If customers are visiting their local industrial "supermarket" these facilities do not display MWX prominently and the 14 person sales force dedicated to this product are unable to educate large numbers of sales reps and end-users on the benefits of MWX. Most biocide maintenance products only work with 45% of metalworking fluids; if customers had a bad experience with these products they may not think it is a product useful for their
There are not enough regulations and monitoring system for the daily accounting activities. For instance, management and auditors spend very little time reviewing the insignificance of petty cash account. So the five elements of internal control is not work well in this company. The control environment was not effective; there was no effective risk management, which helped the company to realize its objectives; control activities and monitoring are lack. Moreover, the CEO is ultimately responsible for the internal control who assumes primary responsibility for the system of internal control.
With this limited amount of advertising, Kathy is not driving enough customers into her stores because people may not be aware that her company is in business. Problem Statement Currently, Kudler Fine Foods doesn’t have a sufficient advertising strategy, which is resulting in less customer count
It is portrayed as a very un-kept building which may be Steinbeck representation of men in those time as they only care about money, drink and women. Steinbeck describes the bunkhouse as 'long', 'rectangular' and the 'walls were whitewashed' and 'the floor unpainted' This shows quite a negative connotation as it means that the ranch owner doesn't really care at all about his workers he just wants them to work so he can earn money. We also that the workers don't own very much as they have '2 selves' showing that many don't own much because of the depression and that they move a lot so they don't carry to much. We also see that there are a few windows '3 small square windows' therefore they don't allow much light in this could mean that the dream that all the men want is so slim that it most likely will not happen for them and that they will either fail here or will just leave and try their luck somewhere else. It may also be foreshadowing that because there is not much light that for George and Lennie something bad is going to happen meaning that it is not a good place for them to be.
The following issues I have identified are: Staff training and Procedures There is currently no training taking place within the store as it is seen as a waste of money. This is causing low staff moral and is showing in staff attitudes. The procedures booklet issued by head office is almost redundant and is unused by the store. Structure of Staffing The business seems to be top heavy with little or no respect for night Managers. It seems though the manager and assistant are not seeing the business as a whole by not working different shift patterns.
Walgreens is known as a pharmacy, yet the pharmacy counter is usually located in the farthest corner with no signs or design showing customers how to get there. This layout goes against their advertising of being convenient, since majority of its customers are only there for a quick trip to the pharmacy. Also, Walgreens stores are highly filled with unneeded merchandise. They come off to customers as overcrowded and with the portrayal of merchandise stacked all the way to the
Q1) What are the roots of Jamba Juices problems? As Jamba Juice transitioned to the different positions, it was not able to mobilize an efficient value chain to capture the value created. Primary activities are not linked aligned: * Operations: * lack of operation excellence – managers found it difficult to manage a 700 store system: (See exhibit A for analysis of costs as a percentage of sales, operating expense is 35% of sales and has stayed constant) * Outdated stores * Lack of free cash flow * Marketing & Sales: * lack of targeted product specific marketing * Lack of innovation – menu not being regularly updated Secondary activates are not aligned: * Firm infrastructure * Business model based on company-owned stores * No support provided for potential franchise owners * Technology: * No IT infrastructure to consistently review/understand performance at individual store or overall company level * Procurement: * Lack of a robust supply chain – sensitive to raw material price volatility (costs of goods sold as a percentage of sales increased from 2007 to 2008 (Exhibit A)) Other factors that have contributed to Jamba Juice’s problems: * Rapid uncontrolled expansion * Lack of barriers to entry * Market is fragmented Q2 & Q3) Which of the strategic options should White undertake? How should he sequence them? Immediately: * Engage with suppliers to optimize inbound logistics to reduce costs * Close unprofitable stores * Incentivize current managers for increasing the operation margin of their stores Short-term: * Transition the culture of the company: hire new executives (who have experience with a franchise model) in key strategic roles * Transform to a franchise based business model – sell franchise to small propriety operators: this
This is especially detrimental because the information the graduates were presented with was incomplete and poorly composed . To add insult to injury, credit hours earned at ITT Tech are not transferrable to any school other than another ITT Tech campus . The debt
He doesn’t seem to care for the money like it is completely dispensable. Throughout this shot there is no dialogue; instead, the tone is being set. The audience can only imagine why someone would inconsiderately leave money about. If the viewer looks closely when the nightstand is displayed it appears there are two wallets, one new and one old. His apartment seems old and inexpensive; he and the money seem completely out of place.
Inventory, quality, vendors, management, and the workforce were all inefficient in the current operations. Various improvements were needed to create a lean operation, starting with buy-in from the managers. Henry Malone, manager of shop operations for thermocouple manufacturing, did not have a positive view of JIT. The facility did not have an integrated system to track inventory and viewed the shop’s floors a “no man’s land” due to goods disappearing after leaving the stockroom. Other issues included setup times and incentive programs.