Core Issue Baria Planning Solutions, Inc. core issue is their missed forecast sales productivity target and the drop in renewal rates. They had several opportunities to meet sales target; however, salespeople struggle to provide proposals on time because the sales support team fail to develop high quality proposal on time. Resulting in some complains from customers and prospects about delayed proposals. Problems are coming from the organizational structure, thus, affecting sales productivity and sales targets. The North American Sales is not completely goal oriented, leaving high pressure to salespeople to meet their sales target.
The IT team had the business team so confused during the meeting that they eventually just tuned out and IT never actually got to talking about how the new technology could be used for marketing and why it was a good idea. The next issue is the lack of integration between IT and business. Not only do they have problems communicating the points they are trying to get across in language that can be easily understood, but the business end feels as though IT does not know how to meet their goals. A good example of this is on page 76 where it is discussed that “IT people don’t even know some of our basic business functions” and “We don’t feel IT is contributing to creating new business value for Hefty.” Lastly it seems as though there is bad time management and planning on the IT end. I cannot be too harsh on this considering that many projects do not go as planned, on schedule or on budget but this did raise a red flag in the mini case.
Case Study – WorldCom The situation - WorldCom is a telecommunications company which was lead by CEO, Bernard Ebbers, and CFO, Scott Sullivan. - In 1999, WorldCom was not meeting Wall Street‟s revenue and earnings expectations, and it appeared that the coming year would produce more bad news. - The CFO argued for setting realistic targets. However, the CEO insisted that the company needed double digit growth, and pushed for aggressive targets. These aggressive targets were not supported by historical data or strategic assessments.
Why is this cause of disaster so common? First, our techniques of estimating are poorly developed. More seriously, they reflect an unvoiced assumption which is quite untrue, i.e., that all will go well. Second, our estimating techniques fallaciously confuse effort with progress, hiding the assumption that men and months are interchangeable. Third, because we are uncertain of our estimates, software managers often lack the courteous stubbornness of Antoine's chef.
Medtronic Case Writeup 1) What were the root causes of why Medtronic nearly lost its position as market leader in the 1970’s and 1980’s? Medtronic was not the market leader in the 1970’s and 1980’s because of a combination of unique industry factors and the lack of a sufficient product planning/development system in place at Medtronic. In the market, competition from other companies was rapidly increasing during this time. As such, technologies were always changing, and there were higher expectations [for product quality and differentiation] for newly released products. Meanwhile, at Medtronic, their product development was falling behind.
There was a lot of difference between Turner’s expectations (rather assumptions) from MLI and what actually happened after joining MLI, which was the result of Turner’s unconscious decision of taking job. Secondly, Turner didn’t get time to get familiar with new people, working conditions and responsibilities and also he didn’t get what was promised to him at the time of interview like complete autonomy, freedom to take decisions. And turner couldn’t cope up with this situation. Third and most important factor which has made Turner’s situation even worse is his relationship with higher management and peer group, particularly with Mr. Cardullo. Turner and Mr. Cardullo are two different personalities, as Turner wants to work as a team and according to Mr. Cardullo everybody should be capable to handle his department without any others help.
该报告将提供以下的超市公司，特易购与外部环境分析的重点，洞察和公司的分析资源，能力和文化。 The report below provides an insight into the supermarket company, Tesco, with emphasis on its external environment analysis and company's analysis of resources, competence and culture. 两个未来的战略选择是建议在有关的资源基础的战略。 Two future strategic options are suggested in regards to the resources based strategies. 特易购是世界上最大的食品零售商之一，经营约2,318商店和超过326,000名员工。 Tesco is one of the largest food retailers in the world, operating around 2,318 stores and employing over 326,000 people. 该公司通过其子公司，Tesco.com的在线服务。 It provides online services through its subsidiary, Tesco.com. 英国是该公司最大的市场，在按照四特，超市，地铁和快速横幅运作。 The UK is the company's largest market, where it operates under four banners of Extra, Superstore, Metro and Express.
Why is the Acer Aspire in such trouble just two and a half years after its launch? What are the sources of the problems in the U.S.? Worldwide? Client Server organization structure Ø RBU’s and SBU’s were decentralized with lack of trust, understanding and coordination between them. Ø RBU’s lacked product expertise, resources and worked independently without capitalizing the strengths of SBU’s leading to component integration issues and diverse products.
They found a big variance in the revenues between the different regions and made it difficult that the high profited regions use low quality materials. And so this can dramatically impact the whole company and hurt their image and so the management decided that standardization is needed. The Sunflower Inc. hired Albanese as a director of pricing and purchasing to establish the needed rules to recover the situation. Albanese decided very quickly the needed changes but she did not get the expected results. How Albanese managed the change?
State and explain your views of ABBs position in the global infrastructure industry? ABBs position in the global infrastructure industry was not successful. The company was severely impacted by the East Asian crisis. The complex organizational structure and reshuffling of top managers added miseries to the company. After the crisis, ABBs with extensive involvement in the region was unable to deal with the changing markets.