The confidential market-demand information that Fonderia di Torino receives from the OEMs help increase the precision of production scheduling. In addition, the company receives relatively long-term supply contracts from these manufacturers. In November of 2000, Francesca Cerini was faced with the decision of investing in an automated molding machine called the Vulcan Mold-Maker. Purchasing this machine had a lot of implications not only on the quality of Fonderia’s products but also on its labor force. The sand molds currently used to make castings were prepared in a semi-automated process, which means it needs the extra labor force.
xxxxxxxxx Business Economics GM545 March 2007 Exercise 1: Microeconomic Issues #2 - Ethical Issues in Business. In the early 1990s, I worked for Johnson Matthey (JM) in the division of the company that produced catalytic converter for automobiles. JM's first and largest business was the mining and refinement of precious metals such as gold, silver, platinum, and almost every other type of metal or mineral that is mined. Production of finished products from the refined metals excellent profits and allowed JM to maintain a sustainable advantage in significantly higher margins in finished products. Although market prices for precious metals fluctuated wildly for JM's competitors, JM's costs were tied mainly to mining and production costs which were stable and significantly lower.
Currently, Rohm & Haas enjoys a 75% margin, Formulators also get 75%, and dealers claim they can sell this product for $6/packet, which translates to a 400% margin. R&H should increase its price to formulators, as they are not getting enough share of the profit. Tactics It is mission critical for Rohm & Haas to get the formulators on board with this product before any sales will show any such increase. The formulators are the lifeblood of the distribution network, which ultimately extend to the target market (Industrial Supply and Machine Tool Shops). Katham MWX should be sold as a maintenance package, as Katham 886 MW had much success with this packaging method.
Their constant innovation and love for design makes the difference. Ducati was founded in 1926 by the brothers Ducati. They started a firm that manufactured radio components, vacuum tubes, etc. It began to be successful in 1935 and began to expand. They even managed to survive WWII, although the company was a repeated target for bombing.
Although CMI dominates the market for this product, corporate sales figures decreased over the la st year. As a result, the management at CMI realized the importance of diversifying its product-lin e so that the company does not rely as heavily on SlipSeal or the automobile industry. With this in mind, CMI management was very interested in a new product that could be used as a cush ion pad in pile driving. The cushion pads, consisting of curled metal, were superior in performance to the asbestos pads currently used throughout the industry. The curled metal pads lasted longer t hen asbestos pads and were easier to change.
Silver Ships In Class Case September 29, 2011 1. Analyzing Silver Ships using Porter’s Five-Forces will be able to bring forward many key aspects and issues that may about the company as a whole. While assessing the bargaining power of suppliers it is stated within the case that, “nearly all manufactures of military and work boats paid about the same prices for engines, lights, seats, deck cleats, radios, and other fittings.” Having a medium bargaining power level is not a main issue for SS but should be watched closely as the demand for the industry increases. Also, stated in the case that the U.S. Navy, Cost Guard, Border Patrol and other law enforcement agencies to place a greater emphasis on littoral patrol, or boats the SS produces. As the demand for these smaller 25-60ft boats increase SS needs to become a driver in the market and industry to remain successful.
WFU Student Individual Assignment #2 Quantitative Methods I Wake Forest University Charlotte Saturday MBA Program March 3, 2012 Executive Summary The Stampworks gear shift stamping division recently analyzed a random sampling of gear shifts produced after two separate manufacturing processes to pinpoint if the company is meeting production targets. After reviewing the original stamping process, results indicate that on average, the shift lengths are slightly exceeding set targets; however, process improvements are recommended to minimize impacts to customer satisfaction. The increase in the frequency of cleaning the stamping tools resulted in a more consistent product quality, albeit also demonstrating further deviation from the target mean of 30 centimeters. | Process 1 | Process 2 | Sample Mean (x) | 30.05 cm. | 30.10 cm.
Daimler-Benz paid $36 billion to acquire Chrysler. Both organizations prior to the merger were seen as very profitable and culturally similar. The cultural divides between the American based Chrysler and the German based Daimler-Benz presented the first and largest challenge to the merger and acquisition. At Daimler-Benz the culture was more formal with a structured management style. Chrysler had a freeform and relaxed style.
For example, they copied the Videocassette recorder technology and used mass merchandisers to make this product a great success in the 80's. Since the beginning of the 2000's, Matshushita has became an innovator, investing a lot in R&D, which led them to become the leader in flat screen TVs. ORGANIZATION: PHILIPS became a decentralized company: after WWII, "National Organizations" took the lead inside Philips. These strong national organizations offered products adapted to local markets using different technical capabilities. PROBLEM: each division became so important that they Philips couldn't focus on their core competencies.
Interest rates were consistently on the incline during the time Welch took over as CEO of GE. Jack Welch was both a transformational leader who showed an aggressive reasonable style of leadership. He did not let the recession discourage him from keeping a competitive advantage over the competition. He set a standard for each business to make sure that GE was either #1 or #2 in their current industry or they would disengage. His strategy was to "fix, sell or close", for example, when Welch took charge of the company his objective was to fix the problems delaying GE from operating to its fullest potential, sell the company if it is more of a liability than an asset, or close the organization and start from scratch.