THE ORION SHIELD PROJECT AMBA 640 9043 Krystle Hutton Executive Summary A project manager can face many obstacles during one project. The Orion Shield Project case is an example of the challenges that take place in project management, what produces them and what they can do to deal with them. It exhibits some practices that must and should not be implemented when completing a project successfully. The issues faced in this case are ethical, technical, legal, and contractual which bring problems in staffing, improper balance in administrative and technical roles, which has to do with planning/organization, and communication. Gary Allison, the project manager of the Orion Shield Project, has trouble with Henry Larsen, the director of engineering.
BATAVIA, Ohio (AdAge.com) -- Just over five years ago on a Monday morning in late January, Procter & Gamble Co. shocked the business world with a $57 billion acquisition of Gillette Co., reshaping itself and its industry. Though P&G was already beating most of its competitors handily on the top line and in market share, Chairman-CEO A.G. Lafley predicted that Gillette would add another full percentage point to the company's annual sales growth. Gillette Chairman-CEO Jim Kilts predicted the integration of what he called the two best companies in consumer products would become the stuff of Harvard Business School case studies as P&G reaped the benefits of "reverse synergies" from Gillette managers and practices and Gillette tapped P&G's beauty-care expertise. And he was holding plans for Gillette's first new razor system in seven years -- Fusion -- in his back pocket. | HOW THE STOCK HAS FARED: Stock performance between the day before P&G announced acquisition of Gillette on Jan. 28, 2005 and market close on Feb. 11, 2010.
These two lines were seeing declining revenues and operating margins,except in 2006, when both lines increased their margins. Divesting the snackbusiness was a correct decision, since it was only producing net profits of $3 million,which would not help the business to increase its shareholders’ wealth. Plus, thecompany received a $70 million after-tax gain, more than 22 times the current netprofit. Selling its direct sales business was not a good decision, since it was stilldrawing a 27% profit margin and income of $54 million. The business compliments its current household and body care line within Sara Lee International.
| Proctor & Gamble Case Study | | | Essence Latifah Todman | 5/29/2012 | | When the typical consumer hears the name Procter and Gamble they might think of Ivory Soap, Tide, Pantene, Pampers, or possibly Swiffer. The reason being is that these are a just a few of the everyday household products that have been contributors to the huge success of Procter and Gamble. P&G is the largest manufacturer of consumer products in the world and one of the top 10 largest companies in the world by market capitalization. Proctor & Gamble has had great success over the last years making a $13.2 billion profit in 2009. P&G business operations are divided into three main units; Beauty Care, Household Care, and Health and Well-Being, which are all divided into even more segments.
Many customers are currently insisting on betas and the sales are cutting into Apex’s stigones sales at a rate of 10% per year. B-227 would be Apex’s first product in the beta segment which is very competitive. There are currently three strong competitors in the market and six others selling commodity based or off-brand betas. The oxidizer market accounts for 25%
Growth and rationalization – 1918 Despite inflation and the global economic crisis, Allianz becomes Germany’s largest insurer. As the company grows, simplified and automated work processes are required: the company starts offering small property and life insurance policies with monthly premiums of two to four Reichsmarks Under National Socialism – 1933 From 1933, Allianz is part of the National Socialist dictatorship’s economic system. Like many other companies, at the end of World War II Allianz faces economic ruin. Reconstruction and change – 1945 After reconstruction and the economic miracle in Germany, Allianz becomes Europe’s largest insurer in the 1970s. Allianz shifted its headquarters to Munich in 1949.
Krispy Kreme managed to expand rapidly around the turn of the millennium – each time they opened a new franchise, they sold high profit margin equipment to the franchisee, and charged a high upfront fee, yielding lucrative one-time profits. As expansion slowed in 2003, so did their profits. Coupled with an accounting scandal, analysts quickly changed their recommendations from “buy” to “sell,” and the company found itself headed in the wrong direction. Analysis/Assumptions • Possible but unlikely delisting from NYSE • Revenue grew an average of 32% annually between 2000 and 2004 • Lost $2.5 Billion in equity since 2003 • Significant upfront, one-time charge for new franchisees artificially boosted profits • Decided to wait for SEC investigation to file financial statements reducing 2004 pretax income • Failure to provide financial statements to lenders by January 2005 constitutes default under the company’s $150 million credit facility Conclusions Krispy Kreme entered the new millennium with a positive outlook, but tried to expand excessively quickly, while claiming it would continue to boast high profits and growth. The company focused on opening new stores instead of opening them well – analysts claim that the company was not “focused on operations.”
Nardelli was a successful executive at General Electric and appeared to be a great fit with Home Depot’s culture. However, Nardelli had his own strategies that would quickly boost Home Depot’s growth, but with a lot of negative results. Finding of Fact #1: * Home Depot stocks going down and Nardelli’s salary goes up. * “Nardelli resigned as Chairman CEO on January 2007, amid complaints over his heavy-handed management and whether his pay package of $123.7 million, excluding stock option grants, over the past 5 years was excessive considering the stock's poor performance versus its competitor Lowe's. His severance package of $210 million has been criticized because when the stock went down his pay went up.”
After two straight years of financial losses in 1994, CEO Ron Allen rolled out a new strategy called “Leadership 7.5.” Allen targeted to reduce Delta’s cost per each available seat mile from more than 10 cents to 7.5 cents, which would match that of major competitor Southwest Airlines (Bryant, 1997). Along with a new company strategy a change followed with Delta’s human resource strategy. This changing policy devastated employee morale and resulted in a decline of customer service, efforts to unionize, and dissatisfaction among personnel. Delta couldn’t keep the past primary policy about human resources so there were several significant changes in Delta’s organization and corporate culture. There are many programs that Delta has built after passing through the cost-cutting reformation in 1997 for getting back its capabilities on customer relationships like rewards and recognition program above and beyond and more.
7/21/2015 Madoff Securities Case Summary Madoff used funds earned during summer of 1860 to establish Bernnard L.Madoff Investment Securites LLC after graduating. Madoff made the securities democratized as well as reduced transaction cost, and was the one of the first brokerage firms to use computers to speed up the transaction. The firm developed fast because of the large trading volume and the impressive growth made it to be the largest “market maker” on the NASDAQ. Even knowledgeable people didn’t know the strategies Madoff used to maintain the consistent return. However, on December 10, 2008, Bernie Madoff told his two sons that the impressive growth was fraudulent, which named “Ponzi scheme”.