问答题(b)2Tel also requires an evaluation of the relative advantages of bidding for a licence, either through acquiring T-Me, or through bidding directly. The evaluation should analyse four specific scenarios (acquire and not gainlicence; acquire and gain licence; bid directly and gain licence; bid directly and not gain licence). The analysisof each scenario should include the financial implications of each scenario. The evaluation should conclude withyour recommendation on the preferred entry strategy. Required: Produce the evaluation of each scenario as required by 2Tel. Note: Construction of a decision tree is not required and ignore the time value of money in your evaluation. (20 marks)

问答题2.YvernislargeregioninthecountryofGaulle.Itisethnicallyandculturallydistinctfromtherestofthecountryandithasaspirationsforindependence.ThedesireforthisindependenceisreflectedbyconsumersinYvernpreferringtobuyproductswhichhavebeenproducedintheregion.YvernTrinketsRegional(YTR)isamanufacturerofgiftwareproductsaimedattheYvernmarket.ItsproductsareboughtprimarilybyresidentsofYvernandvisitorstotheYvernregion.Itisthethirdlargestcompanyofitstypeintheregion,andthe50thlargestproducerofgiftwareinGaulle.Itsmarketingmessagestressestheregionalidentityofthecompanyanditsemploymentoflocalskillsandlabour.Itcurrentlymanufacturesfourproducts,designatedhereasproductsA,B,CandD.Thecompanydoesnotsub-contractoroutsourceanyelementofproductionandithasneverdoneso.DataconcerningproductsA,B,CandDaregiveninTableone.Tableone:ProductionandmarginalcostdatafortheYTRproductrangeYTRrecentlyappointedanewmanagingdirector,bornoutsidetheregion.Hehasbeentaskedwithimprovingtheprofitabilityofthecompany.Afterashortperiodofconsultation,thenewmanagingdirectorproducedaproposalfortheboard.Hereisanextractofhisproposal.Firstofall,weneedtobeclearaboutourgenericstrategy.Strategistshavesuggestedthatwehavefouralternatives.Ihavereproducedtheminthisslide(shownhereasTabletwo).CostLeadershipDifferentiationCostFocusDifferentiationFocusTabletwo:GenericstrategiesMyvisionforYTRisthatweshouldpursueacostleadershipstrategy.IhavealreadyestablishedthatourproductscanbeproducedbyanestablishedcompanyinthedistantcountryofTingliaatthefollowingprices(seeTablethree).ThesecostsincludethedeliveryofproductstoourwarehousehereinYvern.Tablethree:ContractpricesperunitfromtheexternalsupplierinTingliaOurfinancialdirectorofYTRhasalsoestimatedthatwehavecompany-widefixedoverheadsof$75,000permonth.Heassuresmethat$16,000permonthoftheseisdirectlyattributabletotheproductionofproductsA,B,CandD,evenlysplitacrossthefourproducts,eachhaving$4,000offixedoverheads.So,wecouldsaveoverheadsof$16,000permonthbyoutsourcingallofourproductstotheTingliasupplier.Irealisethatthisleavesuswith$59,000permonthfixedoverheads,butIwillbelookingforsavingstherealso.TheinformationtechnologyofYTRisoutdatedandinefficient.Productivitybenefitswillfollowfromharnessingthepowerofmoderntechnology.However,returningtomymainconcern:productioncosts.Myviewisthatincreasedprofitabilitycanonlybeachievedifwetakeadvantageofthecheaperproductioncostsnowavailabletous.AllfourproductscanbeproducedmorecheaplybythesupplierinTinglia.So,thisstrategyofoutsourcingistheoneweshouldpursuetoachieveourcostleadershipstrategy.Required:

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问答题(c) Defi ne ‘environmental risk’. Distinguish between strategic and operational risks and explain why the environmental risks at JGP are strategic. (10 marks)

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