please i need appendix 4

EXPLAIN THE CALCULATION AND PROVIDE RECOMMENDATION

MGMT 8500, F21 capstone V1 CASE It was a regular working day in April 21, when four business partners gathered together for strategy session for their organization: Wraps, Meals and More (WMM). Background: WMM operated a chain of Quick Service Restaurants (QSR) in business localities in the GTA, Mississauga, Brampton, Oakville, Kitchener, Waterloo, and Cambridge. Their first outlet opened in 2007 in Vaughn and then continued to expand to other areas. WMM outlets offered food and beverages for takeout and delivery only. There was no dine in option available. The rapid expansion of food delivery service provided a strong headwind for WMM. Since their outlets did not require a prominent location, the leasing costs were minimized. The above factors contributed to the success and growth of WMM till Covid struck in early 2020. Most the revenue generated by WMM was from lunch items, afternoon snacks and early evening dinners consumed by clients working in their offices. With 90% of client working from home, the demand for such services almost disappeared overnight. WMM had to downsize its operations, close outlets, and lay off nearly 60% of its workforce. Positive news began to appear in April 21 with the arrival of vaccines in Canada. Both the Federal and Provincial governments expressed confidence of vaccinating a majority of the population by Fall'21 and allow restaurant businesses to function normally by November 21. About business partners Maria Jimenez (Maria) is the Senior Vice President- Marketing. She spent over fifteen years with Fortune 500 companies in the Consumer-Packaged Goods sector. She developed multi channel marketing strategies for WMM which led to WMM being positioned as an agile, innovating enterprise. Julia Smith (Julia) was the Corporate Chef of WMM. She spent nearly twenty years with leading hotel chains in Western Canada before taking on the current role in WMM. She displayed exemplary skills at developing new products which contributed to the profitability of WMM. 16 al 5 / 13 100% + | Reshaping business strategy The four business partners set up their meeting with a view to re-orient their business strategy in the context of changes coming to how work would look like when the economy reopened after the pandemic. The goal was to develop a business model which would be relevant with the hybrid work model which was likely to be the norm once post pandemic recovery takes shape. Maria began the meeting with a discussion what work would look like in the post pandemic era. Clients of WMM were in all age groups ranging from 25 - 48 and were office workers. Due to their workload they preferred to buy food from a Quick Service Restaurant so that they can consume the food as and when their work schedule allowed for. With the hybrid work model, they would be attending office two or three days a week and work from home for the remainder. The food consumption pattern would shift from consumption only in the office(pre-pandemic), to consumption both at office and home (post-pandemic). The question therefore was: how can WMM adapt to this change in consumer behaviour? Julia thanked Maria for her insight and began her discussion. She pointed out at this time, there was a very short time lag between food being prepared at WMM and being consumed by the client. The time lag possibly was no more than two hours. As a result, consumers were able to eat freshly prepared food which was packed to retain the attributes of the cooked meal till it reached the consumer. She expressed opinion that the food production process needed a transformation. In addition to the food being prepared and delivered to the client for consumption, there has to be a secondary process where food would be prepared and packed. The packed food would retain its original attributes for 48 hours. Therefore, a client can order two versions of the same meal. One, which she can consume in the office within the next two hours and second, the packed version, which can be taken home, kept in the refrigerator, and consumed on the following day. She would come up with a list of menu items which could be cooked and packed. She requested Maria to explore the possibility of building a new brand based on the packed meals. At this point, Adam took over and pointed out that to implement this strategy, the following steps would be necessary: . A new facility, where food preparation and food packaging can happen Benchmarking studies to analyze performance of similar companies Product costing and estimation of manufacturing volume to meet financial goals 16 At this point, Adam took over and pointed out that to implement this strategy, the follow would be necessary: . A new facility, where food preparation and food packaging can happen Benchmarking studies to analyze performance of similar companies Product costing and estimation of manufacturing volume to meet financial goals Multi-channel marketing of packed food . Tunde, pointed out that implementing the above, would lead to several operational issues order to resolve them, it may be necessary to incur additional fixed expenses. As a next step, they decided to retain the services of Conestoga Consulting (CC), a reputed agency. The scope of work for CC would be to develop financial projections based on the at and provide a recommendation as to the best way forward for WMM. Pa MGMT 8500, F21 capstone V1 Initi Appendix Four (Multi channel marketing) Objective: To maximize output from packaging machines, the volume of packaged foods has too high. In order to sell them, all possible channels will be explored. This includes accepting high volume, one-time orders (or 'special orders). Due to the high volume, the selling price will be lower than that of the regular selling price. The goal is to evaluate at what price can the special orders be accepted. Scenario: The consulting group has developed the following cost structure for packaged foods. This is based on a production capacity of 30,000 units. The unit selling price is set at $50. The fixed manufacturing expense is constant in the range of 25,000 to 50,000 units. The maximum production capacity is 30,000 units Item Direct materials Direct labour Variable Manufacturing Overhead Fixed manufacturing overhead Variable Selling Expense Fixed Selling Expense Per Unit 15 8 3 9 4 Total 450,000 240,000 90,000 270,000 120,000 180,000 6 Due to market conditions, WMM can sell 20,000 units through regular channels. They plan to offer a quote to a large manufacturing facility to sell 5,000 units of the packaged food item, at a lower price. This would be a one-time order and can be classified as a special order. Since this would be sold directly to the client, there would be no sales commission and variable selling expense would be reduced by 75%. However, WMM has to buy freezer boxes so that the frozen items can be transported to the manufacturing facility. The freezer boxes would cost $ 10,000 and would be used solely for this special order. After that they would have no residual value and would be discarded. Methodology: The group would calculate the offer price. The offer price will cover all variable expenses and include a 25% markup on variable expenses. o 16 MGMT 8500, F21 capstone V1 CASE It was a regular working day in April 21, when four business partners gathered together for strategy session for their organization: Wraps, Meals and More (WMM). Background: WMM operated a chain of Quick Service Restaurants (QSR) in business localities in the GTA, Mississauga, Brampton, Oakville, Kitchener, Waterloo, and Cambridge. Their first outlet opened in 2007 in Vaughn and then continued to expand to other areas. WMM outlets offered food and beverages for takeout and delivery only. There was no dine in option available. The rapid expansion of food delivery service provided a strong headwind for WMM. Since their outlets did not require a prominent location, the leasing costs were minimized. The above factors contributed to the success and growth of WMM till Covid struck in early 2020. Most the revenue generated by WMM was from lunch items, afternoon snacks and early evening dinners consumed by clients working in their offices. With 90% of client working from home, the demand for such services almost disappeared overnight. WMM had to downsize its operations, close outlets, and lay off nearly 60% of its workforce. Positive news began to appear in April 21 with the arrival of vaccines in Canada. Both the Federal and Provincial governments expressed confidence of vaccinating a majority of the population by Fall'21 and allow restaurant businesses to function normally by November 21. About business partners Maria Jimenez (Maria) is the Senior Vice President- Marketing. She spent over fifteen years with Fortune 500 companies in the Consumer-Packaged Goods sector. She developed multi channel marketing strategies for WMM which led to WMM being positioned as an agile, innovating enterprise. Julia Smith (Julia) was the Corporate Chef of WMM. She spent nearly twenty years with leading hotel chains in Western Canada before taking on the current role in WMM. She displayed exemplary skills at developing new products which contributed to the profitability of WMM. 16 al 5 / 13 100% + | Reshaping business strategy The four business partners set up their meeting with a view to re-orient their business strategy in the context of changes coming to how work would look like when the economy reopened after the pandemic. The goal was to develop a business model which would be relevant with the hybrid work model which was likely to be the norm once post pandemic recovery takes shape. Maria began the meeting with a discussion what work would look like in the post pandemic era. Clients of WMM were in all age groups ranging from 25 - 48 and were office workers. Due to their workload they preferred to buy food from a Quick Service Restaurant so that they can consume the food as and when their work schedule allowed for. With the hybrid work model, they would be attending office two or three days a week and work from home for the remainder. The food consumption pattern would shift from consumption only in the office(pre-pandemic), to consumption both at office and home (post-pandemic). The question therefore was: how can WMM adapt to this change in consumer behaviour? Julia thanked Maria for her insight and began her discussion. She pointed out at this time, there was a very short time lag between food being prepared at WMM and being consumed by the client. The time lag possibly was no more than two hours. As a result, consumers were able to eat freshly prepared food which was packed to retain the attributes of the cooked meal till it reached the consumer. She expressed opinion that the food production process needed a transformation. In addition to the food being prepared and delivered to the client for consumption, there has to be a secondary process where food would be prepared and packed. The packed food would retain its original attributes for 48 hours. Therefore, a client can order two versions of the same meal. One, which she can consume in the office within the next two hours and second, the packed version, which can be taken home, kept in the refrigerator, and consumed on the following day. She would come up with a list of menu items which could be cooked and packed. She requested Maria to explore the possibility of building a new brand based on the packed meals. At this point, Adam took over and pointed out that to implement this strategy, the following steps would be necessary: . A new facility, where food preparation and food packaging can happen Benchmarking studies to analyze performance of similar companies Product costing and estimation of manufacturing volume to meet financial goals 16 At this point, Adam took over and pointed out that to implement this strategy, the follow would be necessary: . A new facility, where food preparation and food packaging can happen Benchmarking studies to analyze performance of similar companies Product costing and estimation of manufacturing volume to meet financial goals Multi-channel marketing of packed food . Tunde, pointed out that implementing the above, would lead to several operational issues order to resolve them, it may be necessary to incur additional fixed expenses. As a next step, they decided to retain the services of Conestoga Consulting (CC), a reputed agency. The scope of work for CC would be to develop financial projections based on the at and provide a recommendation as to the best way forward for WMM. Pa MGMT 8500, F21 capstone V1 Initi Appendix Four (Multi channel marketing) Objective: To maximize output from packaging machines, the volume of packaged foods has too high. In order to sell them, all possible channels will be explored. This includes accepting high volume, one-time orders (or 'special orders). Due to the high volume, the selling price will be lower than that of the regular selling price. The goal is to evaluate at what price can the special orders be accepted. Scenario: The consulting group has developed the following cost structure for packaged foods. This is based on a production capacity of 30,000 units. The unit selling price is set at $50. The fixed manufacturing expense is constant in the range of 25,000 to 50,000 units. The maximum production capacity is 30,000 units Item Direct materials Direct labour Variable Manufacturing Overhead Fixed manufacturing overhead Variable Selling Expense Fixed Selling Expense Per Unit 15 8 3 9 4 Total 450,000 240,000 90,000 270,000 120,000 180,000 6 Due to market conditions, WMM can sell 20,000 units through regular channels. They plan to offer a quote to a large manufacturing facility to sell 5,000 units of the packaged food item, at a lower price. This would be a one-time order and can be classified as a special order. Since this would be sold directly to the client, there would be no sales commission and variable selling expense would be reduced by 75%. However, WMM has to buy freezer boxes so that the frozen items can be transported to the manufacturing facility. The freezer boxes would cost $ 10,000 and would be used solely for this special order. After that they would have no residual value and would be discarded. Methodology: The group would calculate the offer price. The offer price will cover all variable expenses and include a 25% markup on variable expenses. o 16