However in the afternoon it became apparent that the export figures were down £45 million. This was because of two jumbo jets they had imported last month and the figures only showed the month’s figures therefore this was a big shock to the public. These figures were then published in the newspaper so everyone could read it and see it. This would have had a
Hao Sun Mrs. Tileston 9/12/11 Intelligence + Evil = Human Disaster As the 10th anniversary of the 9.11 attacks arrives, many people fear for another similar terrorist attack to happen. Some change their plans to avoid downtown Manhattan; some decide to stay home for the weekend. My mom called from China the other day and reminded us not to go to downtown Chicago, and especially not to go near Sears Tower. The whole world is getting nervous for the anniversary, fearing for a possible tragedy. The 9.11 attacks were such catastrophic disasters that the terrifying images still cast a dark shadow of grief and terror upon the world even after 10 years.
As of 6 December 2000, there have been 148 reported deaths and over 500 serious injuries1. It would have been very likely that people would shun Ford and Firestone products from then on due to their perceived danger, which made Ford and Firestone’s management of one of their biggest stakeholders- their customers and the victims of the accidents- extremely important. On the whole, Ford and Firestone’s handling of stakeholder issues were not exemplary. Victims of their faulty products were not properly informed beforehand of the risks, compensation to them was reluctant and mostly delayed, the two companies played the blame game, and many jobs were lost in the process. As such, I feel that Ford and Firestone handled stakeholder issues poorly, and although certain measures were implemented after the incident, I feel that they were insufficient, tardy and unhelpful in regaining customer loyalty.
Williamson D.D. Williamson had trouble managing projects that were successful, so they took a step back and pinpointed the cause of the issues. They found the cause to be the lack of project prioritization. There were projects of great importance being pushed to the side while less important projects were being started. As a result, projects went over budget and there was a great chance of missed opportunities due to their disorganization.
Erik seems hampered at quickly knowing exactly where the 21 towers stand. 2. What are the underlying causes of these problems (offer at least one reason)? Erik Peterson lacks the leadership quality which is vital in the position he holds in the company. On more than one occasion he displayed his conflict avoiding trait instead of trying to sort the situation on.
2. What people, organizational, and technology factors contributed to these problems? Contributing to these problems was management’s unwillingness to spend the appropriate amount of money on the needed software to ensure security, the lack of training of their employees, almost non-existent procedures, and outdated software. With proper management and procedures in place, the employees would not have been so sloppy in their work, the software would have been updated and perhaps the firewall would not have been breached. 3.
Should Netflix do something to gain back market shares? A Business Case Analysis Symptoms In September 2011, CEO Reed Hastings and fellow executives made a decision to increase their rates 60%, which has led to customer dissatisfaction, increase in more competition, and loss of revenue The reports show that after the price increase shares dropped a substantial amount (15%). Customers became dissatisfied because of the price increase and as a result canceled there membership (2.5 million canceled and projected to be over 6.5 million by end of quarter). Competition has increased due to the fact that their prices are no longer competitive and has given blockbuster to come in and collect all the dissatisfied customers as their subscribers. Problems The first actionable problem is the increase in pricing for the service that we provide here at Netflix.
She approached Capellas, CEO of Compaq, about a licensing deal, he suggested a broader relationship between HP and Compaq. Figure1: Historical Prices of the Dell, HP, and IBM. Compaq before merger - Founded in 1982 - #2 in PC market - Business Divisions: o Commercial and consumer PCs o Enterprise computing: servers and storage products o Global services - Continuous weakening performance - Missed an opportunity to retail online and tried to compensate the mistake with made to order system in retail outlets, though with failure - Was caught in vicious cycle of cost cutting and layoffs - Series of bad investments Digital Equipment (AltaVista) - Dell had overtaken Compaq as the PC market share leader in the fourth quarter of 2001, according to market research firm IDC (see Figure1). Hewlett Packard - Founded in 1938 - HP imaging and printing group was the leader in its group - #13 in a Fortune 500 list Issues in HP 1. Was not innovative in its offerings 2.
Hank Kolb, Director, Quality Assurance Problem Definition The fundamental problem is management. Senior management lacks the policies and visible support of a quality philosophy such as following a ISO 9000 Quality System. Even though they have recently appointed Hank Kolb to oversee their quality program, which is a move in the right direction, there is still a lack of visible senior management support for quality. The fundamental problem shows up in a number of symptoms such as putting schedule and market share above quality and safety. It also shows up as a poor attitude about quality.
Firstly, the marketing focuses of the two were different – Southcorp wanted to push products while Rosemount wanted to promote. Then the companies couldn’t agree on what quality and price to set their products at, and of course there were the cost reductions by the CEO. These reductions were choices such as the cutbacks of employees, vineyards, wineries and warehouses. As well, the problems between merged computer systems signified the decline of this once profitable company. Within a year of the company being merged, everything that made the two separate entities work, was making this new company fail, so what went wrong?