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6. The ROCE ratio for Alexis plc can be analyzed into two elements for each of the year 2005 and 2006: ROCE= Net profit margin * Sales revenue to capital employed2005
3.36Though the business was more effective at generating sales (higher ratios of Sales revenue to capital employed) from2005 to 2006, the effectiveness to each sale (Net profit margin) has declined sharply. As a result, the 2006 ROCE was well below the 2005 value. Can we say that the real reason for the bad performance of 2006 is the low net profit margin? (20 points)
首先把题目中的几个专业术语说明一下:ROCE：Return on Capital Employed （资金占用投资回报率）Net Profit Margin：净利比Sales Revenue to Capital Employed:销售总额/资金占用比（通常是个倍数）Alexis Plc：某个企业名称 6.The ROCE ratio for Alexis plc can be analyzed into two elements for each of the year 2005 and 2006:Alexis plc 的资金占用投资回报率可以经由2005年和2006年的两个元素对比中进行分析：ROCE= Net profit margin * Sales revenue to capital employed% 10.8% 3.19% 1.8% 3.36Though the business was more effective at generating sales (higher ratios of Sales revenue to capital employed) from2005 to 2006,the effectiveness to each sale (Net profit margin) has declined sharply.As a result,the 2006 ROCE was well below the 2005 value.Can we say that the real reason for the bad performance of 2006 is the low net profit margin?(20 points)尽管企业2006年在创收方面比2005年更有成效（由较高的销售总额/资金占用比可以看出）,但每笔销售的实际效益（净利比）滑落地十分严重.因此,2006年的 ROCE 值比2005年低了许多.我们是否能总结出2006年的差劲表现是由于较低的净利比所导致的?（20分）
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6。处理可编程序控制器(plc)的比例为Alexis可以分析出两个要素为每个2005年和2006年。=净利润率处理资本使用*销售收入% - 10.8% 3.19% - 1.8% 3.36虽然事业是更有效的销售(更高的比率在生成的销售收入)from2005资本使用效率,2006年的净利润每个销售(保证金)下降得非常厉害。作为一...
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Group Assignment One Case Study I
SATURN Things are about to change at Saturn. The General Motors brand had only three iterations of the same compact car for the entire decade of the 1990s. But Saturn will soon introduce an all-new lineup of vehicles that includes a midsized sport sedan, an eight-passenger crossover vehicle, atwo-seat roadster, a new compact, and a hybrid SUV. Having anticipated the brand's renaissance for years, Saturn executives, employees, and customers are beside themselves with glee.But with all this change, industry observers are wondering whether Saturn will be able to maintain the very characteristics that have distinguished the "brand since its inception. Given that Saturnestablished itself based on a very narrow line of compact vehicles, many believe that the move from targeting one segment of customers to targeting multiple segments will be challenging. Will Saturn still meet the needs of one of the most loyal cadres of customers in the automotiveworld?A NEW KIND OF CAR COMPANYIn 1980, GM recognized its inferiority to the Japanese big three (Honda, Toyota, and Dotson) with respect to compact vehicles. The Japanese had a lower cost structure, yet built better cars. In an effort to offer a more competitive economy cat, GM actually turned to the enemy. It entered into a joint venture with Toyota to build small cars. Soon, a Toyota plant in Northern California was turning out Corollas on one assembly line while making very similar Chevy Novas on a second.Meanwhile, in a long-term effort to make better small cars, GM gave the green light to Group 99, a secretive task force that resulted in formation of the Saturn Corporation in 1985.From the beginning, Saturn set out to break through t GM bureaucracy and become" A different kind of car. ”A different kind of company." As the single-most defining characteristic of the new company, Saturn proclaimed that sole focus would be people: customers, employees, communities. Saturn put significant resources into Customer research and product development. The first Saturn cars were made "from scratch," without any allegiance the GM parts bin or suppliers. The goal was to produce n only a high-quality vehicle, but one known for safety al innovative featuresthat would "wow" the customer.Saturn's focus on employees began with an unprecedented contract with United Auto Workers (UAW). The co " tract was so simple, it fit in a shirt pocket. It established progressive work rules, with special emphasis given benefits. work teams, and the concept of empowerment the retail end.Saturn selected dealers based on careful crafted criteria. It paid service personnel and sales associates a salary rather than commission. This would help create an environment that would reverse the common customer perception of the dealer as a nemesis.Finally, in addition to customer and employee relation Saturn focused on social responsibility. Human resource policies gave equal opportunities to women, ethnic minor ties, and people with disabilities. Saturn designed environmentally responsible manufacturing processes, even going
Saturn earned that honor for an astounding four consecutive years, and it was the only non-luxury brand to be at OJ near the top of J.D. Power's scores for the better part of 1 decade.THE HONEYMOON ENDSDespite the initially strong sales levels, overall Saturn revenues tapered off quickly (sales peaked in 1994 at 286, OOC settling in at an average of about 250,000 units per year). This may have been due partly to the fact that Saturn released n new models in the 1990s. Finally, in the 2000 model yea: Saturn introduced its long-awaited mid-sized L-series wit an optional V6 engine. But unlike the S-series, the L-series was reviewed as a generally bland and forgettable car.In 2002, Saturn broadened the lineup with the Vue, compact SUV model. In January of 2003, it replaced the S-series with the lon, a totally new compact that offered more options than before. But although these new vehicle addressed the issue of a lack of model options, they broughtwith them a new concern. Saturn's history of high quality and its long-cherished J.D. Power ratings began to slide. : the early part of the new millennium, not only was Saturn J.D. Power initial-quality rating not near the top, it fell below the industry average.Even with the new models, Saturn's sales didn’t improve. In fact, they declined. Thi industry-wide downturn in sales wrought by a recession Still, L-series production ended in 2004, only five weeks after it began. In 2005, Saturn sales fell to a low of 213,0 units, only about 1 percent of the overall market. It seem that sales of the L-series and Vue were coming almost Entirely from loyal Saturn customers who were trading to something different, something bigger,and, unfortunately, something not as good.Looking back, Saturn unquestionably defied the odds launch an all-new automotive company in such a fierce competitive and barrier-entrenched industry is one thing To achieve the level of sales, the customer base and awards that Saturn achieved in such a short period time is truly remarkable. But as GM and Saturn executives faced the reality of declining quality, plummeting sales, 1 annual losses of up to $1 billion, they knew they had to do something dramatic. In 2006, Saturngeneral manager Lajdziak said, "Saturn's initial image as a smart innovation small-car company was blurred by bumps in quality slow model turnover. We didn't grow the portfolio enough, and this year we're growing in a huge way."A NEW KIND OF SATURNWith all that Saturn has done wrong, the fact that def still moved 213,000 vehicles in 2005 against competition with better reputations and better cars testifies to the things it has done right. With itsrock-solid dealer network, high purchase process satisfaction ratings, and loyal customer base, Saturn has valuable assets to build upon. And GM plans to do just that as it addresses product quality and model selection problems. GM is currently investing heavily in a Saturn turnaround. Showering $3 billion on S it hopes to perform a makeover between 2006 and 2008 that is similar to the one achieved with Cadillac earlier this decade. GM, the world's biggest carmaker, lost $10.6 billion in 2005. It's clearly putting some faith in one of its smallest brands to help turn the tide. GM wants to raise Saturn's sales to 400,000 units by the end of 2007. If all goes as planned, sales could reach 500,000 not long after that. With higher prices and margins, this would represent an even greater growth in revenues and profits.
Key to the Saturn makeover will be an infusion of European styling from GM's German division, Opel. In fact, some of the new cars already hitting showrooms are largely rebadged Opels. In the future, new-product development will be carried out in a joint-venture fashion between thetwo divisions. For a company that in the past has been known as making the "car for people who hate cars," this is a 180-degree turnaround. Saturn clearly hopes to change its humdrum image to boost profits with higher-priced vehicles.If the first of four new Saturn models is any indication, Saturn is moving in the right direction. The Sky two-seat roadster hit showroom floors in early 2006 with long waiting lists. Based on the Opel GT, the Sky is a head-turning performance vehicle, dubbed by one observer as the"cubVette." For dealer John Bergstrom, this new model presented an unexpected but welcome dilemma. "Sky is just a flat-out home run," said "Bergstrom, referring to the waiting lists that he has started at all six of his dealerships. "I've never had that before," he says, noting that those on the waiting lists are people who have never even considered a Saturn before.In the fall of 2006, Saturn launched 2007 models of the mid-sized Aura sport sedan (based on the Opel Vectra) and the eight-passenger Outlook crossover vehicle (based on G***ambda platform being sold by Chevrolet, Buick, and GMC). For 2008, after a year without a compactcar, Saturn will replace the Ion with a mildly changed Opel Astra, already a European hit in its fifth generation. The new lineup will also include the Green Line, which will add hybrid technology to multiple models, starting with the 2007 Vue. The Green Line promises to make full-hybrid technology available at a price much lower than any other hybrid offering."The biggest advantage to re-branding Opel vehicles as Saturn is it doesn't mean additional costs to GM," said Guido Vildozo, a senior market analyst and industry fore caster at Global Insight Inc. "And since Opel is a kind of sporty European brand, Saturn will adopt this image too, or at least that is what they hope to happen." Some industry analysts suggest that because Saturn is such a new company, it can reposition itself more easily than other brands.GM makes it clear that with Saturn, it's not trying to make another Chevrolet. Chevrolet will remain the only GM brand positioned as "all things to all people." Along with the other GM brands, Saturn will playa niche role and target a specific segment of the market. In fact, GM says I that it's just trying to help Saturn do more of what it has been doing all along-reach the type of import-buying customer it can't reach with any of its other brands. Indeed, top executives at GM acknowledge that many Saturn owners already believe their car is an Asian brand, not a domestic one. "Saturn has always been the one brand in the GM lineup suitable for attracting import-intenders," says a GM executive.However, some questions remain as to what segment Saturn will actually target. After seeing the new Saturn lineup at the New York auto show, Tom Libby of Power Information Network says he's confused about what the brand is trying to do. He's worried that Saturn will stop focusing onthe retail experience and shift to emphasizing styling. "What's the message they're trying to get out?" he asks. "I'm just puzzled by the whole thing." Is Saturn losing focus, or is it simply adding style to its current image of providing a good value and an honest dealer experience? Many analysts believe that because Saturn's current image is only loosely based on the actual car, the company has plenty of room to add style to the formula. Questions for Discussion 1.
Using the full spectrum of segmentation variables, describe how GM has segmented the automobile market.2.
What segment(s) is Saturn now targeting? How is GM now positioning Saturn? How do these strategies differ from those employed with the original Saturn S-series?3.
Describe the role that social responsibility plays in Saturn’s targeting strategy. 4.
Do you think that GM will accomplish its goals with the “new Saturn”? Why or why not? 5.
What segmentation, targeting, and positioning recommendations would you make to GM for future Saturn models?Requirement: You are required to read the case carefully and discuss it in your group, and you (or your group representatives) have five minutes to present your understanding in class. Please read the text book carefully from Chapter 1 to 7, but focus on Chapter 7. You will analyze the case and answer the questions I give you, but not only the answer.
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北京FTM灯具有限公司创始于20世纪90年代，位于交通十分便利的北京丰台区长辛店工业园区.公司集研发、设计、生产于一体，主要产品有高杆灯、道路灯、景观灯、庭院灯、草坪灯、电力输电杆、投光灯、地埋灯、防潮灯及各种 太阳能灯具 系列等1000多个品种,并承接大型太阳能光伏工程。
　　公司技术力量雄厚、设备齐全、工艺先进。以&科技创新、务实求精&为发展理念，视&诚信&为企业的灵魂，率先通过了ISO国际质量体系认证与3C中国国家强制性产品认证，建立了安全高效的质量保证体系，产品远销欧美、东南亚、中东等国和地区。享有较高的声誉和知名度。为共创绿色、节能、和谐的灯具文化，是FTM矢志不渝的理想和追求。
北京FTM灯具有限公司，是国内规模较大的道路照明和特种钢灯杆生产企业、专业生产和经营各类道路灯具、灯杆及输电线杆及各种灯具配件，已形成年产灯具 50 万套，灯杆、电力杆 10 万支的能力。
&&& 公司具有较强的技术开发能力，成立了光学测试中心和产品开发中心，并拥有多项专利。公司从国外引进了开卷校平斜剪机、大功率数控河口焊机、 1200 吨铝压铸生产线先进设备，实现了高度自动化。
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&&& 公司建立了完善的直联管理体系，通过了 ISO9001：2000 质量管理体系认证， CCC国家强制认证，和电力杆生产资质证书。公司从设计、开发到生产、销售都严格按照质量管理体系要求执行，并实现对产品的持续改进。
一、公司宣言
奉献精品。
持续创新。
服务用户。
二、公司宗旨
现代化建设的领先者。
当代生活品质的优化者。
创造新的文明的实践者。
保护环境关爱他人的示范者。
三、公司目标
办一流企业，创一流水平。
四、公司价值观
公司以人为本。
人&&用户、出资者、社会、员工。
FTM为您创造价值。
为用户创造价值；
为出资者创造价值；
为社会创造价值；
为员工创造价值。
人力资本是创造价值的核心资源。提升员工素质，培养创新人才。高素质的领导班子是用好人才的前提。
公司评价人才的标准是德才兼备，创造价值。
事业＋感情＋机制＝人才创新力最大化
五、公司道路
持续优化满足用户需求。
六、公司精神
精诚、精简、精进、精捷。
精诚：精诚守信，光明正大。
精简：精简高效，艰苦奋斗。
精进：精明进取，学习创新。
精捷：精益求精，敏捷响应。
七、公司作风
追求，比较；苛求，创新。
八、公司管理
用户是我们的衣食父母。
以全员参与的TSM (Total Satisfaction Management ：全方位满意管理)推进CS战略
质量(Quality)－－以用户满意为标准。产品即人品。研究用户使用技术，按用户需求组织生产，保证用户使用满意。
价格、成本(Cost)－－为用户创造价值大于竞争对手。
交货期(Delivery)－－扩展直供用户、长期合同，缩短交货期，100％按合同交货。
服务(Service)－－为用户服务是为人民服务的具体体现。先期介入，与用户结成互动的产销研一体化体系。
环境(Environment)－－凝结用户与员工。适应外部环境，净化工区环境，优化工作环境。
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