Background : - City of Granston - Aggregate purchasing 3 Million worth - Supplier - 9000 people employed - 7 hundred million - Ted Barton is the new purchasing manager - Part-time professional to develop metrics Issue: - Has 1 week left to decide to extend the current 3 year contract to 5 and they wanted an increase of 2% - Assurement of supply since industry is near capacity - Limited suppliers, with only 3 major suppliers no competition between products Analysis - $3 Million worth of aggregates for road constructions and repairs. On 5 items budget. - Increased population - Decision needs to be signed by December 25 - Past few months the local economy had showed signs of revival - Engineers mentioned that suppliers had performed reasonably and efficient suppliers are cost effective - Suppliers priced was lowered 3% after the first year Possible Solutions & Alternatives - Sign extended contract - Look for more suppliers - Request quotes from other suppliers for comparison even though the local industry is near capacity and other suppliers might not be able to offer the same service - Contact the supplier to extend the deadline to sign the contract - He can wait until the 3 year contract is close to end and collect more data in the meantime to help in making the decision Recommendations & Decision Criteria -Sign extension to the contract signing of 5 years and in the meantime review and explore other possible suppliers Decision Criteria Other: Methodology: Similar to the basic data collection as in the hospital case. In this case, the basket goods were comprised mainly of industrial-based, manufactured products along with other packaged goods from a wide, cross-section of civic operations. However, external indices and cost driver information was gathered to benchmark the City index values to other external
System controls are verified to be in effect that limit access for each account to no more than 300 records per day. Over the course of the past two months it is estimated that more than 37,000 but no more than 50,000 records could have been accessed. Reports are being run to determine which patient accounts were accessed, but the reports will take more than two weeks to identify the record identification numbers and then take longer than 60 days to compile the usernames and addresses. An audit of other systems that contain sensitive information revealed no other unauthorized access. Audit files that would normally identify the creator of the accounts overwrite themselves after two weeks in the systems that provide remote access and the EHR.
I remember on our site visit that the most their production system could handle was 3500 units a month. And two-week lead times was about as low as they could go. Susan: But why didn’t they inform us that these changes were causing problems? They still have some explaining to do. Kevin: Apparently they tried.
• Consumers who buy Kingsford Charcoal tend to spend 30% more during their store visit. • Two new brand managers with new ideas can shape the future of the brand and the category. Weaknesses • Kingsford reduced media advertising from $6 million in 1998 to $1million in 2001. • Kingsford plant capacity is currently at 80%. It will take two years to expand or three to five years to build new
Most of the large competitors' products had a 30-day shelf life, requiring them to build multiple production plants to reduce shipping time to their distributors.” Promotional expenses would be lower, since the 32-oz size was promoted only twice a year. An expansion as well would result in significantly lower marketing
The test market numbers given in Table 1 shows a loss of $1,204,150, which is mostly attributable to the high market expenses. But if we look at the projected numbers in Table 1, we see that by introducing to a larger market the initial sales are enough to combat the expenses by the residual effect of repeat customers. Total sales increase 20 times while expenses only increase 4 times. This gives Zoecon a profit of $1,088,422. Market Share Potential – Table 2 shows the breakdown of the market in terms of the 19 city distribution next year.
Customer loyalty will increase as will market share, revenues, and profits. Background The first “Consumer Value Store” (CVS) opened in 1963, growing quickly both organically and by acquisition to become one of America’s largest retail drugstores with $20 billion in revenue in FY2000. Over two-thirds of that revenue came from CVS’s pharmacy operations. At the start of FY2000, CVS had 29.5 million pharmacy members and over the course of the year the company attracted 8.5 million new pharmacy members. However, over that same period the company also lost 7.2 million regular pharmacy customers who took with them an estimated 55 million annual prescriptions that would have contributed $2.5 billion to CVS revenue.
Their Customer Benefit Package Design Configuration is the integrated set of goods (eyewear) and services (accurate eye exam and one-hour service) are of equal importance. Lenscrafters has developed an incredible brand recognition being widely known and trusted across North America. Their ability to provide convenient access to eye exams, modern frames and lenses, one hour services, competitive pricing and a very substantial 30 day guarantee couple with both fashion and luxury eyewear are some of the things keeping them a household staple. The first Lenscrafters store was opened in 1983 and its promise of providing glasses in about an hour was a first in the industry. By bringing together experts in optometry and a state of the art optical laboratory, Lenscrafters was able to provide a very complete customer service experience.
This situation happened because of the increasing sales of fiscal 2007 ($90,837) that they were able to pay back $1749 million debts. As we know this cannot happen annually, therefore, this is another extraordinary item. 4. In the fiscal year 2006, the goodwill of the Home Depot Company was $3286 million, but in 2007 it was $6314 million, which increased almost 50%.
I found that this was interesting because I did not know that on average only 7.6% of adults between the ages of 19-23 get the recommended 60 minutes of physical activity per day. This would explain why 60% percent of all Americans are either overweight or obese. After the thirtieth day of Morgan Spurlock’s experiment, he had gained 24.5 pounds and increased his overall body mass by 13%. After stopping his experiment, it took several months to lose all of the weight that he had gained and to return to a normal healthy weight. I believe that although this experiment was very helpful it would have been scary for to have “catastrophic liver damage” or to be overweight because it would cause your heart to work harder and cause it to wear out faster.