CASE STUDY Mintendo Game Girl It is late June, and Sandra, head of operations at Mintendo, and Bill, head of sales of We $"$R$"$ Toys, are about to get together to discuss production and marketing plans for the next six months. Mintendo is the manufacturer of the popular Game Girl handheld electronic game that is sold exclusively through We $"$R$"$ Toys retail stores. The second half of the year is critical to Game Girl's success, because a majority of its sales occur during the holiday shopping period. Sandra is worried about the impact that the upcoming holiday surge in demand will have on her production line. Costs to subcontract assembly of the Game Girls are expected to increase, and she has been trying to keep costs down given that her bonus depends on the level of production costs. Bill is worried about competing toy stores gaining share in the handheld electronic game market during the Paragraph $1$ TABLE $9-17$ Demand for Game Girls Month Demand Forecast July August September October November December Sandra, concerned about controlling costs during the periods of surging demand over the holidays, proposes to Bill that the price be lowered by $$5$ for the month of September. TABLE $9-18$ Costs for Mintendo$/$We $"$R$"$ Toys Item Material cost Inventory holding cost Marginal cost of a stockout $100,000110,000130,000180,000250,000300,000$ Hiring and training costs Layoff cost Labor hours required Regular$-$time cost Overtime cost Cost of subcontracting Cost $$12/$unit $$4/$unit$/$month $$10/$unit$/$month $$3,000/$worker $$5,000/$worker $0\mathrm{.}25/$unit $$15/$hour $$22\mathrm{.}50/$hour $$18/$unit Paragraph $3$ Christmas buying season. He has seen many companies lose their share by failing to keep prices in line with the perform$-$ ance of their products. He would like to maximize the Game Girl market share in the handheld electronic game market. Both Sandra and Bill's teams produce a joint forecast of demand over the next six months, as shown in Table $9-17.$ We $"$R$"$ Toys sells Game Girls for $$50$ apiece. At the end of June, the company has an inventory of $50,000$ Game Girls. Capacity of the production facility is set purely by the number of workers assembling the Game Girls. At the end of June, the company has a workforce of $300$ employees, each of whom works eight hours of nonovertime at $$15/$hour for $20$ days each month. Work rules require that no employee work more than $40$ hours of overtime per month. The various costs are shown in Table $9-18.$ Paragraph $2$ This would likely increase September's demand by $50$ percent due to new customers being attracted to Game Girl. Additionally, $30$ percent of each of the following two months of demand would occur in September as forward buys. She believes strongly that this leveling of demand will help the company. Bill counters with the idea of offering the same promotion in November, during the heart of the buying season. In this case, the promotion increases November's demand by $50$ percent due to new customers being attracted to Game Girl. Additionally, $30$ percent of December's demand would occur in November as forward buying. Bill wants to increase revenue and sees no better way to do this than to offer a promotion during the peak season. Questions $1.$ Which option delivers the maximum profit for the supply chain: Sandra's plan, Bill's plan, or no promotion plan at all? $2.$ How does the answer change if a discount of $$10$ must be given to reach the same level of impact that the $$5$ discount received? $3.$ Suppose Sandra's fears about increasing outsourcing costs come to fruition and the cost rises to $$22/$unit for subcontracting. Does this change the decision when the discount is $$57$ Paragraph It is late June, and Sandra, head of operations at Mintendo, and Bill, head of sales of We $"\backslash ($ R $\backslash )"$ Toys, are about to get together to discuss production and marketing plans for the next six months. Mintendo is the manufacturer of the popular Game Girl handheld electronic game that is sold exdusively through We $"\backslash ($ R$^\{*\}\backslash )$ Toys retail stores. The second half of the year is critical to Game Girt's success, because a majority of its sales occur during the holiday shopping period. Sandra is worried about the impact that the upcoming holiday surge in demand will have on her production line. Costs to subcontract assembly of the Game Girls are expected to increase, and she has been trying to keep costs down given that her bonus depends on the level of production costs. Bill is worried about competing toy stores gaining share in the handheld electronic game market during the Paragraph I Christmas buying season. He has seen many companies lose their share by failing to keep prices in line with the performance of their products. He would like to maximize the Game Girl market share in the handheld electronic game market. Both Sandra and Bills tearns produce a joint forecast of demand over the next six months, as shown in Table $9-17.$ We $"$R$"$ Toys sells Game Girls for $\backslash (\backslash$$ $50\backslash )$ apiece. At the end of June, the company has an inventory of $50,000$ Game Girls. Capacity of the production facility is set purely by the number of workers assembling the Game Girls. At the end of June, the company has a workforce of $300$ employees, each of whom works eight hours of nonovertime at $\backslash (\backslash$$ $15\backslash )$ hour for $20$ days each month. Work rules require that no employee work more than $40$ hours of overtime per month. The various costs are shown in Table $9\mathrm{.}18.$ Paractaph $2$ This would likely increase Septernber $\text{'}$s demand by $50$ percent due to new customers being attracted to Game Girl. Additionally, $30$ percent of each of the following two months of demand would occur in September as forward boys. She believes strongly that this leveling of demand will help the company. Bill counters with the idea of offering the same promotion in November, during the heart of the buying season. In this case, the promotion increases November's demand by $50$ percent due to new customers being attracted to Game Girl. Additionally, $30$ percent of December's dernand would occur in Novernber as forward buying. Bill wants to increase revenue and sees no better way to do this than to offer a promotion during the peak season. Questions $1.$ Which option delivers the maximum profit for the supply chain: Sandra's plan, Bill's plan, or no promotion plan at all? $2.$ How does the answer change if a discount of $\backslash (\backslash$$ $10\backslash )$ must be given to reach the same level of impact that the $\backslash (\backslash$$ $5\backslash )$ discount received? $3.$ Suppose Sandra's tears about increasing cutsourcing costs come to fruition and the cost rises to $\backslash$$$22/$unit for subcontracting. Does this change the decision when the discount is $55?$