7-1 Final Project: Final Company Performance Summary
Southern New Hampshire University
OL 421: Strategic Management and Policy
October 9, 2022
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Progress of the Company
Introduction
Throughout the span of eight years, Andrews has become a market leader in sensors,
remaining the top market share holder for the past four consecutive years. The company has also
made significant improvements in R&D, marketing, production, and financial performance. This
is attributed to the broad differentiator strategy.
The broad differentiator strategy is designed to capitalize on both low-and-hightechnology market segments through promotions and the ability to reposition products. It allows
the company to maintain a presence in both segments if one were to underperform. Additionally,
this approach emphasizes spending aggressively on promotion and sales which will be a key
factor in driving awareness and accessibility of our products. Though a product can be premium
in the industry, without customer awareness and accessibility, it will fail. Our R&D division has
been developing products that meet customers buying criteria – ideal position, age, and
reliability – that are priced above average while remaining within customers’ desired price range.
This strategy also prioritizes investing modestly in automation to improve margins, but not to the
extent where we are unable to reposition products as the market shifts (Capsim Management
Simulations, Inc., 2012a).
Product Examination
Andrews has researched and developed four products: Able, Ace, Atom, and Axel. Able
and Atom have been designed for the low-tech segment whereas Ace and Axel have been
designed for the high-tech segment, illustrated in figure one. There is a negligible overlap
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between Atom and Ace
which signifies that both
products meet
customers’ needs and
wants for low-and-hightech segments. This will
be rectified in the
coming years as Ace
drifts further into the lower right-hand corner faster than Atom.
As aforementioned, our R&D division has been designing products that meet customers
ideal specifications, age, and reliability. Customers within the low-tech market segment rank age
and reliability over ideal specifications whereas the high-tech customers rank ideal specifications
and age over reliability. As such, high-tech products will have greater performance while being
smaller in size compared to low-tech sensors. Figure two depicts the performance, size, and age
of each product against customer expectations based on the market segment the product resides
in. Additionally, each product’s Mean Time Between Failures (MTBF), or reliability, is listed in
table one that is
compared to
customers’
desired failure
rate.
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Able’s performance is at 6.7, size 13.5, reliability 17,500, and age 4.4 compared to
customer expectations of 8.8, 11.2, 14,000-20,000, and 3.0, respectively. We have been
manufacturing Able for nine consecutive years. It had a strong initial launch satisfying customer
buying criteria at a performance level of 6.4 and size 13.6. However, as years past, we are unable
to keep up with consumer demand for smaller and better performing low technology. This led to
the launch of Atom in year five which now has a performance level of 7.5, size 13, reliability
17,500, and age 3.5,
significantly closer to
expectations than Able.
Atom is currently
ranked fourth in sales
within the low-tech
market segment.
Ace’s performance is at 10.5, size 9, reliability 18,000, and age 1.8 compared to customer
expectations of 13, 7, 17,000-23,000, and age 0, respectively. Though we are unable to produce
an item with an age of zero, continuously revising the product will significantly reduce age. Ace
was launched in year two to gain market share in the high-tech segment. It sold better than
anticipated leading to a stockout in its first year having a performance level of 7.5 and size 11.9.
However, similar to Able, we were unable to continuously meet customer expectations with Ace
leading to the development of Axel. Axel’s performance of 13, size 7, reliability 18,000, and age
1.4 is identical to the ideal position for customers. This has resulted in Axel obtaining the highest
market share of 15% within this market segment.
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Production Analysis
Production is a crucial department within our operations, especially capacity levels.
Capacity is the number of units the company can manufacture without the use of the 2nd shift.
Utilizing all 2nd shift personnel, we are able to manufacture twice the capacity level. If capacity
is not properly maintained in accordance with the market forecast, revenue will quickly plummet
while increasing variable costs such as labor and or inventory carrying costs. Capacity was a
challenging aspect to our production cycle for the first six years leading to multiple stockouts
and large percentages of overtime. By the eighth year, our overtime percentage averaged 50%
amongst all products.
Figure three illustrates the capacity level of each product, measured in thousands,
throughout the last eight years. The demand for low-tech products increases 10% year-over-year
(YOY) whereas demand for high-tech products increases 20% YOY. As such, the ratio of lowtech products to high-tech products sold decreased from 2.33:1.00 in year one to 1.16:1.00 in
year eight. This has led to the capacity levels of both segments becoming identical with the
difference between Atom and Axel being 25,000 units.
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Able’s capacity level has doubled since its launch with a current capacity level of 1.15
million units to meet market demand. However, it was at a constant 550,000 the first two years
leading to multiple stockouts and losing potential market share. Atom’s capacity level has been
nearing Ace’s which currently is set at 875,000 as more consumers are purchasing the item.
Ace’s capacity has been steadily increasing from 400,000 in year one to 540,000 in year eight.
However, as Axel has been outperforming Ace since its launch, we have been allocating more
capacity to this product which is at 850,000.
Automation has been
a key factor in
manufacturing lowtech items as
consumers expect
less revisions,
desiring an age of
3.0. The max level
of automation a company can have is 10.0. As depicted in figure four, Able and Atom have
nearly maxed out at an automation level of 9.0 in the coming year. This has led to the combined
labor costs of Able and Atom decreasing 16.52% from the previous year. Reducing labor costs of
low-tech products is required as it must be allocated to manufacturing high-tech items. Heavily
investing in automation for a high-end product will require machinery to be updated YOY to
manufacture the item’s improved specifications. Thus, Andrews relies more on manual labor to
manufacture Ace and Axel with a constant automation level of 3.0.
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Table two displays the company’s market share for both low-and-high technology as well
as the potential market share if our products were positioned to better satisfy customer needs and
wants. In our eighth year, both Able and
Axel were positioned and priced
appropriately to gain the highest potential
market share within their respective
segment. Conversely, Ace and Atom had
the potential to gain 1.5 and 1.0 percentage
points, respectively. Nevertheless, Andrews holds the largest low-tech market share of 22% and
second-largest high-tech market share of 21%.
Market Segmentation
Each of our products are priced according to the segment in which it is associated with to
meet customer buying criteria, illustrated in figure five. Able is priced at $28.00/unit whereas
Atom is priced at $29.50/unit.
These items are priced at a
higher rate due to offering
customers the ideal
performance, size, age, and
reliability but remains within the
desired range. Ace is priced at
$41.50/unit while Axel is priced
at $40.50/unit which too is within range of customers’ desired price. It is priced at a higher rate
due to pricing being ranked third in customer buying criteria. The prices for these items decrease
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an average of $0.50 YOY as our customers within both segments expect a price drop putting
pressure on us to improve our cost structure (Capsim Management Simulations, Inc., 2012b).
The promotion budget is identical for each product and has been set to not have
diminishing returns to increase awareness of our products. The promotion budget has remained
at a constant $1.5 million for each item these last eight years. The sales budget of our products
has varied based on the number of products within a segment. However, it too has been set to not
have diminishing returns when increasing accessibility for our customers. From years one to
three, the sales budget of Able and Ace was set at $3 million. When Atom and Axel were launch,
doubling our items in each segment in rounds 5 and 6, each item’s sales budget was set at $2.25
million.
By the end of the eighth year, we had a total contribution margin of $76.004 million. This
is a 6% increase from the preceding year, a substantial reduction from the average 46% increase
attributed to our investments in Total Quality Management (TQM). As depicted in figure six, the
contribution margin has been increasing YOY as we utilize practices that reduce labor and
material costs. Our low-tech products account for 56% of this margin totaling $42.487 million
whereas high-tech products
account for 44% totaling
$33.517 million.
Since our products are
priced on the higher end of the
spectrum, our accounts
receivable (A/R) has been
higher than our competitors. This has resulted in 8.22% of orders being purchased using a form
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of credit for eight consecutive years, currently listed at $13.233 million. Customers are required
to pay their bills within a 30-day period. As the company has also been maximizing the
production schedule, thus requiring more material from suppliers, our accounts payable (A/P)
has too increased an average of 21% totaling $7.316 million last year. Additionally, with our
current payment policy to suppliers set to 30 days, our suppliers are withholding 1% of purchase
orders. However, this is not significantly impacting our production schedule.
Financial Performance
The broad differentiator strategy has been favorable in growing our sales and net profit as
illustrated in figure seven. In the initial phase of implementation, our net profit did not surpass $5
million until year four, though
sales increased an average of
$13 million from years two
through four. However, net
profit soared to $26 million by
the end of year eight as we
enhanced our practices,
specifically capacity. We were able to cover our R&D and marketing expenses through the
contribution margin – sales minus variable costs – of our product line totaling $76.004 million.
R&D expenses primarily consisted of improving Ace and Axel to better meet customer
specifications. Marketing expenses – promotion and sales budgets for our products – has been at
a steady $15 million for the past three year, previously set at $9 million prior to the release of
Atom and Axel. Production activities i.e., labor cost, material cost, and inventory carry cost,
were funded from the revenue of our products which totaled $161 million last year. From our
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investments in automation and TQM, our direct labor cost has reduced from an average of 16%
in years one through four to 15% in years five through eight. This is a significant improvement
considering the number of units manufactured increased 114% in years five through eight
compared to the previous four years.
Depicted in figure eight, our closing cash position has been dwindling from $5.552
million in year one to $0 last year attributed to significant plant improvements, retiring bonds
early, and paying dividends to our shareholders. This resulted in the need of an emergency loan
totaling $2.384 million to continue
operating. Our cash percentage
i.e., closing cash position divided
by total liabilities, has too been
treading downwards from 60.13%
in year one to 0% last year.
However, we drastically reduced
the company’s long-term debt,
retiring $17.187 million of the total $23 million worth of bonds issued earlier than required.
Additionally, we sold $1 million worth of common stock in year three though did not purchase
any back throughout all eight years. With the marketed forecast of our products in year eight, we
anticipated a positive closing cash position which led to the company paying $15.71 million in
dividends. As we are planning to increase our cash percentage in the coming years, we have
suspended all dividends until we reach a secure closing cash percentage to avoid additional
emergency loans.
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Current Situation
Strengths (Internal)
 Market leader in sensors for the last four
years leading to a cumulative net profit of
$73.149 million between 2027 to 2030.
 Diverse product portfolio throughout the
low-and-high tech markets accumulating two
products in both segments
 Robust production department able to
manufacture 3.415 million units within the
first shift at a production index of 121.4%
 Nearly at full automation of low-tech
products, currently at a level of 9 out of 10 for
both items
 Effective customer service and sales team
leading to 100% customer accessibility across
all products
 Manufacturing the most advance sensor
between both market segments acquiring the
largest market share of 15% within the hightech segment
 Demand for high-tech products increasing
20% YOY. High-tech demand will overtake
low-tech product demand by year 2032
 Suppliers improving their supply chain
strategy to increase on-time delivery rate of
raw materials and components leading to a
potential material cost reduction of 11.80% in
the coming year with the implementation of
Just-in-Time (JIT) inventory
 Global expansion as the sensor market
increases
Opportunities (External)
Weaknesses (Internal)
 Inadequate closing cash position leading to
an emergency loan of $2.384 million
 Overproduced stock in both segments
requiring warehousing costs to rise totaling
$808,000
 Aging low-and-high tech products i.e., Able
and Ace at 4.37 and 1.79, respectively
 Ace’s specifications overlapping Atom’s
resulting in Ace being sold and marketed in
both segments
 Low-tech market segment shifting towards
better performance and smaller size to satisfy
customers ideal specifications.
 Competitors manufacturing better
performing and smaller low-tech items
 Ferris developing a high-tech product
known as Fast that is performing at nearidentical specifications of Axel having a
difference of 0.2 in performance and 0.1 in
size.
Threats (External)
Table 3, SWOT Analysis
Andrews has maintained the largest market share of sensors for the last four years
resulting in a cumulative net profit of $73.149 million between 2027 to 2030. This is attributed to
our diverse product portfolio throughout the low-and-high tech market segments, robust
production department able to manufacture 3.415 million units relying solely on the first shift,
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and effective customer service and sales team leading to 100% customer accessibility of all
products. By the end of year eight, we were able to manufacture the most advanced sensor, Axel,
acquiring a market share of 15%. Additionally, our production of low-tech items is nearing full
automation at a level of 9.0 out of 10.0.
Regardless of our innovative high-tech products, robust production department, and
diverse product portfolio, there are vulnerabilities that can hinder the company’s growth and
ability to remain a market leader if not identified and resolved. We have had two emergency
loans to continue operating due to heavily depleting net profit to significantly improve our plant,
retiring bonds early, and pay dividends. Additionally, we have overproduced our oldest products,
Able and Ace, requiring warehousing costs to rise totaling $808,000. Lastly, Ace’s specifications
have overlapped with Atom’s resulting in Ace being sold and marketed in both segments.
Despite our aging products having less than desired specifications for our customers
resulting in increased carrying costs, demand for sensors have not diminished. Demand for hightech products is expected to increase 20% YOY which will overtake low-tech product demand
by the end of 2032. Suppliers are also improving their supply chain strategy to increase their ontime delivery of raw materials and components. This has the potential to decrease our material
costs by 11.80% in the coming year with the continued implementation of Just-in-Time (JIT)
inventory. Additionally, the market growth is not only domestic but international as well. We
have the opportunity to expand into the global market and capitalize on the increased
international demand of sensors.
The sensor industry is everchanging with new innovations to satisfy consumer demand.
However, customers are demanding better performing and smaller low-tech products. As such
our competitors have developed low-tech items with higher performance ratings in smaller sizes.
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Regarding the high-tech segment, our largest competitor within this segment, Ferris, is
developing a product known as Fast that is performing at near-identical specifications of Axel
having a difference of 0.2 in performance and 0.1 in size. Between the low-tech segment shifting
towards better performing and smaller items and Ferris’ development of Fast, this can
significantly reduce our market share of sensors if not resolved.
Future of the Company
Andrews is well positioned to remain the market leader of sensors while increasing cash
percentage. Our R&D division is working diligently on developing new low-and-high tech items
with enhanced specifications that meet the ideal position of customers. This will eliminate the
overlapping performance and size between our products to sell and promote solely within its
respective segment. Additionally, with the high-tech sensor demand expected to surpass low-tech
within the coming years, we are in the midst of developing another high-tech item at a price
point similar to Ace. Axel will continue to be revised to remain the most advanced sensor on the
market, surpassing Ferris’ specifications.
Though Able and Ace have been manufactured for nine and seven years respectively,
both items are nearing the end of their lifecycle as customers demand better performing tech.
Market share of these items have been dwindling with the releases of Atom and Axel. Able
currently has a mere 6% of the low-tech market while Ace holds 10% of the high-tech market.
We plan to retire both items by the end of 2033 while releasing improved low-and-high tech
sensors to captivate new and old customers. We anticipate our carrying costs to be reduced by
73% as we deplete our overstock levels of Able. Though Able will be transitioned out of our
production schedule, automation will remain at the forefront of low-tech products to reduce labor
cost.
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TQM has been the foundation for reducing material costs, labor costs, R&D cycle time,
and admin costs while increasing demand. The company plans to continue heavily investing in
TQM processes such as Continuous Process Improvement (CPI) systems entailing our 6S
initiative and JIT inventory to further our material and labor cost savings. Additionally, training
hours will increase from 70 hours to 80 hours per operator with the focus on quality to reduce the
number of defects. As each product achieved a 100% customer accessibility rating last year due
to our extraordinary customer service and sales team, we are investing in new channel support
systems to ease communication between customers and our sales and customer service teams.
Regarding production, a portion of our plant improvement budget has been allocated to
concurrent engineering to manufacture stages of our sensors simultaneously instead of
consecutively. This has enhanced our production efficiency to meet market demand and mitigate
the risk of stockouts. We anticipate our TQM efforts, in conjunction with automation, will
reduce material costs by 15%, labor 18%, R&D cycle time 50%, admin costs 70%, and increase
demand 18% by the end of 2035. From the cost savings, we plan to reduce total liabilities current
set at $21 million thus increasing our cash percentage and reinstating the dividend policy.
Ethical, Legal, and Social Challenges
Customers today are considering the sustainability of supply chains and production lines
more than ever in their purchasing decision. The demand for sustainable electronic goods is
increasing, putting greater pressure on manufacturers to change operational practices to have a
positive impact on the environment. Andrews has implemented 6S and other lean
manufacturing processes to reduce various forms of waste in the production cycle. However,
lean manufacturing does not consider environmental impact as a waste which has led to the
goal of incorporating green manufacturing methods in our operations by 2033. We are
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focusing on utilizing fewer natural resources, recycling and reusing raw materials and
components, and reducing air, water, and land pollutants.
Our green manufacturing initiative encompasses the use of dissembling hardware
robots, installing energy efficient machinery, adhering to ISO 14001 standards, and joining
WWF Climate Business Network. With majority of the world’s rare earth minerals being
supplied by China and the potential for these minerals becoming scarce as demand for
electronic goods rises, supply diversification is required to continue operating if China’s
supply were to halt (Nyabiage, 2021). Disassembling hardware to obtain these rare minerals will
limit e-waste and reliance on overseas supply. Additionally, we are researching energy efficiency
machinery to replace our current equipment including Low-Pressure Chemical Vapor Deposition
(LP-CVD), Rapid Thermal Processing (RTP), Physical Vapor Deposition (PVD), Spin-On
Deposition (SOD), Chemical Mechanical Planarization (CMP), Electroplating,
Coater/Developer, and Etcher machines utilized in producing our low-tech products.
ISO 14001 standards serve as a tool to evaluate environmental performance, correct
environmental issues, and establish sound ecological management practices (Maruthi, & Rashmi,
2015). This standard is based on the Plan-Do-Check-Act (PDCA) cycle which focuses on
continuously improving process, products, and services. The PDCA cycle, in conjunction with
our established CPI systems, will allow us to test our environmental theories in a controlled
manner. With a PDCA cycle, we are also encouraging our staff to identify issues with processes
and suggest improvements. PDCA can also validate whether we are on track in meeting
environmental objectives, making necessary adjustments to reach our designated target of
manufacturing sensors with net zero carbon impact by 2040.
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To ensure we are correctly implementing our green manufacturing technologies and
practices and complying with environmental regulations to negate potential fines, we are joining
the WWF Climate Business Network. This network allows companies to engage with other
business experts and gain knowledge and guidance necessary to obtain net-zero emissions
(WWF Inc., 2020). This will also assist in establishing ethical souring criteria of our suppliers to
ensure that our raw materials and components are being ethically sourced and supplied. We will
not tolerate exploitation of workers and significant environmental impact from our suppliers.
Global Considerations
Andrews has been conducting business domestically since it was founded in 2021.
However, as global demand for sensors has been increasing, there is an opportunity for the
company to expand into the global market and capture a large market share on an international
level. There are several aspects to consider when expanding operations on a global scale such as
political stability, skilled labor, external debt, tariff barriers, costs of adapting material
resources for low-and-high tech sensors, trademark compliance, industry-specific regulations,
and market size.
Operating in a politically stable country is required for longevity of the company.
When deciding which countries to operate in, government conflicts and policy changes must
be analyzed to determine whether the country’s economic performance is prospering and
governing body is well structured or if the government will collapse due to corruption and or
political unrest. The country’s external debt must also be examined. If there is an excessive
level of foreign debt, the country could lack the ability to invest in infrastructure, education,
and or healthcare. When a country does not invest modestly in education, there is the risk of
inadequate skilled laborers to effectively operate machinery and assemble our high-tech
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products that heavily rely on manual labor. Additionally, if the country were to default on its
debt, there would be the risk of rising unemployment and interest rates.
When expanding into the global market, an analysis must be conducted on where raw
materials and components will be sourced. The key factor will be whether we are able to
source all materials locally or will rely on importing goods. Relying on importing materials
would result in net profits decreasing based on the tariff. As such, we must be able to source
all materials domestically. Though we may be able to have all materials supplied
domestically, the cost of the materials must also be evaluated to determine if the net margin is
sufficient to establish factories. For reference, in the U.S., our net margin is 39.38%.
Another part of the global market to account for is trademark compliance. Our
products are well known in the U.S. and are trademarked. However, that trademark does not
apply on an international level. We must apply for the trademark in counties we would
operate in to continue manufacturing and marketing our products under Able, Ace, Atom, and
Axel. However, there is the risk of that trademark already being filed resulting in the need to
rebrand our product line and potentially lose customer awareness. Regarding regulations
abroad, industry-specific laws must be researched and fully comprehended to ensure that we
are operating within the law. Otherwise, we risk being fined and or halting operations until
compliance it met.
The most important aspect of globalizing our company is the market demand of the
country. Though a country can be politically stable, supply skilled laborers, have low external
debt, supply materials locally and at a reasonable price point, and comprehendible industryspecific regulations, without adequate demand for sensors in either market segment, our
products will fail regardless of marketing ventures. Market research and consumer surveys
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must be conducted to determine the expectations of customer buying criteria. If customers
value price and age over specifications and reliability, Axel and Ace would not thrive in such
environment. This is vital as we must know which market segment, if not both, would be
profitable and gain market share.
Reflection on Capsim
This course has been unlike any other with the inclusion of the Capsim simulation. To
fully grasp all aspects of this simulation and how each department interacts with one another, I
spent hours researching, reading, rehearsing, and completing the situation analysis prior to
starting the first round. However, it was not until round four that everything started to make
sense. I went from a disastrous first round resulting in being ranked eighth in most categories to
ranking fourth to seventh between rounds two and three, fifth in round four, and eventually
placing second in nearly all categories at the end of the simulation.
Though I understood the concept of the broad differentiator strategy, I did not know how
to effectively implement it in the early rounds. I had developed a high-tech item to capture
market share in both segments, though it released with already outdated specifications from the
previous year. Additionally, I was continuously updating my low-tech item Able with better
specifications per customers’ ideal position. This resulted in not only the age of the product
becoming too new to fulfill the ideal age of 3.0 but also caused overlap between my high-tech
item leading to both products being marketed and sold outside of their respective segment. This
was resolved in later rounds, especially when developing Axel in round six. I did not update my
low-tech items unless absolutely necessary to remain within the ideal age range that is ranked
second in customer buying criteria. Additionally, the outdated specifications were resolved with
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the development of Axel which has specifications identical to customers’ desired performance
and size.
The promotions and sales budgets were never an issue and led to the desired customer
awareness and accessibility ratings. Both budgets were set to not have diminishing returns which
was specified in the Capsim guide. I also did not have any issues with pricing as I priced all
products on the higher end of the spectrum while remaining within customers’ desired range,
decreasing the price $0.50 each round per the guide. However, that cannot be stated for my
capacity levels. Capacity was a challenging aspect as I did not grasp the concept of buying and
selling capacity until round four, as depicted in figure three. Prior to that round, I utilized
majority of my second shift leading to significant overtime levels. This also led to multiple
stockouts that could have been avoided if I increased levels in conjunction with the market
forecast. If given the chance to restart this simulation, I would focus on increasing capacity from
round two onwards.
Two other areas of the simulation I would have done differently consists of paying
dividends and lessening the production schedule of aging products. I need to consider that my
products will not have a consistent increase in sales based on the expected growth of the market
segment it resides in. For products that have outdated specifications and are surpassing the ideal
age, the production schedule needs to be reduced to minimize the possibility of carrying costs.
Regarding dividends, though it is beneficial to reward shareholders, it should not be to the extent
of risking an emergency loan if sales underperform.
Peer-to-peer and peer-to-leader collaboration provided me with a confidence boost
needed to continue bettering my decision-making skills in this simulation. Discussions provided
a platform for everyone to debrief rounds highlighting the areas each individual was succeeding
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in as well as areas of improvement. Though my strategy did not differ based on the input on my
peers, everyone was supportive and wanted to see each other better their company. Realizing that
I was improving my performance with every round, I was determined to increase my overall
ranking and assist others do the same based on my implemented strategy.
This capstone encompassed various aspects of my academic program entailing financial
accounting, marketing, human relations, business systems analysis, international business, and
operations management. The ethical, legal, and social challenges alongside global consideration
were both areas covered in previous operations management courses, being more of a review
than new concepts.
I would have never thought I would be able to construct a paper of this magnitude when I
first began my academic journey at SNHU 2.5 years ago. In my first term, drafting a two-page
paper was daunting let alone an 18–23-page capstone project. Completing this capstone is a
milestone for me as this is my last course before I obtain my BS in operations management with
a concentration in project management. This project also coincides well with my manufacturing
and supply chain experience. It has reassured me that I am more than capable of completing
challenging projects that may occur in graduate courses if I were to continue my education.
Reflection on the Organizational Leadership Program
When starting the business core program, I did not have experience or knowledge in
accounting, business law, international business, business systems analysis, and marketing.
However, I did have practical experience in human relations from managing a wholesale
warehouse. When managing employees, understanding how to act appropriately in the workplace
and developing healthy work relations is necessary in improving productivity and employee
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retention. As I have now completed all business core courses, I have a solid foundation in the
effort it takes to run a successful business as well as expansions. As I aim to move up the
corporate ladder to a senior management role, this foundation is absolutely necessary as my
decisions can have a substantial impact on company performance entailing revenue, profit, or
retention rates.
My academic career at SNHU has been a challenging journey to complete. I knew starting
my degree program would entail having to dedicate a minimum of 12 hours per week studying
and completing coursework. Though it seemed daunting, I realized it would be rewarding in the
end. Planning out each week’s coursework has been the key factor in successfully completing
this degree program. As I work full time, caring for three children, and sustain a healthy
marriage, segmenting projects into daily tasks made completing assignments more manageable,
lessening my anxiety. One of the major challenges initially in my academic career was research.
I did not know what scholarly articles were nor how to distinguish between credible and noncredible sources. This led to papers having less powerful arguments such as the final project in
BUS 206 when applying the rules of jurisdiction to the case study. If I were to retake the courses,
I would start my research at the Shapiro library that has an extensive database of credible articles
and reports.
Throughout the business core program and this capstone, effective business communication
adhered to the seven Cs of communication: clear, correct, complete, concrete, concise, coherent,
and courteous. Each project had to have a well-defined purpose that the recipient could easily
grasp and the reasoning behind delivering it. Information provided in assignments needed to be
factual and build logically upon one another to have the recipient reach the same conclusion,
including correct use of grammar as to not lose credibility. Complex subject matter needed to be
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simplified and shortened for recipients to follow and recall. Additionally, when interacting with
my peers in weekly discussions, I implemented best practices entailing having a respectful and
polite tone alongside showing appreciation for their time.
The business communication skills acquired from courses at SNHU are invaluable
regardless of the one’s professional field. Though this is the last course within the business core
program, I can utilize the seven Cs in my professional life such as in debating on necessary
operational changes that need to be approved by upper management or when presenting to
shareholders the current state of a department or company. If I were to continue my academic
career, these communication skills will remain the foundation of all coursework to ensure my
argument can be easily understood by the recipient.
Business etiquette is essential in building and sustaining strong professional relationships.
It demonstrates respect and courtesy for others. Throughout this capstone course and business
program, discussions allowed peers to establish a professional business etiquette such as greeting
others, posting on time, having a clear and concise post, acknowledging the effort of others,
negligible grammatical errors, and establishing an overall positive tone especially when
providing constructive feedback when responding. This has been the standard throughout the
business program regardless of the area of study and should remain as such for the next
generation of students.
22
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