With over 170,000 employees around the world, Johnson Controls is a global industrial leader serving customers in over 150 countries and is committed to corporate social responsibility (Johnson Controls, 2014). Corporate social responsibility is a sustainable business model that is built around the integration of environmental considerations, ethical business practices, company profitability, and governing laws. Companies have the responsibility of taking ownership for the impact of its decisions and activities on the environment, society, and its own prosperity. This triangle of responsibilities is referred to as the “triple bottom line” of planet, people, and profit (Green Living Tips, 2010). The purpose of this report is to present a social responsibility proposal for Johnson Controls that will focus on environmental considerations, sustainable business practices, ethical decision making by leadership, and compliance with all government laws and regulations.
Supply Chain Management at Durham International Manufacturing Company (DIMCO) By Vernell Murray Operations Management-BUS 515 Professor George H. Barbosa Strayer University May 10, 2012 Introduction The main purpose of this paper is to take a closer, more in-depth look at Durham International Manufacturing Company (DIMCO), gather information in order to better understand its Supply Chain Management system (SCM). Information and knowledge will be obtained through DIMCO’s case study, text book, and internet sources. The information gathered and viewed will enable one to suggest and recommend an effective implementation of a successful SCM system strategy for DIMCO’s external suppliers and external distributors Determine Whether Integration Efforts Should Start With Suppliers, Distribution, Or Both. Explain The Rationale For Your Decision. According to authors of text book, Operations Management (Reid & Sanders, 2010), SCM is also defined as the “design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring performance globally”.
Lowe’s Market Segment Mary K. Moore-Hudson MBA 6012 Intergrated Global Marketing Abstract The objective of the report is to segment the market for Lowe’s consumers. A market segments is an particular group of individuals, families, businesses, or organizations, with one or more characteristics or needs in common, in an otherwise homogeneous market (businessdictionary.com). Market segments usually respond in a conventional manner to a marketing or promotion offer. The market for the Lowe’s retail stores will be segmented in the business-to-customer market environment. Lowe’s Companies, Inc. is a FORTUNE® 50 company that serves approximately 15 million customers a week at more than 1,750 home improvement stores in the United States, Canada and Mexico (Lowe's Companies, Inc, 2011).
Format your paper according to APA standards. MGT 498 Week 2 DQs 1 ,2 ,3 Included MGT 498 Week 3 Individual Assignment Environmental Scan Paper Write a 1,050- to 1,400-word paper in which you complete the following: Research and describe the internal and external environments of 2 to 3 real-world companies using an environmental scan. Fill out the SWOT Analysis form provided by the instructor and attach it to your paper. Determine what competitive advantages each company has and what strategies each company is using. How does each company create value and sustain competitive advantage through business strategy?
Over its 60 years of business, Lowe’s has expanded all across the country and now operates stores not only in the United States, but also in Mexico and Canada. Although times have changed since Lowe’s first opened its doors in 1946, Lowe’s values have not— the company remains committed to offering high-quality home improvement products at everyday low prices, while delivering superior customer service [ (Lowe's Company Information, 2012) ]. Lowe’s operates more than 1, 745 stores in the United States, Canada, and Mexico. They employ more than 248,000 people and serve about 15 million customers weekly. The stores stock 15 product categories ranging from appliances and tools, to paint, lumber and nursery products.
The company now has to decide whether and how to enter U.S. markets, whether to heighten its environmental profile through promotion of Canadian leadership in environmental stewardship, and how to make Loblaw a more profitable organization by capitalizing on this leadership role. x———. Xerox: Design for the Environment. 1994. Case 9-794-022, Teaching Note 5-795-084.
Macys on the other hand is known on a more international level with 789 department stores and also named the 16th largest retail store in 2012. Let’s begin with comparing each company’s ability to pay short-term obligations like debts and payables with its short-term assets which would be cash, inventories and receivables. This is better known as the current or liquid ratio. Totaling for the year of 2014, Express, Inc. had total current assets equivalent to $583,461 and total current liabilities equaling $299,207 giving Express, Inc. an awesome 195% current ratio. Macys, Inc. for the year of 2014 had total current assets of 8,688,000 and total current liabilities of $5,726,000 leaving their current ratio at 152%.
Question #1: Sourcing Headquartered in Beaverton, Oregon, Nike, Inc. has become the largest supplier of athletic shoes, apparel and sporting equipment in the world. In 2012, Nike reported revenue of approximately $24.13 billion dollars (Schulz, n.d). Nike’s sourcing strategy has traditionally been characterized as vertical disintegration through the practice of outsourcing their manufacturing activities to independent factory owners in foreign countries (Collins, 2010). Outsourcing allows Nike to focus on their core competencies such as marketing and product development (Mongelluzzo, 2002). Nike creates the manufacturing designs and specifications, and their suppliers follow them through the production process.
Globalization at Komatsu Yoshino M.Y. (April 2010) 1 Agenda Company background Historical Perspective Corporate Values (the Komatsu’s Way) Implementing the Komatsu Way Globally Globalization Challenges and Recommendations – Business Globalization Challenges and Recommendations – Cultural Conclusion References Q&A 2 Company Background Established - May 13, 1921 Corporate Office - Tokyo, Japan Main Business - Manufacture and sale of construction and mining equipment, utilities, forest machines and industrial machinery Komatsu Group - Consists of Komatsu Ltd., and 183 other companies, with locations all over the world Number of Employees (Consolidated) – Over 41,000 Annual Net Sales (Consolidated)- For the year ended March 31, 2011 - 22.206 billion U.S. dollars 3 http://www.komatsu.com/CompanyInfo/profile/global/global.html 4 Historical Perspective – Early Days 1921 Through the 1950s When and Where Founded? - Komatsu Ltd. was founded in 1921 by Mr. Meiatro Takeuchi on the western coast of Japan in Komatsu town Original Purpose - Small repair shop for European made mining equipment Original Vision - Mr. Takeuchi defined for the company a vision consisting of four principles—(1) overseas expansion, (2) quality first, (3) technology innovation, and (4) human resource Early Expansion – Komatsu expanded early on to repairing and then producing agricultural machinery, followed in the 1930 by production of military equipment, and after WWII, construction equipment 5 Historical Perspective – Early Days 1921 Through the 1950s Competitive Environment- A protected market and the dramatic economic growth that began in the 1950s, allowed the company to grow rapidly, and emerge as the industry leader in Japan with more than 50% market share (construction equipment) Quality - Komatsu’s
Do organisations implement corporate environmentalism into their core management practises solely to attain profit maximisation? Since the introduction of large scaled industrial organisations post the Industrial Revolution the key focus of firms has been on maximising profit through implementing management frameworks which aim to correct the internal environment of the workplace. The perception organisations have about the term ‘environment’ has gradually shifted towards an ‘ecocentric’ view whereby organizations acknowledge the ecological impact caused by their actions. As of recent with the introduction of pro-environmental media such as Rachel Carson’s book Silent Spring (1962) and Al-Gore’s infamous documentary An Inconvenient Truth (2006) based on biological degradation and global warming, organisations are trending towards a ‘sustainability’ paradigm (Gladwin et al. 1995).