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As vice president of sales for a rapidly growing company, you are grappling with the question of expanding the size of your direct sales force (from its current level of 60 national salespeople). You are considering hiring from 5 to 10 additional personnel. How would you estimate the additional dollar cost of each additional salesperson? Based on your company

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Related questions

A tire manufacturer studying this effectiveness of television advertising on the sales of its GRIPPER-brand tires attempted to fit the data it had gathered into an equation

R(x) = a0 + a1x + a2x 2 , where S is sales revenue in millions of dollars,

x is millions of dollars spent on television advertising and a0, a1, a2 are constants.

The data was gathered in two different regions of the country. The resulting equations are

Region 1: R1(x) = 30 + 20x + 0.4x 2

Region 2: R2(x) = 20 + 36x + 1.3x 2

The company wants to know how to make the best use of its advertising dollars in the regions and whether current allocations could be improved. Your job is to advise management about current advertising effectiveness, allocation of additional expenditures, and reallocation of current expenditures by answering the following questions.

1). Which region would benefit more, if either, from additional advertising expenditures at each of the above levels of expenditures? Justify your answer USING a MARGINAL RETURN ON SALES ANALYSIS.

2) Suppose money could be reallocated from Region 1 to Region 2 or vice-versa. At each of the above advertising allocation levels, explain what reallocation should be done, if any, to produce more sales revenue. [You don't need an exact dollar amount, just what should be done and why. MAKE SURE THAT YOU JUSTIFY YOUR WORK IN TERMS OF MARGINAL RETURN ON SALES ANALYSIS.]

At a planning meeting, Regional’s management team agreed that an acceptable cus- tomer service goal is to answer at least 85% of the incoming calls immediately. During the planning meeting, Regional’s vice president of administration pointed out that the data show that the average service rate for an agent is faster than the average arrival rate of the telephone calls. The vice president’s conclusion was that personnel costs could be mini- mized by using one agent and that the single agent should be able to handle the telephone reservations and still have some idle time. The vice president of marketing restated the importance of customer service and expressed support for at least two reservation agents. The current telephone reservation system design does not allow callers to wait. Callers who attempt to reach a reservation agent when all agents are occupied receive a busy signal and are blocked from the system. A representative from the telephone company suggested that Regional Airlines consider an expanded system that accommodates waiting. In the expanded system, when a customer calls and all agents are busy, a recorded message tells the customer that the call is being held in the order received and that an agent will be available shortly. The customer can stay on the line and listen to background music while waiting for an agent. Regional’s management will need more information before switching to the expanded system.

Managerial report

Prepare a managerial report for Regional Airlines analyzing the telephone reservation system. Evaluate both the system that does not allow waiting and the expanded system that allows waiting. Include the following information in your report:

1. A detailed analysis of the operating characteristics of the reservation system with one agent as proposed by the vice president of administration. What is your recom- mendation concerning a single-agent system?

2. A detailed analysis of the operating characteristics of the reservation sys- tem based on your recommendation regarding the number of agents Regional should use.

3. A detailed analysis of the advantages or disadvantages of the expanded system. Discuss the number of waiting callers the expanded system would need to accommodate.

4. This report represents a pilot study of the reservation system for the 10:00 a.m. to 11:00 a.m. time period during which an average of one call arrives every 3.75 minutes; however, the arrival rate of incoming calls is expected to change from hour to hour. Describe how your waiting line analysis could be used to develop a ticket agent staffing plan that would enable the company to provide different levels of staffing for the ticket reservation system at different times during the day. Indicate the information that you would need to develop this staffing plan.

1. When economists speak of "marginal," they mean
a. Opportunity.
b. Scarcity.
c. Incremental.
d. Unimportant.

2. Managers undertake an investment only if
a. Marginal benefits of the investment are greater than zero.
b. Marginal costs of the investment are greater than marginal benefits of the investment.
c. Marginal benefits are greater than marginal costs.
d. Investment decisions do not depend on marginal analysis.

3. A firm produces 500 units per week. It hires 20 full-time workers (40 hours/week) at an hourly wage of $15. Raw materials are ordered weekly, and they cost $10 for every unit produced. The weekly cost of the rent payment for the factory is $2,250. How do the overall costs break down?
a. Total variable cost is $17,000; total fixed cost is $2,250; total cost is $19,250.
b. Total variable cost is $12,000; total fixed cost is $7,250; total cost is $19,250.
c. Total variable cost is $5,000; total fixed cost is $14,250; total cost is $19,250.
d. Total variable cost is $5,000; total fixed cost is $2,250; total cost is $7,250.

4. Total costs increase from $1,500 to $1,800 when a firm increases output from 40 to 50 units. Which of the following is true if marginal cost is constant?
a. FC = $100
b. FC = $200
c. FC = $300
d. FC = $400

5. A manager of a clothing firm is deciding whether to add another factory in addition to one already in production. The manager would compare
a. The total benefits gained from the two factories to the total costs of running the two factories.
b. The incremental benefit expected from the second factory to the total costs of running the two factories.
c. The incremental benefit expected from the second factory to the cost of the second factory.
d. The total benefits gained from the two factories to the incremental costs of running the two factories.

6. A firm is thinking of hiring an additional worker to their organization who they believe can increase total productivity by 100 units a week. The cost of hiring him or her is $1,500 per week. If the price of each unit is $12,
a. The MR of hiring the worker is $1,500.
b. The MC of hiring the worker is $1,200.
c. The firm should not hire the worker since MB < MC.
d. All the above

7. A retailer has to pay $9 per hour to hire 13 workers. If the retailer only needs to hire 12 workers, a wage rate of $7 per hour is sufficient.
What is the marginal cost of the 13th worker?
a. $117
b. $9
c. $33
d. $84

8. If a firm's average cost is rising, then
a. Marginal cost is less than average cost.
b. Marginal cost is rising.
c. Marginal cost is greater than average cost.
d. The firm is making an economic profit.

9. After the first week of his MBA Managerial Economics class, one of your pharmaceutical sales representatives accuses you of committing the sunk-cost fallacy by refusing to allow him to reduce price to make what he considers to be a really tough sale. Which of the following suggests the sales representative may be right?
a. Most of the costs of drug development are sunk, not fixed.
b. Sales representatives are paid a sales commission on revenue, so they don't care about the costs of drug development.
c. Sales representatives don't worry that a low price today may make it more difficult for the company's other sales representatives to charge higher prices to their customers, tomorrow.
d. Sales representatives think only about one thing, sales.

10. A company is producing 15,000 units. At this output level, marginal revenue is $22, and the marginal cost is $18. The firm sells each unit for $48 and average total cost is $40.
What can we conclude from this information?
a. The company is making a loss.
b. The company needs to cut production.
c. The company needs to increase production.
d. Not enough information is provided.

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