Service Request SR-rm-001 Presentation University of Phoenix Julius Fitzpatrick, Tracey Ezzard-Pickett, Edwin Westbrook, and Demetrius Harris CIS/207 April 25, 2012 Dr. Jeorge S. Hurtarte Service Request SR-rm-001 Presentation Introduction Riordan Manufacturing is a worldwide manufacturer of plastics, who is in need of a modern inventory and management system. Through the use of inventory control software each of its plants can collaborate and track real-time information on available inventory, location, status, and be able to communicate with suppliers. A streamline process will improve labor productivity, reduction in inventory paperwork, reduce labor costs, reduce cash tied up in
Next instead of promoting from within, they searched for new blood and hired former Barney’s CEO Allen Questrom. Penney went on to sell one it’s direct marketing unit to raise capital to reduce debt. They restructured the company to focus on its struggling department stores, cutting employees and closing down many stores. By September 29, 2003, the culmination of CalPERS active investment in Penney, JC Penney seemed to right the ship and was able to streamline operations to be more efficient and profitable. Chronology of Events 2/22/00: CalPERS identifies 10 underperforming companies that will serve as their primary focus for corporate governance activism for the 2000 proxy season.
budgeted: $220,000 This also seems too low based on the increasing trend for Executive Compensation between Years 6, 7, and 8 ($170,000; $220,000; and $220,000 respectively) (Horizontal Analysis). Again, to keep up with the cost of living and to motivate good executives to stay with the company, a more realistic figure would be approximately $270,000. Concern #5: Utilities (costs to run utilities) Competition Bikes, Inc. budgeted: $150,000 This seems too low based on the increasing trend for Utilities between Years 6, 7, and 8 ($130,000; $135,000; and $150,000 respectively) (Horizontal Analysis). To keep up with inflation, a more realistic figure would be around $165,000. Concern #6: Other General and Admin.
4. Assume Siemens moves forward with the plan for the Great Game of Life, what recommendations would you make to maximize success? principles, concepts, and theory Problem statement Syndrome 911 3 biggest clients’ bankruptcy 110/658 M Supplier bad foam cushion-> delay schedule damage profitability Task 7.2 M investment into culture change program decision Characters CEO: Charlie Eitel->former successful experience on implementing the program President: Bob Hallyer-> personal interest and other top management team: stakes are high->no New York based equity firm worries too Background 1870s-1936 From wooden box to wooden framed bed to bedding 2 generation of family business Innovation -> transparent leader 5000investment to 43M revenue 1987 operated in 15 countries with a full range of products Participate in public sector: WW1 WW2 Korea War Using successful people to advertising: Roosevelt Eleanor/ Henry Ford/ Thomas Edison 1978 non family member CEO-> unstable ->2001Zreo waste program internal reduce to 18 concentration mattress products. Business Model 770 retail outlets Wholesale consumer Direct (company-owned subsidiaries)->hotel motel hospital dorm US government Simmons Culture History Opportunity Innovation Costumers need Eitel’s team bring in Caring Empower people within boundaries Support each other CHOICE Manufacturing plant competition instead of
Feasibility of the project was also supported by an upturn in residential property market. The entrepreneurial endeavors in this case were deeper than the financial incentives, Ross was quoted that this was perhaps the last site that have “grand potential....., building’s that would define New York City.” With a 2.1 million sf. Of buildable FAR, the center would have more usable space than the Empire State Building. SRD relied heavily on its Joint Venture with Apollo Real Estate Advisors. Apollo would provide inflows of $255M in equity.
Washington Mutual plans to refinance up to $2 billion in subprime loans at below-market rates. Citigroup and Bank of America are working with an advocacy group to similarly target $1 billion in subprime mortgages, focusing on cities with high foreclosure rates. Freddie Mac is fueling the market with a commitment to buy up to $20 billion in subprime loans, and Ohio is floating a $100 million bond issue to help troubled homeowners. The new environment may also drive new solutions. Lenders now face falling home prices, large loan portfolios with no money down, and a home-foreclosure process that may cost them tens of thousands of dollars.
American Colonial Heritage (ACH): Business Opportunities in High Potential Developing Countries Memo 3rd November 2006 TO: David Sullivan - Vice President, Sales FROM: Alexandra Jones SUBJECT: Report on How to meet the U.S. Government contract Enclosed herewith is the analysis of different possibilities to meet the U.S Government contract for American style office furniture. The report analyses three different international markets for expansion as opposed to each other and the interests of ACH. Executive Summary American Colonial Heritage, a renowned furniture manufacturer, has the opportunity of supplying American style furniture to the U.S. Government. Even though this proposition has the potential to increase sales and exposure considerably, there are apprehensions if ACH can fulfil the given requirements. The drawbacks identified are unavailability of spare capacity and facilities.
KEDA’S SAP IMPLEMENTATION Business Context • Started as a small manufacture of ceramics machinery located in Shunde • Chinese market was dominated by European companies, looking at that Keda modeled its business accordingly • Keda started getting recognized and was counted in china’s top 500 companies and in top 10 building materials enterprise in the world • By 2000, Keda had become second most leading company in building materials machinery • By 2002 Keda got listed in Shanghai stock exchange. Key Business Drivers • The not integrated business units were creating issues like duplication of task and difficulties in performing work and increased cost • The local and foreign companies challenged Keda as they lacked integration • There was high need of ERP as lack of it was causing extending of due date and increase in cost • The process of decentralization and independent of department was helping Kedas performance Initiative Objectives / Benefits Objectives Benefits Initialization of strategic objective to a direction • Beneficial for immediate needs • A well-defined path for becoming the world leader Integrated system for smooth communication • controlled organization and timely flow of information • Solved the problem in decisions making faced by managers because of low information flow Kedas integrated plan including vendors and customers • Shared a unify platform and application for the proper flow of communication and helped in faster solving issues Initiative Challenges Challenges Solutions Implementing ERP system across the structure • To make them study, design, and be a part of building it • Responsible for giving input and output of the system Need for data model • The key users were involve in data model with the help of project managers and IT personal Customization of ERP system • Third part
Significant Properties to the Automobile Industry As is common to most industries, the properties significant to the automobile industry consist of two types: tangible and intangible. Tangible property consists of items seen or touched. Tangible property ranges from real estate to personal property such as the chairs customers sit on while waiting for repair service. For example, real estate will come in the form of buildings and land to house assembly plants, repair facilities, inventory warehouses, administrative and corporate offices and a host of miscellaneous buildings and fixtures required to support the manufacture, sales and repair processes that support the sale and support of passenger and commercial vehicles. Other forms of tangible property include raw materials such as steel, plastics and rubber, manufactured parts maintained in inventories, automated robotic equipment, tools, computerized test and diagnostic equipment,
Contents Introduction 2 PART A: 3 Neptune Gourmet business model 3 Strengths and weaknesses of the Neptune business philosophy 3 Opportunities and threats 4 Neptune vision statement 5 PART B 6 Consequences of launching a lower price brand 6 Neptune position in the next two years with only a single premium brand 7 Part C: 9 Radical change from premium products to value priced products 9 Brand extension strategies 10 Recommendations 10 References 12 Introduction Neptune Gourmet Seafood, North America's third-largest seafood producer. It has the intention of maintaining its premium image and is obsessed in investing in new technology in an effort to surpass its competitors from Peru, China and Japan. For that reason, the company has invested in a multi-millions state-of-the-art fishing boats equipped with modern technology of harvesting fish in an environmental friendly way and capable of preserving the catch for days before selling to the consumers. This has increased their market advantage and the company has been able to maintain its premium image. Unfortunately, the technology has resulted to an unpredicted increase in supply of the seafood and consequently their inventory of finished goods has shot up to sixty days supply which is twice the normal levels and close to three times a year ago.