year two $8,000 $6,000 Cash flow year three $10,000 $6,000 Cash flow year four $12,000 $3,000 Discounted Payback Period – Given the following four projects and their cash flows
$7.00Discounted Payback Period – Given the following four projects and their cash flows, calculate the discounted payback period with a 5% discount rate, 10% discount rate, and 20% discount rate. What do you notice about the payback period as the discount rate rises? Explain this relationship.
Projects A B C D Cost $10,000 $25,000 $45,000 $100,000 Cash Flow Year One $4,000 $2,000 $10,000 $40,000 Cash Flow Year Two $4,000 $8,000 $15,000 $30,000 Cash Flow Year Three $4,000 $14,000 $20,000 $20,000 Cash Flow Year Four $4,000 $20,000 $20,000 $10,000 Cash Flow year Five $4,000 $26,000 $15,000 $10,000 Cash Flow Year Six $4,000 $32,000 $10,000 $0 Payback Period – What are the Payback Periods of Projects E, F, G and H
$2.50Payback Period – What are the Payback Periods of Projects E, F, G and H? Assume all cash flows are evenly spread throughout the year. If the cut-off period is three years, which projects do you accept?
Projects E F G H Cost $40,000 $250,000 $75,000 $100,000 Cash Flow Year One $10,000 $40,000 $20,000 $30,000 Cash Flow Year Two $10,000 $120,000 $35,000 $30,000 Cash Flow Year Three $10,000 $200,000 $40,000 $30,000 Cash Flow Year Four $10,000 $200,000 $40,000 $20,000 Cash Flow year Five $10,000 $200,000 $35,000 $10,000 Cash Flow Year Six $10,000 $200,000 $20,000 $0 Payback Period – Given the cash flows of the four projects,
$2.50Payback Period – Given the cash flows of the four projects, A, B, C, and D, and using the Payback Period decision model, which projects do you accept and which projects do you reject with a three year cut-off period for recapturing the initial cash outflow? Assume that the cash flows are equally distributed over the year for Payback Period calculations.
Projects A B C D Cost $10,000 $25,000 $45,000 $100,000 Cash Flow Year One $4,000 $2,000 $10,000 $40,000 Cash Flow Year Two $4,000 $8,000 $15,000 $30,000 Cash Flow Year Three $4,000 $14,000 $20,000 $20,000 Cash Flow Year Four $4,000 $20,000 $20,000 $10,000 Cash Flow year Five $4,000 $26,000 $15,000 $0 Cash Flow Year Six $4,000 $32,000 $10,000 $0 Report on some key issues of Concord and Associates
$37.50Assignment brief
Please read the Case Study on Concord and Associates.
Emily Murray, Regional Sales Manager for Concord has asked you to prepare a report for her addressing some key issues she faces:
- There is little doubt that there are negative trends in the performance of one member of her sales team, Jose. Analyse the data in the case study to uncover the specific behaviours that contributed to his level of performance.
- Based on the information in the case, what strategy or approach does Jose appear to be taking when meeting with his customers?
- What reasons might Jose offer to dispute a negative annual performance appraisal? How might Emily respond to his comments?
- From the evidence in the case study, are any other salespeople who work for Emily having potential problems in performance areas? If so, what are they?
- Analyse several ratios discussed in the evaluation chapter to help you compare and contrast the six sales people managed by Emily. In what way are these ratios helpful in your evaluation?
- Write a short formal narrative (approximately 500 words) for Emily to give to Jose which evaluates his performance. Remember the importance of being factual and objective.
- What recommendations would you give to Emily for the future training and development of her team? Complete your report with a training plan, developed with priorities and timescales.
Your report should be approximately 3000 words in length. (Appendices, bibliography and executive summary are not part of the word limit and you are allowed +/- 10% on the word count).
All your recommendations should be clearly justified with reference to appropriate theory. It is also essential that you include an appendix containing a breakdown of the current sales force performance and use this to underpin the recommendations.
Marking Guide
70 – 100% Full analysis of key issues and set of justified recommendations, including sound theoretical underpinning with use of models and relevant examples, developed into a fully prioritised plan with timescales. A good range of reasoned outcomes in a well presented report. A comprehensive consideration of the personnel specification together with a reasoned identification of key skills.
60 – 69% Analysis of key issues may be limited but recommendations are justified, and there is some theoretical underpinning with use of models and relevant examples, developed into a prioritised plan with timescales. A sound range of reasoned outcomes in a well presented report. Good consideration of the personnel specification together with a reasoned identification of key skills.
50 – 59% Analysis of issues may be limited and recommendations are only partially justified. Some theoretical underpinning with use of models and relevant examples. Some development into a prioritised plan with timescales. A range of reasoned outcomes in a fairly well presented report. Consideration of the personnel specification and identification of key skills may only show partial reasoning.
40 – 49% Analysis of issues may be limited and recommendations will be only partially justified. Theoretical underpinning is basic with little use of models and relevant examples. Some attempt to develop a plan but may lack timescales. Consideration of the personnel specification and identification of key skills is basic and lacks some underpinning. May be an inadequately presented report.
20% to 39% Analysis of the issues is very limited and recommendations lack justification. Theoretical underpinning is minimal with little or no use of models and relevant examples. Poor attempt at developing a plan. Consideration of the personnel specification and identification of key skills is poor with no underpinning. May be a poorly presented report.
0 to 19% Lacks significant analysis or meaningful proposals. Undefined or absent plan. Very little or no support from theory and examples are poor or non-existent. Consideration of the personnel specification and identification of key skills is poor or absent and has no underpinning. Poorly presented and may not be in a report format.
Strategy and Positioning for a Pet Business
$30.00Use the product and organization you identified in your Week 3 Strategy and Positioning Paper.Write a 1,500- to 2,000- word paper that includes:
- A detailed description of the features of your product or service including how it solves the needs of your target market
- A description of how your marketing efforts will change with each phase in the product life cycle
- The packaging you will use for your product or service and how it will add value
- The appropriate pricing strategy for your product or service and the price you will set at launch
- The channels of distribution you will use to sell your product along with a description of how each channel partner will add value
Format your paper consistent with APA guidelines.
Product, Pricing, and Channel Paper: Pet Business
$20.00Use the product and organization you identified in your Week 3 Strategy and Positioning Paper.
Write a 1,500- to 2,000- word paper that includes:A
- Detailed description of the features of your product or service including how it solves the needs of your target market
- A description of how your marketing efforts will change with each phase in the product life cycle
- The packaging you will use for your product or service and how it will add value
- The appropriate pricing strategy for your product or service and the price you will set at launch
- The channels of distribution you will use to sell your product along with a description of how each channel partner will add value
Format your paper consistent with APA guidelines.
