| Greene Gardens | An Ethical Dilemma | 10/23/2012 | In the article Greene Gardens the 2006 E. coli outbreak in the California spinach industry is described from the perspective of Seth Greene. His story lasts for 29 days with four distinct days being emphasized. Seth Greene is the owner of Greene Gardens, which grew many types of vegetables in California’s Salinas Valley, including broccoli, cauliflower, Brussels sprouts, cabbage, lettuce, and spinach. Greene sold approximately 80% of his crop to GRT Salads and the remaining to smaller processors. Greene’s crop made up about 20% of GRT Salads production, yet GRT marketed that 80% of their vegetables were grown by Greene Gardens.
Rite Aid reported total sales of USD $24.3 billion in fiscal year 2008. In 2008, its market capitalization dropped to under $500 million. As of 23 February 2012, the market capitalization of Rite Aid was about $1.4 billion. Alex Grass founded the Rite Aid chain in Scranton, Pennsylvania in September 1962. The first store was called Thrif D Discount Center, a health and beauty aids store, without a pharmacy.
The company had already gotten the other 100 families to accept the offer to buy their property. The city claimed their right of eminent domain on the remaining 15 families and ceased their properties. This action was the beginning of the court battles which eventually lead all the way up to the Supreme court hearing the case and deciding in favor of the City of New London, Connecticut. The main reason Pfizer was behind the whole issue was because “In 1998, the drug company Pfizer built a new plant in New London, Connecticut.” (Head) The pharmaceutical company thought with the additional business their plant might bring to the city that they'd be able to take the housing land and turn it into a commercial development property and sell it to other commercial developers to bring about more jobs, tax revenues, and businesses to the community in hopes of reviving the struggling city. Susette Kelo is the main proponent of the supreme court case, arguing on behalf of the home owners.
In 1951, the company moved from Chicago to its current site in Morton Grove, IL. In 1987, Crane Packing Company was purchased by TI Group PCL. In spite of a series of acquisitions and divestitures, the companies in the USA and in the UK were once again united under the name of John Crane. Since 1987, JC provided superior service to customers and was the technological leader in the sealing industry. In 1998, JC acquired three other sealing companies, Sealol, Safematic and Flexibox.
Question #1: Sourcing Headquartered in Beaverton, Oregon, Nike, Inc. has become the largest supplier of athletic shoes, apparel and sporting equipment in the world. In 2012, Nike reported revenue of approximately $24.13 billion dollars (Schulz, n.d). Nike’s sourcing strategy has traditionally been characterized as vertical disintegration through the practice of outsourcing their manufacturing activities to independent factory owners in foreign countries (Collins, 2010). Outsourcing allows Nike to focus on their core competencies such as marketing and product development (Mongelluzzo, 2002). Nike creates the manufacturing designs and specifications, and their suppliers follow them through the production process.
Check-in service times were exceeding the company standard of three minutes or less, so a team was assembled to determine the best solution. Again, the Six Sigma DMAIC model was employed. Top-Down Commitment: The Six Sigma initiative is supported from the top of the organization down. Implementation of such a program is not inexpensive, with well-paid managers deployed throughout all regions of North America, and internal training programs to grow “Green Belts” (departmental managers seeking to build their own skill sets) into Black Belts. There also is a commitment throughout all brands (Sheraton, Westin, W, Four Points, etc.
A century later, The Coca-Cola Company has produced more than 10 billion gallons of syrup. John Pendleton died just 3 years after the invention of Coca-Cola and unfortunately without realizing the phenomenon he had created. John Pemberton’s partner and bookkeeper created the first Coca-Cola logo in 1887. They thought that the two Cs would look good in advertising, and they began to create the well-known logo for Coca-Cola. The script was developed in the mid 19th century.
Global Strategic Management Mini Cases Series CEMEX Global Expansion From a relatively modest Mexican family-owned conglomerate, CEMEX was since 1996, the 3rd largest cement company in the world measured by cement production capacity. Having completed the acquisitions of Southdown in the USA and RMC in the UK, the group was a well established three-legged player in America, Europe and Asia. However global competition was tough and CEMEX was not positioned in the two emerging giant markets of China and India. CEMEX strategy to become one of the leading players in the world of cement took place in three major steps: (1) consolidating its presence the Mexican market, (2) internationalization, (3) global management 1) Mexico In1985, when Lorenzo Zambrano was appointed to head CEMEX, the company was pretty much as any other developing country conglomerate. Founded in Mexico in 1906, CEMEX had grown from a regional cement producer to a diversified group of companies with interests in tourism, petroleum and mining projects, and was listed on the Mexican stock exchange.
Scott's Miracle-Gro: The Spreader Sourcing Decision Unit 7 Scott's Miracle-Gro Case Study Analysis Kaplan University School of Business and Management MT460 Management Policy and Strategy Author: Ariel R. Echevarria Professor: Deborah Thigpen Date: November 6 , 2011 Introduction “The Scotts Miracle-Gro Company (Scotts), based in Marysville, Ohio, was formed by a 1995 merger of Miracle-Gro and The Scotts Company. The merger made Scotts the largest company in the North American lawn and garden industry. It was the world’s leading supplier and marketer of consumer products for do-it-yourself lawn and garden care, with products for professional horticulture as well.1 In the 2007 fiscal year, Scotts had net sales of $2.7 billion .”(Gray) Synopsis of the Situation Scott's Miracle-Gro plant in Temecula, CA is under the microscope of the corporate office. The company is comparing how cost effective keeping this plant would be compared to outsourcing a lot of its manufacturing to China. The plant manager needs to find a way to keep the plant in Temecula, while continuing to provide cost effective ways to manufacture their Seed Spreaders and continuing to have positive growth for the company.
In the Philippines, many high profile companies were seeking the services of Bouleau & Huntley, so in 1998 they opened an office in Metro Manila. The reason so many companies were in need of Bouleau & Huntley’s services was because in the Philippines, they have the Philippines Retirement Act, which requires companies to pay a retirement benefit to employees that are set to retire at age 65. Within 14 years the Philippines office had 11 partners and 120 employees. The total revenues were roughly US$13 million. In the Manila office they sought to expand into other types of business services on a trial basis.