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MGEA05H3 Study Guide - Midterm Guide: History Of Public Transport Ticketing In New South Wales, Matrix Multiplication, New Zealand

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ochregerbil241
31 Jan 2013
School
UTSC
Department
Economics for Management Studies
Course
MGEA05H3
Professor
Rob Beamish

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MGEA05H3 Full Course Notes
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MGEA05H3 Full Course Notes
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Document Summary

Winter midterm test information sheet: the mata32y winter midterm test is on saturday, february 9, Arriving early will ensure that you can begin the test on time. The actual time allowed for writing the test is 120 minutes and we begin 9:00 am. The value of the test is 20% of your entire course grade: the room allocation is based on the rst letter of your last name: N - z in room sw-143: you will need one hand-held calculator, but there are restrictions. Any calculator that does any of: graphing, matrix operations, numerical/symbolic di erentiation or integration is not allowed. Make sure you check your calculator keypad and manual to ensure that it does not preform any of these operations. If you bring to the test a calculator that does any of these operations, it will be detected, and you will be asked refrain from using it for the rest of the test.

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Related Questions

***Need response by Friday evening or Saturday at the latest!!! These are the details. That's all the instructions that came with the assignment. I'm not sure what else to post. I've got several responses requesting for details. This is it! I need the number portion completed where it says assignment. Please and thank you! This is my 4th time posting. No one has helped me. I followed all the 2 suggestions from the previous folks who offered pointers and still nothing. Someone please help! :(

Overview of the module requires that you run a simulation over an 18-year period, and that you analyze the outcome of the decisions you make at each decision point. In this course, we will be using the MIT Solar Power Pricing Simulation. Read the following introduction to the SunPower case: The Industry Evolution Management Flight Simulator portrays the growth and competition of firms as an industry evolves. Playing the role of chief executive for one of the firms in the industry, you make key decisions involving pricing, investment and marketing in order to succeed in the marketplace. This version of the simulator has been customized to portray the solar power industry, specifically SunPower and other manufacturers of photovoltaic panels (PVs). While historically the cost of electricity from PV panels has limited them to niche applications, there is massive potential for growth in the market if solar power could become a viable alternative to traditional sources of electricity. In the simulator, your job is to maximize SunPower's cumulative profit over a period of eighteen years. To do this, you make pricing and investment decisions each simulated time period. As a young company with a new innovation, you will start the game with a technology that you hope stays proprietary. In theory you can reap the benefits of technological advancements from the rest of the industry while spreading your advancements to them. In addition, you (or your administrator) have the option of setting several other competitive and market scenarios, including the sources and rates of learning, the strength of knowledge spillovers, entry of new competitors, and external incentives that help to drive consumers towards using solar power. You will receive periodic reports including your income statement and industry data. You need to select your strategies based on those reports, your understanding of the underlying industry structure, and your best judgment about how your competitor and customers may respond. Though the model has been carefully calibrated and tested, it is not designed to predict the future or exactly match the history and special circumstances of SunPower. Rather, it is used to illustrate competitive dynamics important not only in the photovoltaic panel industry but in other contexts you may face. Instead of merely "beating the game," focus on understanding the underlying industry structure so you can develop robust, successful strategies. *** Source: Sterman, J. (2014). Eclipsing the competition: The Solar PV industry simulation. Forio. Retrieved on November 23, 2014 from http://forio.com/simulation/solar-test/index.htm#page=market_research Be sure to review the SunPower case study, as it will provide you with background and context for the simulation: http://forio.com/simulation/solar-test/downloads/SunPower-Henderson.pdf Then, visit the simulation here: http://forio.com/simulation/solar-test/index.htm#page=market_research At the landing page, click on “Play as an INDIVIDUAL.” Then, choose a Screen ID and click “Submit.” Familiarize yourself with the simulation. This will require that you get an in-depth understanding of the terminology used in the simulation, as well as the pricing and cost structure of the product. As you begin this simulation (Year 1), your market share is only 2.40%. Your role with the company is to expand your company’s market share over the multi-year period of operations – while recognizing the highest possible cumulative profit. To do this, you must make favorable pricing decisions, and you must ensure that you are improving your product while simultaneously lowering unit costs. Product improvements are determined by the % of revenue allocated to process improvement (i.e., technological advancement = lower unit costs).

**Helpful link: Should you need to brush up on financial analysis, the following presentation provides a very good overview of financial statement analysis: http://vrpacioli.loyola.edu/ac102/chapter17/chapter17.ppt

**This is the piece below I need help with! Not the paper just the number portion of this assignment.

**Assignment Run the simulation, entering the following data into the simulation for each of four decision points (NOTE: Do not change the assumptions displayed in the “Settings” tab): 1) Decision 1: For Years 2008-2012

a) Pricing – Manual

b) Module Price - $0.15

c) Revenue to Process Improvement – 5%

d) Years to Advance – 5 years

2) Decision 2: For Years 2013-2017

a) Pricing – Manual

b) Module Price - $0.13

c) Revenue to Process Improvement – 5%

d) Years to Advance – 5 years 3) Decision

3: For Years 2018-2022

a) Pricing – Manual

b) Module Price - $0.11

c) Revenue to Process Improvement – 5%

d) Years to Advance – 5 years

4) Decision 4: For Years 2023-2025

a) Pricing – Manual

b) Module Price - $0.09

c) Revenue to Process Improvement – 5%

d) Years to Advance – To end At each of the four

(4) decision points above, you are required to analyze the impact of your Module Price on market share and total profits. You are also required to determine how process improvements reduce unit costs over time.

Instructions:

Be sure to copy tables and charts into your Word document to support your analysis. You may need to use Excel to edit the charts and tables.

The Most Stressful Conditions
How can effective choices be made when there is no time, when your employees, your company, and your community are in imminent danger? Decision making under these conditions takes on a different character, as shown in the response of Sidley Austin Brown & Wood to the tragic events of September 11, 2001.
The giant law firm was formed in May 2001 when Brown & Wood merged its Wall Street financial law offices with those of Chicago-based Sidley & Austin, corporate law specialists, creating the nation’s fourth-largest practice, with 1,400 lawyers worldwide. Many of the firm’s lawyers are headquartered in New York City, with 600 formerly housed at 1 World Trade Center on floors 52 to 57 and another 100 seven miles away in midtown Manhattan. On September 11, the first plane struck overhead. Workers noticed the explosion’s tremors and the smell of jet fuel. Director of Administration John Connelly asked workers to evacuate, helping the frightened and confused employees to the stairs. Being unaware of the extent of the danger, Connelly and others went from floor to floor to ensure that everyone was safely out, then left the building just as it collapsed. Only one company employee perished in the attack.
In the aftermath, with damaged facilities and workers in shock, Sidley Austin employees faced the most trying circumstances of their careers. When their attempts to contact the midtown building failed because cell phone towers had been destroyed, many employees walked to the site. At the midtown location, partner Alan S. Weil anticipated the need for additional office space and called his landlord, who granted immediate leases on two floors and also got another law firm to gibe up two newly leased floors. By the end of the day, hundreds of desks, computers, and cell phones were arriving, and contractors were installing computer cables. “It’s just amazing what you can get in New York overnight,” says partner Thomas R. Smith Jr. According to New York writer John Schwartz, “The normal rules of business engagement—deliberate negotiation, adversarial wrangling and jockeying for advantage—were swept away. The infamously in-your-face New York attitude was nowhere to be found.”
The partnership’s directors were supposed to meet in Los Angeles on September 12 but were stranded elsewhere as airlines ceased operations. The executives used conference call to begin “issue-spotting,” according ti Thomas Cole, partner. He explained, “The lawyers who assembled that day and in the days thereafter were people who had spent their entire working lives engaged in solving complex problems for clients.
…But that was under normal conditions. Would we succeed under the most stressful conditions…?” Issues involving people, insurance, and communications were complex; for example, the people issue covered such items as payroll continuity, trauma counseling, and safety and security. The organization pulled together—staffers from the Chicago headquarters drove all night to assist. When the firm’s backup data tapes needed transport from a New Jersey warehouse to Chicago, the storage companies offered to have their employees drive overnight because no planes were flying. Dennis J. O’Donovan, head of the firm’s technology section, says, “[Disaster recovery seminars] always prepare you for the worst—people not being available, people not being cooperative; the opposite has happened.”
On September 17, firm employees met, and partner Charles W. Douglas told the crowd, “The assets of the law firm are not the desks in the offices, the woodwork that’s on the walls or the paintings that are hung in the corridors. The assets of the law firm are its people.” Smith agreed, saying, “Being able to keep the business going is great, but it’s the people that count.” Employees and partners at Sidley Austin have taken on the added work with few complaints; many say that work is therapeutic. The lawyers have completed many financial deals on time, believing that it’s their patriotic duty to continue working as before. Employees claim that the tragedy drew them closer together, creating intimate friendships. Others are still suffering from stress, and some may choose paid disability leave, Nancy L, Karen, chief information officer, says the firm has learned a lot about crisis conditions. “We ought to be able to recover in less than a say next time,” she says, adding with a nervous laugh, “God forbid!” Perhaps Thomas Cole best asked…if the disaster has been a setback to the full realization of the anticipated benefits of our merger. I answer that “[b]because of the way few have risen to this challenge together, the most important yet most elusive goal in any merger integration, namely the creation of a true partnership, occurred overnight.”

References: “About Sidley,” “Our Offices,” “Our Practices,” Sidley Austin Brown & Wood website. www.sidley.com

Case Questions
1. Using the rational approach to decision making, describe the ways in which these crisis conditions affected each step of the decision-making process.

2. Based on your answer to question 1, what are some potential problems that firm should be aware of when they must make decisions during a crisis? What are some steps that firms can take to avoid those problems or to minimize their negative impact?

3. Due to the extraordinary circumstances in New York City during and just after September 11, many individuals and firms changed their behavior, acting more altruistically and ethically. In your opinion, why did this occur? Do you think the change is likely to endure for a long time, or is it only temporary?