Case Analysis: Volkswagen of America: Managing IT Priorities Kelli Adam Subhash Anuguthala Priya Bharbhari Xiaoxi Cheng In partial fulfillment of INFO639 – Corporate Information Planning Texas A&M University, Spring 2009 February 24, 2009 Backgound. 1/4 Volkswagen of America unveiled a new prioritization process to determine which IT projects would be funded in 2004. The new, improved process was based on aligning IT projects with corporate goals, not haphazard debate. The CIO faces the dilemma of funding projects with a wider outreach and rejecting the new process, or firmly supporting the new process that would adversely affect global initiatives planned by the parent company. Problem/Issue.
The initial focus will be on the basic Nook and BN.net in order to generate quick growth through online sales. The long-term focus will be on expanding the product line of the Nook to capture a wider audience. Another aspect of the recommendation is for BN to continue operating their various retail outlets but create an exit strategy to reduce floor space over the next 8-10 years. Alternatives 1) Accept Burkle`s request to partner with Microsoft and HP and reduce focus on the Nook. Pros: Create potential long-term relations with corporate giants who have access to vast resources and exit the e-reader business before more costs are sunk into the development.
Fair value = 4.0 million x 3.3 = 13,200,000 P = A/ (1+nr) =4 million / (1 + 4 x .05) = 4 million / 1.2 = 3.3 Impairment value = fair value minus book value = 13,200,000 - -4,000,000 = 17,200,000 B) Repeat part A but instead assume that (1) the estimated remaining useful life is 10 years, (2) the estimated annual cash flows $2,720,000 per year, and (3) the appropriate discount rate is 6%. The impairment loss value that should be reported for the five stores at the end of fiscal 2011 is $4,624,064,000,000 Carrying amount = 36 million – (10 x 10 million) = (-64 million) - book value Undiscounted expected cash flow = 10 x 2,720,000 = 27,200,000 for all years. Fair value = 2,720,000 x 1,700,000 = 4,624,000,000,000 P= A / (1 + nr) =2,720,000 / (1 + 10 x .06) = 2,720,000 / 1.6 = 1,700,000 Impairment value = fair value – book value = 4,624,000,000,000 - -64 million = 4,624,064,000,000 Analysis Assume that you are a financial analyst and you participate in a conference call with Electroboy management in early 2012 (before Electroboy closes the books on fiscal 2011). During the conference call, you learn that management is considering selling the five stores, but the sale won’t likely be completed until the second quarter of fiscal 2012.
In order to correct the situation the CEO saw the new Customer Relations management software as a solution. Excited about the possibility of overcoming the obstacle, Frazer ordered that the new software be installed in ten weeks. Through this case study we analyze whether or not this goal is achievable and the obstacles that crop up in doing so. Problem Statement Specific: 1. Improper planning As an organization supplying exercise equipment to the market which is a non-consumable product they have to consider the after sales services as a priority.
Dell Marketing Strategies Assignment (Case Study Solution) This includes Industry Analysis of Dell, PEST Analysis of Dell, SWOT Analysis of Dell, Recommendations for Future Strategies This is a sample paper. If you like to order your own paper, please Click Here Executive Summary In the last two decades, there have been numerous changes to the computer demands of the world requiring manufacturers to adopt radical changes to their processes. For most manufacturers, the need to adopt a more open approach to assembling their products has been the answer to meeting the needs of the consumers. Yet, in order to ensure that the competitiveness of the market remains in their favour, manufacturers need to maintain the quality that consumers want with low costs. Report Introduction The changing dynamics of the personal computer (PC) industry has prompted changes from all manufacturers competing in the market.
A New Strategy for Kodak Strategic Management BUS 599 March 1, 2015 Five Key Objectives for Eastman Kodak Kodak is one of the numerous organizations that have surrendered to a disruptive innovation some call the advanced partition. They were able to rebuild company after they came out of bankruptcy in 2012. In order for Kodak to expand productivity and gain a competitive edge they must focus on the business operations and functional viewpoints. This can be done if Kodak first, restructure the business model, second, individualize a commendable company, and third, enter in a binding contract with a respectable company to execute the cloud service utilizing the current Kodak plan of action. This will decrease the likelihood of the certain organization to be a contender.
Six months to install an advanced system versus two years to develop our own basic system. 2. The upfront cost for EMS is $220,000 firm against an estimated $400,000 cost for in-house. 3. We will get a proven, advanced system instead of a simple, "first
Stryker Corporation: In-sourcing PCB State the business case for option #3: the PCB in-sourcing proposal. Executives of Stryker Corporation’s Instruments business were looking forward to changing the sourcing strategy of printed circuit boards (PCBs), an electronic component for many medical products. At the present, Stryker is purchasing PCBs from small of different contract manufacturers. As per projections, Instruments business would spend more than $10 million in each of the next two years on PCBs; this amount would rise as the Instrument business would grow. With the aim of changing the sourcing strategy of printed circuit boards (PCBs), managers studies three options.
Hugo Boss is working toward improving their efficiency and responsiveness toward the NOS items buy utilizing a SCO Pilot system that will help with product availability issues. They are currently having issues during key retail replenishment periods, such as December, and losing revenue due to stockouts (1.1% of net sales in 2004). Changes in demand and production lag time created a persistent challenge to have the right amount of inventory at the right time. NOS (never out of stock) items do not change seasonally (style, color, and fabric remain constant for three years) and before the SCO pilot system, Hugo Boss was placing orders for these products once a month. Upon implementation of this system, they changed to ordering weekly.
These changes involve an efficient new two shift system with rotation between work stations. Through involving the personal in decision making, team working and job enrichment, we will hopefully motivate and give morale back to employees. Introduction This report will look at: * Background/sequence of events * Relevant facts * Evaluation/Conclusion * Recommendations * Calculations Methods * Internet * Compendiums * Pass Cambridge Book * Interview with Mr. Depardieu (Managing Director) Findings 1. Apollo Produits du Soleil started their production of tanning lotions and oils in the 1950’s and was a family owned company. In 2007, a German corporation acquired Apollo in a hostile takeover.