Without prior market penetration of an organization’s competetitors, the usefulness and effectiveness of properly marketing a new product or service can be quite burdensome. This is due to the fact that an organization runs a major risk of constantly striving to maintain its customer base, as the new type of product or service has not yet been introduced into the maintstream. Additionally, pricing may be an issue based upon: Should pricing be very low to attract new buyers?, or Should pricing be set high to offset initial entry into a new marketplace? These are the questions that an organization must face, but for the most part, being a
1. What would be your analysis of the current situation? (4 pts) The current situation at Carson Manor is that they have continually had problems relating to budgeting and cost control, and the council which funds them now wants to get to the root of the problems. They’ve asked for, based on the recommendations of an internal report, an outside consulting company to offer proposals as to how they would methodically go about their research; the chosen company will be based on the cost of their study and the expected savings that come from their recommendations, as well as previous experiences and references. 2.
A competitor for Tesco such as ASDA may also be expanding and opening new stores in the fight for market leadership. This means a lot of vacancies will arise and need to be filled. The decision to recruit is usually made by a manager, when an opportunity/vacancy arise the manger decides whether recruitment is needed, they consider whether the job role will be contingent or not, whether the employee is needed full time or part time. Another factor that must be taken into consideration is the future implications of hiring, such as costs and liabilities. A manager can recruit in two different ways, Internal or external recruitment.
The effects of this structural breakdown can range from poor employee morale, abuse of sick leave, high attrition rates, allegations of corruption, and distrust from the public. The organizational subsystem is comprised of three subsystems; operations, administration, and auxiliary subsystems. These subsystems provide the frame work in which specific tasks can be logically placed based on the subsystems function. (Cordner & Scarborough, 2007) However, grouping tasks in subsystems can pose a major challenge to the agency, due to its size, budget, and policing strategies, which are constantly changing and evolving. Tasks should be grouped so that they will work together with other tasks in the subsystem without over burdening staff.
First of all it is commonly known that a business is confronted every day with numerous issues that have to end up with a decision. For instance “whether to make components itself or buy them in, whether to accept or reject an order, whether to further process a product or sell it at its split-off point or how to best use resources when one or more of them becomes scarce.” (Docstoc, 2010). Nevertheless, in order a company to go ahead with the right decisions, it must take into account the relevant costs. Relevant costs are regarded as those which will be generated in the future. Subsequently, in most cases fixed costs are considered to be disrelated with short term decision making, on the grounds that whichever option will be choosed, the costs will remain constant.
SEC needs to know the nature of such activity in such time and needed to know if it is normal in Biovail business. Some companies, deliberately, try to sell more at the end of financial periods and get rid of inventory in order to inflate reported revenues. This action has a big effect on reported revenues, especially when the agreement structure is FOB Shipping Point. This behavior creates a “channel stuffing” which simply means that large quantities of the product are pushed to through the supply chain leaving distributors with quantities larger than what they can sell. As stated in the case, many companies behave in such manner without a disclosure and blame it on seasonal nature of demand for their
4. Is ECCO following the inside-out or outside-in strategic perspective? What are the implications of this choice and how can ECCO increase their sales/marketing efforts? * Inside-out strategy: which is an internal oriented strategy. This strategy emphasizes the company’s ability to utilize its existing internal resources and focuses on streamlining operation through proper sizing and cost reduction.
The offer should meet the individual needs of each segment. Secondly, the pricing is another problem. The current offer is a monthly fee offer and the fee are very difficult to estimate in the contracting period, so they are frequently under estimated and consequently the contracts are unprofitable and on the contrary many customers consider the price of the service was too high. To define an optimal pricing system, Michelin needs more data on its customer even this could take more time. It demands a large customer database and efficient information gathering and data processing.
With the dates about the demand , GLC can evaluate the ofer that they need to handled the demand , and the way that they are gona do it , if they are going to do some hauls by trucks or by ships , how many workers they need to have , the schedudels that they are going to handled etc. All of these depend of the demand of both components. 2. What cost data would you need to make a rational decisión? the company need to evaluate the cost of : * Ship: they need to know how much is the cost of fuel, officials, and the cost of operating in each country or city.
Purchasing from suppliers must be on time or the entire supply chain is delayed, creating late deliveries to customers. Erratic and poor quality supply can also increase costs. If facilities are not located properly it can delay product or service flow through the supply chain, and increase costs for longer deliveries. Production inefficiency and poor quality can cause delays in product or service flow and it also creates the need for more inventory which increases cost. Inefficient transportation can also result in higher inventories to offset delays and raise costs, and, causes delayed delivery to customers.