Bayside Microsystems: Western Governor's University

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Bayside Microsystems

Western Governor’s University
ABSTRACT
Bayside Microsystems, a fictitious business, was created as a part of a business simulation to gauge business and planning decisions. Profits were made during the second, third and fourth quarters, although the profits could have been greater through more effective sales strategies and careful inventory planning. Bayside Microsystems could have possibly benefited from adopting just-in-time and lean manufacturing techniques.

As part of a business simulation, a fictitious organization called Bayside Microsystems was created to demonstrate and evaluate business potential business performance. Bayside Microsystems targeted two markets, a working class (workhorse) and high-end performance (Mercedes) market in several cities worldwide. Bayside Microsystems handled several different brands of computers in its line with several sales offices open worldwide to support and distribute sales.
Budgets and pro-forma statements were generated quarterly and used to gauge Bayside Microsystems’ sales performance, gross income and net income. Using the pro-forma statements, I planned funding of production capacity and sales capacity to maximize profits. Overall Bayside Microsystems performed well in its target markets, generating profit in Q2, Q3, and Q4 of the simulation. Comparisons were made quarterly between Bayside Microsystems performance and several competitors in the market. Based off of Bayside Microsystems performance, sales, marketing and manufacturing strategies were adjusted in an attempt to maximize overall profitability.
One example of this was in the Epitaph brand launch and the re-launch of Epitaph 2.0. The Epitaph brand was originally intended to appeal to a high-end performance market. During the initial setup phase of the Epitaph brand, there were several design flaws that were put into place that caused the original design model to fail in test markets. Low sales, an excess inventory, and poor feedback from customers led me to discontinue the Epitaph brand for the next 2 quarters of the simulation. When opportunities to redesign the Epitaph brand arose due to technological advancement, the Epitaph 2.0 brand was reinvented as a brand that would appeal to business travelers. The Epitaph 2.0 brand performed well in the 4th quarter of the simulation. With the added features of the Epitaph 2.0, I determined to raise prices but continue to offer a rebate on the model. Overall feedback on the Epitaph 2.0 was positive, and I still garnered a profit on the unit, but not as much as I had hoped. In retrospect I should have kept prices at the same level with the new model and sold more units with lower margins. I think that would have moved more units and generated more profits overall. I made another decision by comparing sales figures and sales salaries to competitors. In the 4th quarter I determined to raise the salaries and benefits of the sales staff as an incentive to increase sales. Despite the added incentives, revenue stayed fairly flat in Q4 with an increase in cost of goods sold due to the new models and increased salaries.
Just in time manufacturing techniques could have been used the carrying costs of excess inventory in Bayside Microsystems. I decided that at the end of each quarter there should be a maximum of 50 pieces of safety stock left in inventory to cover excess capacity with the hope of a boost in sales. During Q1 market testing, there was an overproduction of the original Epitaph brand that had to be sold off as obsolete inventory at a loss to the company due to poor sales. Similarly with design changes over the course of Q3-Q4 I was left with excess obsolete inventory. By careful day-to-day planning and using a pull system to generate work, excess inventory wouldn’t have been necessary and over-production could have been kept at a minimum.
Reducing and eliminating waste is a key philosophy in developing lean operating techniques
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