Forster’s Market is a retailer of specialty food items, including premium coffees, imported
crackers and cheeses, and the like. Last year Forster’s sold 14,400 pounds of coffee. Forster’s pays a
local supplier $3 per pound and then sells the coffees for $7 a pound.
The Roaster Decision
While Forster’s makes a handsome profit on the coffee business, owner Robbie Forster thinks he
can do better. Specifically, Robbie is considering investing in a large industrial-sized coffee roaster that
can roast up to 40,000 pounds per year. By roasting the coffee himself, Robbie will be able to cut his
coffee costs to $1.60 a pound. The drawback is that the roaster will be quite expensive; fixed costs
(including the lease, power, training, and additional labor) will run about $35,000 a year.
The roaster capacity will also be significantly more than the 14,400 pounds that Forster’s needs.
However, Robbie thinks he will be able to sell coffee to area restaurants and coffee shops for $2.90 a
pound. Robbie has outlined three possible demand scenarios:
Low demand (33.33% probability) | 18,000 pounds per year |
Medium demand (33.33% probability) | 25,000 pounds per year |
High demand (33.33% probability) | 35,000 pounds per year |
These numbers include the 14,400 pounds sold at Forster’s Market.
Questions
1. Fill out the table below with the two capacity options information:
Capacity option | Fixed Cost | Variable Cost |
1. | ||
2. |
2. What is the indifference point for the two options (show your calculation for full credit)?
Answer:
3. What are the implications of the indifference point?
Answer:
4. If Forster’s does not invest in the roaster, does Robbie need to worry about the different
demand scenarios outlined above? Why or why not?
Answer:
5. Calculate the expected profit (revenue minus cost) for the two capacity options (show your calculation for full credit). Keep in mind that, for the roaster option, any demand above 14,400 pounds will generate revenues of only $2.90 a pound.
Answer:
6. Draw the decision tree to show your results.
Answer:
7. What is the worst possible financial outcome for Forster’s?
Answer:
8. What is the best possible financial outcome?
Answer:
9. What other factors—such as core competency, strategic flexibility, etc.—should Robbie consider
when making this decision?
Answer:
10. What do you think the company should do, and why?
Answer:
Forster’s Market is a retailer of specialty food items, including premium coffees, imported crackers and cheeses,...
i need help with questions 1-10 Forster's Market Introduction Forster's Market is a retailer of specialty food items, including premium coffees, imported crackers and cheeses, and the like. Last year Forster's sold 14,400 pounds of coffee. Forster's pays a local supplier $3 per pound and then sells the coffees for $7 a pound. The Roaster Decision While Forster's makes a handsome profit on the coffee business, owner Robbie Forster thinks he can do better. Specifically, Robbie is considering investing in...
CASE STUDY Forster's Market Low demand 18,000 pounds per year 25,000 pounds per year Introduction Forster's Market is a retailer of specialty food items, including premium coffees, imported crackers and cheeses, and the like. Last year, Forster's sold 14,400 pounds of coffee. Forster's pays a local supplier $3 per pound and then sells the coffees for $7 a pound Medium demand High demand 35,000 pounds per year These numbers include the 14,400 pounds sold at For ster's Market. In addition,...
do SWOT analysis. CASE 01 Mystic Monk Coffee connect . David L. Turnipseed University of South Alabama . wishing to donate to the monks' cause. Father Prior Daniel Mary did not have a great deal of experience in business matters but considered to what extent the monastery could rely on its Mystic Monk Coffee operations to fund the purchase of the ranch. If Mys- tic Monk Coffee was capable of making the vision a reality, what were the next steps...
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