General Motors has had a lot of competition from the Japanese car companies for the last twenty years. They have done a decent job at changing their vehicle lines to compete with them. A strong argument could be made that they should have done more, but I feel that they have done a pretty good job. No matter which side of that debate you are on, the simple fact of the matter is, that they have not done a good enough job of running the company as a whole, and now find themselves asking for money from the government to remain in business. About the only thing they have done right was keeping their vehicle lines competitive with the Japanese.
About the yen. Interestingly enough, the yen also became a safe-haven currency during the crisis, along with the dollar. Obviously, the yen is the most important currency in Asia, because Japan has the second-highest foreign-exchange reserves in the region and the world, just after China, but it is a freely convertible currency with high market liquidity and is also an important trading currency. Also, with Japanese interest rates so low, many investors were borrowing in yen and investing their proceeds abroad to get access to higher returns. When the crisis hit, the money quickly left the emerging markets and returned to Japan, a practice called carry trade.
Assignment 1 – Haier and Higher Haier market Innovation approach Introduction The Chinese home appliance manufacturer has become the largest in the world in 2012 with US$ 30 billion revenue in 2013. Back in 1984 it was the money losing Qingdao Refrigerator Factory, and local authorities appointed Zhang Ruimin to oversee its turnaround. Mr. Zhang has been credited for the successful change in culture and management practices that saw the company become one of the global leaders in new product development and product innovation & quality. To become more innovative, Haier’s CEO eliminated the firm’s entire middle management in 2013, encouraged workers to from self-managed teams, and provided incentives for workers to engage customers and suppliers to develop new ideas. Analysis The Haier approach has seen the company dubbed as a “platform company” for its decentralized structure.
The OEMs insisted on quality products. The OEMs gave preferential treatment to Fonderia di Torino. The confidential market-demand information that Fonderia di Torino received helped increase the precision of production scheduling and the company received relatively long-term supply contracts from the OEMs. The company grew slowly but steadily since late 1940s, and its current sales are expected to be €280 million. In November of 2000, Fonderia di Torino was faced with the decision of purchasing an automated molding machine called the Vulcan Mold-Maker to replace the six machines currently in place.
Easy Car’s information system calculated expected demand and enabled the company to achieve a utilization rate above 90 percent; this figure was much higher than industry leader Avis Europe’s utilization rate of 68 percent. To further reduce costs the company enacted stiff penalties for returning the car late and for not cleaning the before returning it to the rental office. Some customers complained that the fees were not adequately disclosed and were therefore unfair. EasyCar’s
Jobs move overseas leaving thousands and sometimes millions unemployed. If a free trade agreement is poorly structured we could end up doing business with a country that does not embrace our moral and ethical beliefs and we could end up indirectly supporting child labor, slave labor, and or poor or unsafe working conditions. So long as a free trade agreement is structured correctly and both countries are willing to embrace moral and ethical business practices I would be in favor of free trade agreements. With America’s free trade agreement with Japan the state of Kentucky has employed 33,300 residents with Toyota Motor Company (www.tradepartnership.com/kytrade, 2013, pg 5) . Overall the U.S. has twenty free trade partners that create almost 18 million American jobs with foreign based companies.
The Government also controlled the price of many goods, ensuring that smaller businesses were not forced out of the market. This would ensure that the unemployment was stabilised and did not fall further. Conscription also meant that over 1 million men were employed into the armed forces by 1935, but not only did this strengthen the army and reduce unemployment, it also meant that the German industry grew massively creating nearly 1.3 million extra factory jobs which would help supply the army with munitions and equipment etc. As a result of these measures, unemployment fell dramatically, from six million in 1933 to
Japan only accounts for 15% of the candelilla wax market. A Japanese owner might make drastic reductions in the production quantity, downsize or streamline the company, and lay off workers so production is lowered meet the needs of the Japanese company. Establishing a Japanese joint venture is probably the best option. A partnership with the Mitsuba Corporation would be the most beneficial because Mitsuba is Japan’s biggest importer of candelilla wax and has massive plans for worldwide expansion which could lead to more business for Ceras Desérticas. While Japan only accounts for 15% of the candelilla wax market, if Ceras Desérticas could lock the market with Mitsuba, Ceras Desérticas could focus on business interest in
Direct sales force and 2.A combination of wholesale dealers and company sales force. Baxton has a market share of 2.1% (exhibit 1) by volumes and 6% (exhibit 1) by sales in comparison to the total hoists manufactured in the USA. The distribution system present reflected the need to engage in the intensive personal selling since only 25% of sales was through company sales force. EVALUATION OF ALTERNATIVE COURSES OF ACTION a) Establishing a Sales Office: It will not only take advantage of the existing sales expertise but also allow Baxton to get first hand market information and enhance its distribution expertise. Direct Sales Efforts may lead to channel conflict with current US Wholesaler.
Jane Doe Professor Wright English 1010, Essay 5 13 December 2010 Unemployment for Nissan When the Nissan Motor Company came to Smyrna, TN, in the 1980’s, it started a new and higher quality of life for many families. The new manufacturing company offered jobs to over 6000 people, with a promise of a good future working for Nissan. In 2001, when the war on terrisom began, no one could have foreseen the economic problems for Nissan. This forced Nissan to take action, to decrease unwanted production due to rising fuel cost which in turn, caused the SUV to become less popular. In the late 1980’s, Nissan expanded tremendously in Smyrna and began to hire employees at an astonishing rate.