Tag (SQ): Market share

Search 500 + past questions and counting.
Sort & Filter

Search

Filter by Professional Bodies

Filter by Subject

Filter by Topics

Filter by Levels

Explain four conditions for Horizon Tech to adopt a market skimming strategy successfully.

(a). Horizon Tech is a knowledge-based company and is known for its ability to manufacture innovative and new-to-the-market electronic products and sell them in specifically identified niche markets. The company follows a market skimming strategy to achieve its profitability objectives.

Required

 Explain four conditions which are essential for Horizon Tech to be able to successfully adopt its market skimming strategy.

(b). Unity Furniture Co. are manufacturers of a wide range of household furniture products used primarily by customers in the middle-income group.

Required

Identify four different types of conditions in which it would be advantageous for the firm to pursue a market penetration strategy.

Login or create a free account to see answers

Find Related Questions by Tags, levels, etc.

Report an error

You're reporting an error for "BMIS – L1 – QE4 – Pricing strategies"

Explain how BCG Matrix analyzes business portfolio and strategic options for SBUs.

16 Boston Consulting Group

The Boston Consulting Group (BCG) Matrix is a model which plots Strategic Business Units’ (SBUs) market growth and relative market share.

Many public sector organisations are now experiencing increasing levels of competition for the supply of their services. This competitive environment has resulted in the need for such public sector organisations to develop analytical techniques which previously operated mainly within the private sector.

Required:

(a) Explain how the BCG Matrix could be used to analyze, business portfolio and strategic options.

(b) Explain how a corporate parent can use envisioning and intervention as strategies for value creation for its Strategic Business Units.

Login or create a free account to see answers

Find Related Questions by Tags, levels, etc.

Report an error

You're reporting an error for "SCS – L3 – Q16- Internal analysis"

Analyze external forces, growth strategies, economic data, expansion plans, and share quotation methods for Ace Telecom Ltd.

1 Ace Telecom Limited
Case study: Ace Telecom Limited
Introduction
Ace Telecom Ltd. is a well-established company which is providing telecommunications services both nationally and internationally. Its business has been concerned with telephone calls, the provision of telephone lines and equipment, and private telecommunication networks. Ace Telecom Ltd. has supplemented these services recently by offering mobile phone, which is an expanding market worldwide.
The company maintains a diverse customer base, including residential users, multinational companies, government agencies and public sector organisations. The company handles approximately 100,000 million calls each working day, and employs nearly 140 personnel.

Strategic development
The Chairman of Ace Telecom Ltd. stated within its latest Annual Report that there were three main areas in which the company aimed to develop in order to remain a world leader in the telecommunications market. He believes that the three main growth areas reflect the evolving nature of the telecommunications market and will provide the scope for development.
The areas in which development is planned are:

  • expansion of the telecommunications business in the national and overseas markets, both by the company acting on its own and through partnership arrangements with other suppliers
  • diversification into television and multi-media services, providing the hardware to permit telephone shopping from home and broadcasting services
  • extension of the joint ventures and strategic alliances which have already been established with companies in Central Africa.
    The Chairman explained that the company is intent on becoming a world leader in communications. This will be achieved through maintaining its focus on long-term development by improving its services to customers, developing high quality up-to-date products and being innovative, flexible and market-driven. His aim is to deliver a world-class service at competitive cost.

Financial information
The following comparative statistics show extracts from the company’s financial performance in its national telecommunications market over the last two years:

 

Last year AC₵’000 Previous year AC₵’000
Revenue/Turnover 16,613 15,977
Profit before interest and tax 3,323 2,876
Capital employed 22,150 21,300

The company estimates its cost of capital to be approximately 18%.
The Chairman expressed satisfaction with the increase in turnover and stated that cost efficiencies were now being generated following the completion of a staff reduction programme. This would assist the company in achieving a target return on capital employed (ROCE) of 20% in this market over the next three years.

Business opportunities
The Chief Executive of Ace Telecom Ltd. has stated that the major opportunities for the company lie in the following areas:

  • encouraging greater use of the telephone
  • provision of advanced services, and research and development into new technology, including the internet and systems integration
  • the increasing freedom from government control of worldwide telecommunication services.
    An extensive television and poster advertising campaign has been used by the company. This was in order to penetrate further the residential market segment by encouraging greater use of the telephone with various charging incentives being offered to residential customers.
    To further the objective of increasing long-term shareholder value, the company is actively considering an investment of AC₵200 million in each of the next three years in new technology and quality improvements in its national market. Because of its specialist technical nature, the investment is not expected to have any residual value at the end of the three-year period.
    Following the investment, the directors of Ace Telecom Ltd. believe that its rate of profit before interest and tax to turnover in its national telecommunications market will remain constant. This rate will be at the same level as last year for each of the three years of the investment.

Markets and competition
The company is currently experiencing an erosion of its market share and faces increasingly strong competition in the mobile phone market. While Ace Telecom Ltd. is the leader in its national market, with an 85% share of the telecommunications business, it has experienced a reduced demand for the supply of residential lines in the last five years as competition has increased.
The market for the supply of equipment in the national telecommunications market is perceived to be static. The investment of AC₵200 million in each of the next three years is estimated to increase Ace Telecom Ltd.’s share of this market to a level of 95%. The full improvement of 10% is expected to be received by Ace Telecom Ltd. next year, and its market share will then remain at this level for the full three-year period. It is anticipated that unless further investment is made after the three-year period, Ace Telecom Ltd.’s market share will revert to its current level as a consequence of the expected competitive response.

Industry regulation
The government has established an industry regulatory organisation to promote competition and deter anti-competitive behaviour.
As a result of the activities of the regulator and aggressive pricing strategies, it is anticipated that charges to customers will remain constant for the full three-year period of the new investment.
All cash flows can be assumed to occur at the end of the year to which they relate. The cash flows and discount rate are in real terms.

Future outlook
The business still remains under family control, but the board is considering an expansion programme for which the family would need to raise AC₵200 million in equity or debt finance. One of the possible risks of expansion lies in the fact that the market for fixed telephone lines is falling. New income is being generated by expanding the product range to include mobile money transfer. The key to profit growth for Ace Telecom is the ability to generate sales growth, but the company recognizes that it faces stiff competition from large telecom companies in respect of the prices charged.
In planning its future, Ace Telecom is advised to look carefully at a number of external factors which may affect the business including government economic policy. In recent months the following information has been published in respect of key economic data.
(i) Bank base rate has been reduced from 22% to 20%, and the forecast is for a further 0.5% reduction within six months.
(ii) The annual rate of inflation is now 12%, down from 14% in the previous quarter, and 16% 12 months ago. No further falls in the rate are expected over the medium term.
(iii) Personal and corporate tax rates are expected to remain unchanged for at least twelve months.

Required:
(a) Explain the nature of the political, economic, social, and technological forces which will influence Ace Telecom Ltd. in developing its business and increasing its market share.
(b) Apply Ansoff’s Product/Market Growth matrix to assess the extent of the potential market development opportunities available to Ace Telecom Ltd.
(c) Explain the relevance of each of the items of economic data listed in the case to Ace Telecom Ltd.
(d) Explain whether Ace Telecom should continue with its expansion plans. Clearly justify your argument for or against the expansion.
(e) Outline FOUR (4) methods whereby Ace Telecom Ltd can obtain quotation for its share on the Accra Stock Exchange.

Login or create a free account to see answers

Find Related Questions by Tags, levels, etc.

Report an error

You're reporting an error for "L3- Q1 – Strategy, stakeholders and mission, Environment analysis"

Calculate NPV for Kumasi Motors Ltd's new product line, considering capital expenditure, market share, and opportunity costs over four years.

Kumasi Motors Ltd, a manufacturer of car accessories, is considering a new product line. This project would commence at the start of Kumasi Motors Ltd’s next financial year and run for four years. Kumasi Motors Ltd’s next year-end is 31st December 2005.

The following information relates to the project:
A feasibility study costing GH¢8 million was completed earlier this year but will not be paid for until March 20X6. The study indicated that the project was technically viable.

Capital expenditure
If Kumasi Motors Ltd proceeds with the project, it would need to buy new plant and machinery costing GH¢180 million to be paid for at the start of the project. It is estimated that the new plant and machinery would be sold for GH¢25 million at the end of the project.
If Kumasi Motors Ltd undertakes the project, it will sell an existing machine for cash at the start of the project for GH¢2 million. This machine had been scheduled for disposal at the end of 20X7 for GH¢1 million.

Market research
Industry consultants have supplied the following information:
Market size for the product is GH¢1,100 million in 20X5. The market is expected to grow by 2% per annum.

Market share projections should Kumasi Motors Ltd proceed with the project are as follows:

20X6 20X7 20X8 20X9
Market share 0.07 0.09 0.15

Subcontractors
Some of the work on the project would be performed by subcontractors who would be paid the following amounts:

Year 20X6 20X7 20X8 20X9
Payments to subcontractors (GH¢ million) 10 12 15 15

Fixed overheads
Incremental fixed overheads (all cash expenses) will be GH¢5 million in each of the four years of the project.

Labour costs
At the start of the project, employees currently working in another department would be transferred to work on the new product line. These employees currently earn GH¢3.6 million. An employee currently earning GH¢2 million would be promoted to work on the new line at a salary of GH¢3 million per annum. A new employee would be recruited to fill the vacated position.
As a direct result of introducing the new product line, employees in another department currently earning GH¢4 million would have to be made redundant at the end of 20X6 and paid redundancy pay of GH¢6 million at the end of 20X7.

Material costs
The company holds a stock of Material X which cost GH¢6.4 million last year. There is no other use for this material. If it is not used, the company would have to dispose of it at a cost to the company of GH¢2 million in 20X6. This would occur early in 20X6.
Material Z is also in stock and will be used on the new line. It cost the company GH¢3.5 million some years ago. The company has no other use for it, but could sell it on the open market for GH¢3 million early in 20X6.

Further information
The year-end payables are paid in the following year.
The company’s cost of capital is a constant 10% per annum.
It can be assumed that operating cash flows occur at the year-end.
Time 0 is 1st January 20X6 (t1 is 31st December 20X6, etc.)

Required
Calculate the net present value of the proposed new product line (work to the nearest million).

Login or create a free account to see answers

Find Related Questions by Tags, levels, etc.

Report an error

You're reporting an error for "FM – L2 – Q54 – Discounted Cash Flow"

Evaluate the performance of XYZ Group's three product segments using financial data and an analytical model.

It is now the end of Year 2. XYZ Group has three divisions, each producing and selling a different group of products. Information about the financial performance of each division/product group is as follows.

Segment A Year 1 Year 2 Year 3 (forecast)
GH¢000 GH¢000 GH¢000
Sales 8,000 8,323 8,741
Cost of sales 4,400 4,520 4,610
Gross profit 3,600 3,803 4,131
Transport costs 400 415 430
R&D expenditure low low Low
Market share 11% 10% 8%
Sales volume index 100 102 104

Segment B Year 1 Year 2 Year 3 (forecast)
GH¢000 GH¢000 GH¢000
Sales 10,000 11,220 12,600
Cost of sales 6,000 6,480 7,000
Gross profit 4,000 4,740 5,600
Transport costs 350 390 450
R&D expenditure high high high
Market share 27% 27% 27%
Sales volume index 100 110 121

Segment C Year 1 Year 2 Year 3 (forecast)
GH¢000 GH¢000 GH¢000
Sales 6,000 5,600 5,400
Cost of sales 3,900 4,080 4,210
Gross profit 2,100 1,520 1,190
Transport costs 360 476 540
R&D expenditure medium medium medium
Market share 20% 20% 20%
Sales volume index 100 107 114

Required:
Use this information to evaluate the performance of the three product groups. You should try to use an analytical model to support your financial analysis.

Login or create a free account to see answers

Find Related Questions by Tags, levels, etc.

Report an error

You're reporting an error for "MA – L2 – Q69 – Performance Analysis"

Suggest non-financial performance measures for service quality, marketing effectiveness, and personnel in a financial institution.

Suggest non-financial performance measurements for a financial institution under the following headings:

  • Service quality
  • Marketing effectiveness
  • Personnel

Login or create a free account to see answers

Find Related Questions by Tags, levels, etc.

Report an error

You're reporting an error for "MA – L2 – Q68 – Other aspects of performance measurement"

Evaluate financial performance of three divisions of XYZ Group using an analytical model, based on provided financial data for Years 1-3.

XYZ GROUP: FINANCIAL ANALYSIS
It is now the end of Year 2. XYZ Group has three divisions, each producing and selling a different group of products. Information about the financial performance of each division/product group is as follows.

Division A Year 1 Year 2 Year 3 (forecast)
Sales GH₵000 GH₵000 GH₵000
8,000 8,323 8,741
Cost of sales 4,400 4,520 4,610
Gross profit 3,600 3,803 4,131
Transport costs 400 415 430
R&D expenditure low low low
Market share 11% 10% 8%
Sales volume index 100 102 104

Division B Year 1 Year 2 Year 3 (forecast)
Sales GH₵000 GH₵000 GH₵000
10,000 11,220 12,600
Cost of sales 6,000 6,480 7,000
Gross profit 4,000 4,740 5,600
Transport costs 350 390 450
R&D expenditure high high high
Market share 27% 27% 27%
Sales volume index 100 110 121

Division C Year 1 Year 2 Year 3 (forecast)
Sales GH₵000 GH₵000 GH₵000
6,000 5,600 5,400
Cost of sales 3,900 4,080 4,210
Gross profit 2,100 1,520 1,190
Transport costs 360 476 540
R&D expenditure medium medium medium
Market share 20% 20% 20%
Sales volume index 100 107 114

Required:
Use this information to evaluate the performance of the three product groups. You should try to use an analytical model to support your financial analysis.

Login or create a free account to see answers

Find Related Questions by Tags, levels, etc.

Report an error

You're reporting an error for "MA – L2 – Q67 – Performance Analysis"

Oops!

This feature is only available in selected plans.

Click on the login button below to login if you’re already subscribed to a plan or click on the upgrade button below to upgrade your current plan.

If you’re not subscribed to a plan, click on the button below to choose a plan