Professional Documents
Culture Documents
Group 4
Abdul Hakim Bin Sahaq
PBS15311279
Amar Hamka
PBS15111011
Arunachalam Balaji
PBS15211174
PBS15311272
PBS15311277
Neeshanthinee Nagoor
PBS15311266
Case Introduction
Survey Masters is a marketing research company which offers survey & research services to
companies with no specialized research resources. It focuses on various industries such as
manufacturing, retailing, and consulting industries. The company is operated by two main
partners Natalie Patel and Carlos Lopez.
The major line of business which Survey Master focuses is doing market research and conduct
industry specific surveys for their clients. This includes researching on the existing consumers as
well as research on new products and services offered by manufacturers, distributors, and
consultants. Survey Masters implemented a three-phase methodology in conducting survey for
clients. These three-phases includes survey proposal and design, data collection and analysis and
report preparation.
After two years of successful operating, the company now employs 10 professionals, and earned
$3 million revenues with $600,000 income in 2006. The partners Carlos and Natalie has
concerns around selection of their clients in order for the betterment of the company. They are
planning to be more selective in the types and size of the projects that the company should
engage with. The following case study analyses this issue further into detail.
projects undertaken by Survey Master in 2006. What are your conclusions about the
relationship between project size and project profitability?
Largest 20 Projects
50
600
3600
250
1050
Largest 20 Projects
1,300,000
(400,000)
(327,587)
372,143
We want to allocated the overhead costs according to the new basis, hence we calculated the
overhead allocation based on the given figures which are shown in Table 2 and we found out that
the total overhead costs for the Largest 20 Projects are $327,587 while the total overhead costs for
Smallest 20 Projects are $1,072,143. From here, we can see that smaller projects has absorbed a
big portion of the overhead costs which is tallied with Lindas comment of smaller projects require
many trips, more data collection and more data and analysis. Furthermore, we have calculated the
new profit level for both of the segregated projects. As per results in Table 3, we discovered that
the Largest Projects has a much higher profit than the Smallest 100 Projects.
Question 3: Should Survey Master continue to take all projects offered to the company?
Why or why not? On which size of project should they focus their sales efforts? Should
they refuse to take on larger or smaller projects in the future? What should be their
strategy in selecting future projects to undertake with client?
Large project
50 trips
Small project
110 trips
Total
160 trips
600 days
3600 days
4200 days
250 pages
1050 pages
1300 pages
Large project
Small project
Total
00,000
4
40,000
640,000
3
52,857
17,143
370,000
75,000
315,000
390,000
1,0
27,857
72,143
Large project
Small project
65,000
15,000
20,000
4,000
Contribution
45,000
11,000
20
100
Number of project
9
5
1,
400,000
1,1
00,000
00,000
3
27,857
1,0
72,143
5
Profit
72,143
27,857
Based on the calculation above, the large project recorded higher profit of $572,143 as compared
to small project of $27,857. Since the overhead are apportioned and charged according to the
activities, Survey Master will not incur additional fixed costs should they choose not to take up
small projects. Therefore, it is recommended that Survey Master:
i.
To continue with all current projects di regard of the size, if the Company still be able
to manage through the all projects and do not possess any constraint on resources.
This is to ensure that the Company maintain its presence in the market;
ii.
If the resources are scarce, then sales effort be focused on securing big projects and
be selective on accepting small projects;
iii.
The strategy is to assess the potential revenue on client basis and does not use the
magnitude of the projects as a criterion to accept or reject projects as some clients
may offered both small and big projects, and by rejecting small projects from this
clients may have a potential negative effect on securing bigger projects from the same
clients.
Question 4: Suppose that Survey Masters decides to only take on larger client projects, but
not enlarge its professional staff (i.e. maintain the level of project salaries at $800000).
Prepare a projection of income for 2007 for the strategy that you proposed in question 3
above.
Answer:
Supposing that the Survey Master decides to only take on larger client projects so the current
salaries of the Largest 20 projects will be duplicated and also the overhead costs and the Total
Revenue.
Description
Income statement
for 2006
20 projects
40 projects
Revenue
$ 1,300,000
$ 2,600,000
Salaries
$ 400,000
$ 800,000
Overhead allocated
(based on project
salaries)
$ 327,858
$ 655,716
Net income
$ 572,142
$ 1,144,284