The complexity of winning a major market share was not considered well by Mr. Finson. Multifaceted issues such as the mix of business shifting towards more complex systems requiring intensive research and development spending, short product life cycle, rapid technology obsolescence and fast growth with increasing technology competition and the potential price competition were not taken into account. The failure to consider these issues led the CFO to assume a large sales growth from 1985 to 1989.
These assumptions would further hurt the financial position of the company because it would tend to hedge on the forecast by needlessly expanding capacity and increasing inventory in anticipation of strong sales. 1. Projections for Sales Growth of an additional 30% per year are too optimistic considering that competition in the market was intensifying. Other than the strong presence of Fairchild and Tecktronix, the CFO missed to consider that from 1985, the company will be facing tougher competition with the entry of Teradyne, Takeda Riken, Ando, Megates and LTX.
Based on 1984 Sales alone Teradyne and Fluke performed better at $389 million and $208million compared to $227 Million of STC. 2. Future price competition brought about by new market competitors were not taken into consideration. Without a very solid technological edge STC’s prices would soon find stiff competition if other competitors could find an efficient way to manufacture the products. 3. Projections for Profit after Tax (or profit margin on sales) are also too optimistic.
The Essay on Distinguish Between The Main Features Of Perfect Competition And Monopoly Market Structure.
There are three main features that distinguish between a perfect competition and monopoly market structure: the type of firm, the freedom of entry and the nature of the product (Sloman and Norris 1999, pg, 161). A table of these features is contained in Appendix A. These two market structures are on opposite ends of the scale and consequently, the features and benefits of each structure vary quite ...
The 1980 to 1984 data shows an average Profit after tax of just 9. 2 million or an Average Return on Sales at 4. 25% but projections for 1985 to 1989 shows a very optimistic average profit projection of 39. 8 Million or an Average Return on Sales of 7. 54%. The CFO failed to take into account the impact of Cost of Goods Sold (COGS), R&D Expenses and General Administrative Expenses which takes out the lion’s share of the Sales Revenue. 4.
The assumptions made for Cost of Goods Sold at flat rate of 41% of Sales failed to consider the 1980-84 performance at 45. 8%. The company is not performing well with expensive product recalls and divisional losses due to major manufacturing losses. These major operational efficiency issues affect so much the cost for it not to be considered. Recommendations 1. Prepare a forecast to show three categories of business condition projections/forecast such as OPTIMISTIC, NORMAL, and PESSIMISTIC.
In this way the President would be able to consider on all possible scenarios before making a decision. Also, all optimistic projections must be accompanied by supporting operational efficiency improvement plan, technological advantages and price competitiveness. 2. Adjust formula for forecasting to take into consideration the impact of fluctuations and the influence of the latest financial result or business incidence in 1984.