3. Which segment(s) represent opportunities for Jones Blair The main segments that represent opportunities for Jones Blair are professional painter in all their 50 counties, as well as DIYer’s and professionals outside of DFW. 4. What is Jones Blair’s Competitive position in the market? Jones Blair manufactures and distributes paint to 200 independent paint stores, lumber yards, and hardware stores, 40% of which are in the DFW area.
Memorandum From: 601745 To: Raquel Wilhelm Date: February 5, 2013 Re: Jones Blair Company Recommendation: Jones Blair Company (JBC) should add another sales representative to focus on new accounts, while pushing their current sales representatives into being more aggressive to gain new accounts. Problem Statement: Should Jones Blair Company, a manufacturer of architectural paints, advertise more to Do-it-yourself consumers in the DFW area or non-DFW area? Facts: JBC Positives: In 2004, sales volume for JBC reached $12 million. JBC’s dollar sales also increased at an average annual rate of 4% each year over the past decade. JBC has been very successful in maintaining their price margins, even with increased research and development as well as material and labor costs.
80% of Deere’s industrial sales were in Us vs only 43% for CAT * Segment distributed products through 433 dealers in 437 outlets. Not same as agriculture tractors dealers. Distribution network was second only to CAT. * Three different agreements with dealers: utility, construction, or forestry. Most dealers could sell tow and sometimes three lines * Deere granted 20% discoutns from list for sonstruction, 23% for utility, and 4.5% volume for most dealers.
Sustaining Growth A key issue facing ECP is sustaining its growth. From a turnover of £50,000 in 1978 ECP has shown rapid growth particularly in recent years defying the downward trend of the UK economy. In 2011 alone ECP increased its revenue by 25% whilst adding 12 new branches and over a thousand new employees to the team. This was a direct result of ECP’s heavy investment in people, infrastructure, technology and marketing. The growth was also aided by a shift in the market of service, maintenance and repair work away from manufacturer’s franchised dealer networks to independent repairers who constitute the bulk of ECP’s customer base.
j. Management employees earned US$ 50,000 on average, while hourly employees earned US$ 18,000 on average in 2001. k. Four types of domestic stores at WM in 2002: Discount stores; Supercenters; SAM’s Club; Neighborhood Markets. l. Five levels of operations: Corporate; Division; Region; District;
In particular, its exports rose by 6 percent in 2014 to reach 813,000 hectoliters (21.48 million gallons) of beer, the best result in 119 years. Budvar exported to 70 countries last year, five more than the previous year, and output reached 1.457 million hectoliters, up 2.5 percent from 2013” (Fox Business, 2015). Overall, Budvar exports 50% of its annual output and uses the Budweiser brand in most European markets, including Germany, the U.K., Italy, Russia and Turkey (Rousek, 2014). Contrastly, AB InBev is much larger than Budvar, producing roughly 300 million hectoliters of beer a year focusing mainly on the US, Asian, and South American markets (Rousek, 2014). However, the Czech company has been “punching above its weight in the legal arena” by winning 88 of 124 disputes between 2000 and 2011 and holding exclusive rights in 68 countries, mostly in Europe, preventing AB Inbev from selling its Budweiser brand in many key markets such as Germany (USAToday, 2012).
Twenty-four of these brands each generate more than $1 billion dollars in annual sales alone. Proctor and Gamble is an American based company, which interacts with more than five million consumers in nearly 100 countries; conducts over 20,000 research studies each year, and invests over $400 million in consumer understanding annually. Product Descriptions Procter & Gamble Co. provides branded consumer packaged goods to its consumers around the world. Its products are sold primarily through mass merchandisers, grocery stores, membership club stores, drug stores, high frequency stores, and neighborhood stores which serve many consumers in developing markets. The company also intends to expand its presence in other channels, including department stores, perfumeries,
Stickley Furniture BUS 644 Michael Burton May 14, 2012 Introduction Stickley Furniture is a company that manufactures furniture since the 1900's and in the 1970's the company was having some financial issues and in 1974 the present owner bought the firm and they have been doing well ever since. The company went from having 200 employees to 20 full time employees and currently they now have 1,350 employees. The furniture company has five retail stores in New York, Connecticut, North Carolina and about 120 dealers nationally. The facility is a large rectangle building with a 30 foot ceiling, the size helps to compensate for all the different areas and sections where the work is held, produced, and stored. Basic Process Types To determine which production process type will best fit the Stickley Furniture company primary mode of operation will discuss the following: job shop, batch, repetitive, and continuous.
Employment had increased tenfold. Sales had grown from $1 billion in 1980, to $26 billion. The 21st century – one of the most successful retailers in the world Today, 8,576 stores and club locations in 15 countries employ more than 2.1 million associates, serving more than 176 million customers a year. Our history is a perfect example of how to manage growth without losing sight of your values. Our most basic value has always been, and always will be, customer service.
A CRO industry publication listed 18 top players in North America with total contract research revenues of 1,7 billion. The top 5 public companies comprised in 1,5 billion in revenues in 1996. Kendle is still able to keep up with the main industry peers. Its CAGR revenue and net income growth rate is 71.8% and 39.1% respectively compared to the 46.8% and 12.9% total CAGR revenues and net income of the largest 6 companies. Kendle Net Income margin of 5.3 % in 1996 is much higher than 1.6% of the Quintiles which is considered to be the “golden standard” of the industry and more than double more than 2.2% net income margins average.