As the demand for these smaller 25-60ft boats increase SS needs to become a driver in the market and industry to remain successful. Analyzing the high bargaining power of buyers this is where SS has stumbled upon to trouble. While having multiple choices and companies to choose from SS needs to set themselves aside in the small aluminum boat industry to saturate the market with their products. Not only delivering quality in their work but a reasonable project completion time as well as a competitive price against other competitors. The U.S. Army is currently looking for a new smaller 25-60ft boat that SS has put in three prototypes for.
Two years in a row without the desired profit numbers, will not look good for his business advancement and his career. According to the director of marketing they need new machinery for their current production line, and by doing that they will have a very direct and immediate payback. Meanwhile the project has a two year development before they start production, and also the first two years of production only break even. 2. The R&D director has said that he left his former company because they lacked creativity and innovation in research and development.
2. What might go wrong in the future? The Internal Venture concept requires a lot of capital funding from Telecam so, if this concept has been promoted but most venture funded turn to be failure, the financial standing could be in trouble. Secondly, when several internal ventures have been set up there is a chance that the company could turn to fragment organization. Thirdly, the stock option which intend to provide tremendous potential return to the founder of each Internal Venture, however, if the stock price of Telecam tumble down, the stock option will no longer an effective incentive to the founder member.
Unit six Written Assignment MT435 Operations Management 9/7/2013 Albatross Anchor Introduction Albatross Anchor has grown tremendously over the years causing issues with production and the administrative area of the business. KU consulting is going to Identify short and long term operations changes that the business needs to make to give a clear and sustainable competitive advantage. When making the decision to produce a new product the company took on the work without carefully reviewing the lay out of the floor which cost them time and money with the 36 hour shutdown time to set another process up which is the biggest issue that needs to be addressed. With technology changing and customer demands changing for products now it is time the company implemented changes and become more efficient remodeling is needed as well as new technology to bring everything up to date to meet the needs of the company and customer. Question One Carefully review the assignment scenario/case study.
Christopher R Meier SCM 401 Prof. LaPoint February 16, 2014 Case Study 1: Crouse Hinds, Inc. Problem Statement The main problem for Crouse Hinds, Inc. and more importantly Carol Quinn, VP of Operations, is that the current PPV or purchase price variance for Crouse Hinds three main suppliers is to high and trending in the wrong direction. Also, Crouse Hinds currently isn’t using their manufacturing locations especially the Montebello, CA facility properly in order to cut down on LTL (less than truckload) shipments to the distribution center in Roanoke, VA. Analysis The current situation for Crouse Hinds, Inc. is that most of their US sales come from products that are shipped to California. This number totaled 3,700 LTL shipments last year with an annual freight cost of $2,500,000 and a total weight of 1,800,000 lbs.
I. Introduction a. Ben & Jerry’s Homemade was on the table for takeover by other firms; specifically four, Dreyer’s, Unilever, Meadowbrook Lane and Chartwell. With the increased competitive market and declining financial performance, takeover bids were coming in. Co-founders Ben Cohen and Jerry Greenfield knew that in order for B&J to maintain its social stature, it would need to remain an independent company; but chief executive Perry Odak felt that the shareholders would be best served by selling the company. II.
Ruth’s Chris: the high stakes of international expansion Qiuyu Li A00371649 1. Problems * As a public company, Ruth’s Chris had to meet Wall Street’s expectations for revenue growth. New restaurants were critical and the international opportunities offered a tremendous upside. * It was not a big international restaurant, so the challenge for the company was to decide to expand into the international market. * The company set strict criteria for would–be franchisees all over the world, which eliminated many of the prospects.
Also they need to consider whether they have enough bandwidth to launch a new company in terms of financial resource. Because they will need to hire new people to effectively operate and manage the new company and need to setup technology infrastructure. They also need to assess the perception of their members regarding this new venture because as an entrepreneurial organization they need to have the consent of their members before going ahead. On top of that, the new venture is risky as this would be something completely new to them and any failure may result in loosing reputation among members which in turn may cause the whole business to fail. As an organization, freelancers union always followed an entrepreneurial route.
Case Analysis: Utiliscan Webster University HRMG 5000 March 6, 2013 Case Analysis: Utiliscan Introduction By looking at the survey conducted by Paul and his team at Utiliscan, we can see several areas that need to be reviewed for improvement by the management there. Talented employees are difficult to attract and some would say even more difficult to retain. Unless solutions are found to the problem areas facing the company, we can surmise those difficulties could become more challenging to resolve. Since profits have been reinvested at the company, the financial position is dire, and now the management must decide how much of the actual profit can be put invested back into making the working conditions better without forcing other key areas of the business to do without, or deal with shortages. These concerns would be especially hard hitting on the R&D division of the organization.
Week 3 – Boeing Case Study Questions 1 & 2 The purpose of a diagnostic model is to give an organization an area in which to improve and help them to meet goals. The most logical choice for Boeing to use in this case is the 7-2 framework. Boeing was facing strong competition and they had made plans to implement a change in order to improve the company structure so they could become more competitive. Boeing also faced several issues in this case. They were not living up to the demand for their services, and had technology systems that were outdated.