Case Study 3 : Building and controlling an ecosystem:mobile makers and Microsoft, p.121 1. Why are there battles going on between mobile manufacturers and Microsoft? What is the logic behind this? Mobiles are a very competitive market with each company attempting to come up with new innovative ideas and products to implement into their phones either through software or hardware (actual phone). Now as most mobile manufacturers have somewhat settled in how much market share they currently have or predicting, they will shun new competitors into the market.
IT560 Unit 4 Assignment Cecil Williams Kaplan University IT560 Unit 4 Assignment Part A - Case Study III-3 Make-or-Buy Decision at Baxter Manufacturing Company 1. What are the arguments in favor of Manufacturing Vice President Moore’s proposal to purchase the manufacturing software from EMS? Moore argues that Baxter Manufacturing Company (BMC) is losing it’s reputation as a world-class parts manufacturer and is therefore implying that the company will lose business unless they purchase the manufacturing software. Moore also thinks that the manufacturing software will improve their manufacturing efficiency and customer service. The vendor, Effective Management Solutions (EMS), has told Moore that the entire system can be up and running in six months, where the estimated time to build an in-house system is two years.
Case Analysis for “Communicating a Difficult Message: AT&T Restructuring and Downsizing” by Julius Datinguinoo A Case Analysis for “Communicating a Difficult Message: AT&T Restructuring and Downsizing” Assignment 3, Unit 2, Organizational Behavior Robert Kennedy College Presented by Julius Datinguinoo on 4 June 2009 I. Analysis AT&T’s Chairman & CEO Robert Allen, and Director of Public Relations Adele Ambrose are ‘change agents’. They are both ‘responsible for managing change activities’ (Robbins & Judge, 2009:621) during the company’s restructuring and downsizing which started in 1995. ‘More than a decade after breaking up the Bell System to settle a Federal antitrust suit’ (Lander, 1995), Robert Allen aggressively sought to undertake a turnaround of the organization by, among other things, leading the strategic restructuring of AT&T that would see the giant company split into three separate publicly traded, global companies. He proposed that the new companies would focus on different core businesses – network communication, communication equipment, and transaction-intensive computing.
LAW 421 WEEK 2 Individual Assignment University Of Phoenix WEEK 2 INDIVDUAL ASSIGNMENT NAME: DATE: LAW 421 INSTRUCTOR: Once I finished participating in the simulation I began to see many problems when it came to the practices and the resolving of international transaction disputes. I took some resourcefulness to navigate through difficulties of working with two separate sets of protective laws. One of the major problems I encountered was that you are forming one agreement for two different companies, each with their own set of government policies regarding business. Each of the two parties involved should do their part to protect against legal disputes, for instance drafting a choice-of-law clause. This action is a good start, so that both parties define and protect specific laws.
Case Study 1: And the Fraud Continues 1. Discuss the internal control weaknesses that existed at MCI that contributed to the commission of this fraud. The internal control weaknesses that existed within the MCI Corporation that contributed to the perpetration of the fraud committed by Walt Pavlo were present long before he began working for the corporation. Walt Pavlo, who holds an engineering degree from West Virginia University, as well as an MBA from Stetson School of Business at Mercer University began his career at MCI began in 1992, as a manager in the collections division. Due to the fact that telecommunications companies and long-distance carriers existed in an infantile state and the operations of these companies were complicated, the doors were wide open for motivated, driven personnel to build operation procedures as they saw fit.
Michael Bell November 16, 2014 Management Seminar Phase II/Action Plan Office Depot Action Plan Executive Summary Below is an analysis of the strategic and competitive market position of Office Depot. My hope is that after reviewing this report you will have a better understanding of where Office Depot stands in the U.S. Domestic, and Foreign markets and are able take note of what factors contribute to their position as one of the leaders in the office supply industry, and recognize the things that can be improved or that may hinder Office Depot from further growth and expansion. Office Depot is undoubtedly one of the major players in the office supply industry but due to recent declining sales, the closing of retail stores, increasing competition, and stagnant or inexistent growth there are some issues that need to be addressed and fixed in order for them to get back on track with successful profit margins and reclaim their position as an industry leader. I believe Office Depot has made a wise decision by merging with their subsidiary OfficeMax in hopes of creating the largest U.S. office supply chain which can create a competitive advantage.
I will then note similarities and differences in their professional stories and touch on factors that I believe may have impacted their business success. So, exactly who are these men that have created successful businesses and legacies in the world of technology? Andras Grof, better known as Andy Grove, was a foreigner to the United States who endured grueling times before working his way through college and eventually cofounding a chip manufacturing company named Intel. The main contribution he made to Intel was the preparation for drastic changes to the company as a whole. Grove called this drastic change a "strategic inflection point-a point at which a company comes face to face with a massive change, one that is powerful enough to threaten the life of the enterprise.” (Krames, 2003 p. 141) Michael Dell on the other hand, was a technology minded college student who, from a very young age, fiddled with electronics and eventually built computers out of his dorm room.
Case 1-3 Acer, inc: Taiwan’s rampaging dragon By introducing Aspire as first Acer product, the founders did not realize they were laying the foundations for one of Taiwan’s great entrepreneurial success stories. Great startup through; * Frugality, high tech products have to be priced with a low margin to ensure turnover. * Receiving cash payments quickly. * Avoid using debt. * Customers first, employees second, shareholders third.
By the year 1992 based on the customer demand BMC has installed electronic data interchange (EDI). A new MIS manager, Don Collins, was hired in 1994 and developed a mini-computer based system to accept EDI orders from customers and allow customer service to create shipping schedules, as well as raw materials tracking, in process inventories, and finished goods inventories. These internally developed systems were so successful that the MIS department was flooded with requests for more systems. Lou Moore, Vice President of Manufacturing, thinks a COTS package from Effective Management Systems, Inc. (EMS) is the answer to BMCs manufacturing software needs. Specifically, he recommends the EMS Time Critical Manufacturing package.
As Heskett[i] says, “An invention is not an innovation until it creates value for the company, which means it needs to be accepted by the user.” Whirlpool’s World Washer – A Strategy for world domination “Being an international company – selling globally, having global brands or operations in different countries – isn’t enough. Everybody is going global, but hardly anyone understands what it means.” David Whitwam, CEO, Whirlpool Corp. 1994[ii] Did Whitwam understand what it meant to go global in 1989 when he embarked on an ambitious global expansion with the objective of becoming a world market leader in home appliances? In the same interview, he said “We want to be able to take the best capabilities we have and leverage them in all our companies worldwide”. His strategy was based on platform technology. Although he had never run a multinational company until Whirlpool bought Philips in 1989[iii], he believed that the only way to gain lasting competitive advantage was to leverage their capabilities around the world, so that the