Capsim Practice Round 1: The Baldwin Company
For our R&D decisions, we increased the performance and the size of each of our
products to fit the specifications that are desired by our customers for the next year. For
automation, we increased Baker and Bea
For Baker, our traditional segment product, we noticed our customer survey was one of
the highest, so we just made a few changes to stay competitive next year. We increased the
Performance from 6.2 to 6.9 and the size from 13.8 to 13.1 in order to stay co
Capsim- Baldwin Round 2 Decisions
Overall, our strategy is to play in the high end, traditional and low end segments. Our
goal is to be the market leaders in these three segments. We eventually plan on having two
products in each segment. We will be getti
On pages 9 and 10, you show market share figures. What data was used to make these market
share calculations units, case or stat volume, dollars, etc.? How would the story differ, if at all,
if we looked at share in terms of volume (units, cases, stat uni
1) Overall Category Landscape Assessment
How many products are in the surface care mega-category?
How many all purpose cleaners?
Who are the overall leaders?
How many environment-friendly products are there?
Who are the green leaders?
Nielsen Case Study Group D
Topic Questions and Final Recommendations
1. Overall Category Landscape
How many all-purpose cleaners are in the surface care mega-category?
Who are the overall leaders of the all-purpose category?
How many environmentally fr
ANALYSIS OF INTERNAL ENVIRONMENT
There are currently 187 Marketing Majors in the Williams College of Business. This is
the target consumer of the Marketing Department. The Marketing Department organizes events
and offers scholarships
ASSUMPTIONS, GOALS, AND OBJECTIVES
1. The Marketing Department at Xavier is targeting marketing students and business
2. The Marketing Department will continue to offer scholarships, Meet the Firm, and
Kao Brands Challenge.
For Baker, we decided to slightly improve the Performance and Size coordinates to 7.1
and 12.9 to remain competitive in the market. We lowered the price to $26 for Baker, and
increased our Sales Budget to $1,600 to raise our accessibility to the customer.
Round 8 Capsim Decisions
For Baker, we are changing the performance and size by the drift rate to 10.8 and 9.4. We
dropped the price by $0.50 to remain competitive in the market place. We are projecting sales of
3,424, which is the units we sold last time
For Baker, we changed by the drift rate which is 0.7 to both performance and size in order to
keep our high quality position in the market. We dropped the price by $0.50 to remain
competitive. We have been doing well in sales and promotions, so we are kee
Baker- We changed the coordinates by the drift rates. We are dropping the price by $.50 to
remain competitive in the market. We forecasted the sales by taking our sales from Round 3
multiplied by the growth rate. Our production schedule is 1900. For promo
Question 11 asked why students chose to participate or apply in the events. They were given the
options of Build Network, Job Search, Resume Builder, and Other. Here are the results:
Reasons for Participating
Number of students