Dirt Bikes USA Case Study Chapter 1Management Overview of Dirt Bikes Introduction of Dirt Bikes Dirt Bikes USA, a small company headquartered in Carbondalewas founded in 1991 by Car Schmidt and Steven McFadden, two young but experienced bikers with engineering backgrounds who saw that dirt bikes were becoming very popular in the Unites States as both sporting and racing motorcycles. In the early time, they developed frames for dirt bikes that were more suited to off-road handling and used it as a model to build their own dirt bikes models by using motorcycle engines manufactured by other companies, such as Honda and Rotax Motors of Austria. When Steven got the first place in a race, other peoples began to very interested in their …show more content…
Meanwhile, the sales revenue decreased 6.1%. However, Dirt Bikes' cost increased too quickly to almost 10%. (See Figure 1.5 and 1.6) Figure 1.3 Statement of Income over three years Consolidated Satements of Income (in 000') 2002 2001 2000 Revenue Net sales 60,144 64,063 61,529 Cost of goods sold 45,835 43,155 41,072 Gross profit/(loss) 14,309 20,908 20,457 Gross margin 23.00% 32.60% 33.24% Operating expenses Sales and marketing 4,733 4,537 3,944 Engineering and product development 3,141 2,992 2,339 General and administrative 1,913 1,601 1,392 Total operating expenses 9,787 9,130 7,675 Operating income/loss 4,522 11,778 12,782 Other income/expense Interest income/expense 1,747 175 80 Other income/(expense) -6,254 -2,914 -3,080 Income before provision for income taxes 15 9,039 9,782 Income taxes 1,459 1,729 535 Net income/(loss) -1,444 7,310 9,247 Net margin 2.40% 11.41% 15.03% Figure 1.4 Domestic VS. International Sales Figure1.5 Cost of goods sold-Sales revenue Ratio over three years 2000 2001 2002 Sales 61,529 64,063 60,144 Cost of goods sold 41,072 43,155 45,835 Rate (100%) 66.75 67.36 76.21 Figure1.6 Cost of goods sold-Sales revenue Ratio over three years 2000 2001 2002 Sales 61,529 64,063 60,144 Cost of goods sold 7,675 9,130 9,787 Rate (100%) 12.47 14.25 16.27 Situation in sales Sales in two models, Enduro 250 and Enduro 550, are reduced, especially in Enduro550 to 10.57%. Other both Moto
The company started off producing 20,000 units of mountain bikes. We did not change the production quantity. Last year our forecast sales were 24,000 when we only sold 19,866; therefore we thought it would be best to leave production at 20,000 bikes. Having excess inventory, we concluded that 20,000 units should be enough considering our quality has not changed and our advertising will not increase the sales dramatically. Although we had the choice to produce as much as 30,000 units, we felt as though we did not have sufficient money to increase production. We were interested in allocating the money towards marketing as opposed to production. We realized that without awareness, no matter how many units we make, sales would be inefficient.
7. Overall, the increase in net loss was primarily due to the lower-than-expected sales price and the increase in both marketing and fulfillment expenses.
There are a lot of ways that people use dirt bikes from professional racing to recreation to stunts.
Kawasaki, Suzuki, and KTM, so you might want to do a little research on them
Since the Competition Bike Company projected overly optimistic sales, there are several areas in the budget that will be affected. The areas affected are Sales Commission, Transportation Out, Advertising, Research and Development, Raw Materials, and Labor.
Change in revenue criteria increased both sales and cost of sales by $ 28 Million. The profit margin was decreased from 1.55% to
A major issue is since reducing the price 20% reduces the profit margin to 15%, to maintain the same profit while reducing the price, the sales must be $28 million for this year. This is an increase of 233% in one year to justify reducing the price this much. This is a highly unlikely target.
Overall, the profit before tax of the Manufacturing Group decreased 13.24%, and the Retail Group decreased 10.77%, for a total decrease of 11.28%. In simple terms, expenses have increased, profits have decreased, and Harrington Collection hasn’t performed very well over the last several years.
Profitability ratios decreasing from 2005 to 2006 although the sales has increased substantially and the net income as well but not in the same percentage of increase due to the high reliance on debt as the interest expense increased as mentioned before.
Increase in the profits above the actual budget can be attributed to 20% increase in sales in 2009. Although Jean’s profits were above the actual budget, French Division’s earnings were much lower than what it could have been, had they budgeted for the actual volume of sales that they ended up selling. We can partly attribute this decrease in earnings to the fact
1. Consider Exhibit 10 on page 22 of the case; does it include the factors you consider most important in the selection process? Which factors would you be inclined to weight most heavily?
The bargaining power of supplier is how easier it is for suppliers to drive up prices. As the company acquired the company of previous supplier, Importadores Neptuno, who manufactured several critical subcomponents for the Adventure Works Cycles product line, the bargaining power of supplier is low the company as the company can acquire supplies at low cost. The ownership of the company also means that the company can demand the required
After analyzing the results from the previous quarter, it was determined that the prices set for each segment were not sufficient. Product sales priority were also not properly adjusted. With the R&D investments, sales priorities needed to be changed for the main focus to become the most profitable market segments. Prices were not competitive which in turned decreased revenue, market share, and profitability. To become more competitive we altered the prices in each market segment. The Workhorse product was the first to change, the price was lowered to $2500 in an attempt to increase sales; at this price Team 4 was still making a profit on this product, as well as making the price much more competitive. The Workhorse sales priority was also lowered to 3rd in Americas and 4th in APAC and EMEA. This product was not selling as well as we had hoped, and was no longer as profitable as it once was which led to this decision. Next, the Innovator product’s price was adjusted; this involved a price increase to $4100. This price was adjusted to include the new
It is believed that the decline began when the market became more competitive and consumers began to demand lower costs and quicker delivery. Since this had not previously been an issue, the company had a difficult time adjusting (Beer & Tushman, 2013).
The sales revenue decreased from 9 million to 6 million in 12 years and also they incurred operating losses.