8.) According to the weighted strength assessment Under Armour doesn’t have a competitive advantage over Nike. The thing that really hurt Under Armour in the test was its Global strategy. Nike beat Under Armour in the strength assessment by a little more than one point. We thought that Product Innovation was the most important key success factor along with quality, and global strategy.
The store was not being managed well currently and the store director Heather was resentful of the companies hiring practices that excluded her from the process. Shortly after Tricia was hired Heather left the company and Tricia was promoted to the position despite almost no experience in retail management. She again was very motivated and rose to the challenge. The company had a ranking system in place that tracked the stores by their sales and goals met but all stores were held to the same standards despite being different sizes. This made it difficult for goals to be met, if at all, thereby creating tension and turnover in the smaller stores.
To be taking on a challenging issue that literally involved life and death, they should have been concerned about making a strong team right from the start. Sadly, their selection process was poorly done, with much focus on gaining popularity than concern for the people who chose to climb. For example, Dough Hansen who had previous unsuccessful attempt with Hall expressed reluctance to return. “However Hall lobbied him personally, offering Hansen a discounted fee for the expedition” (Roberto & Carioggia, 2003). Hall apparently felt bad for not being able to guide Hansen successfully to the summit and wanted to prove his capability and credibility, hence offering the expedition at a discounted rate.
Kay Lay was the CEO for many years. The number one mistake he made was to hire Jeffrey Skilling. Although he was brilliant at his field, Skilling was unqualified for the job. Ken Lay also let everything slip through. I do not consider him being the master mind of all the dishonest moves but he hired the people to do it for him.
Some of them were caused by improper corporate governance rules set by GM, but the role of external influences that affected GM’s production after 2000 must be taken into account as well. First of all it was the corporate culture as mentioned by Canis et al. (2010) or by Monks & Minow (2008): “...the company was managed like an institution. It was highly risk-averse, chronically slow to change, endlessly bureaucratic, and contemptuous of competition.“ General Motors produced inefficient cars that did not match to the demand of customers after year 2000. This was caused partly by the high self-confidence of the top management which was too ensured that the position of GM is everlasting.
MEMO TO: Leon Lassiter FROM: Elbay Aliyev SUBJECT: Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle One of the first mistakes on behalf of MSCC was the fact that nothing was learned from past mistakes and the company relied on DMA too much. Even though any company can go through financial difficulties, much larger organizations could have a big capability of handling such difficulties and provide long-term support of a product for their clients. Another major source of the problems within the MSCC has come from negligent decision making of Gramen. The company has made the decision to move on from UNITRAK once Gramen was hired to replace Kovecki. The reason why Gramen was not a good candidate for a position is that he was extremely familiar with HP system, whereas the currently operating systems have been running on IBM AS/400.
It seems not a good service management skill for the company, but customer can really say ‘wow’ when they get a service from Zappos. The reason why they have been doing this is that their marketing strategy. They consider all expense that satisfies customer experience as a marketing cost. They think that the customer experience can generate more customers by word of mouth. For example, they accepted complain that leaking boots that almost a year of use.
Jamie Turner 1) How did Turner get himself into this particular predicament? There are many reasons behind the Turner’s current situation, first of all his sudden decision of changing the company, though the job offer was very good. The job role offered to him at MLI was different than his earlier, which he didn’t take into account. Every opportunity has some advantages and disadvantages, which turner didn’t analyze properly, moreover MLI was struggling financially. There was a lot of difference between Turner’s expectations (rather assumptions) from MLI and what actually happened after joining MLI, which was the result of Turner’s unconscious decision of taking job.
Case Study, Jack Carlisle, CIO Executive Summary IZL Corporation hired Jack Carlisle to restructure and reorganize the IZL IT department. The company was going through major turmoil in which the CEO Chuck Hansen was replaced by CEO Jim Giles and another SVP, Carl Strati. Jack Carlisle must assess the problems within the company and implement tactical and strategic changes. Carlisle must align the current business strategy with an aged information department that does not support business strategy. Other problems include the company having a lackadaisical business strategy, internal conflicts among upper management, an information technology department that has not been well run and is frequently criticized by peer executives, and a lack of integrated business objectives that do not align with information technology objectives, the inability to prioritize projects due to unclear business objectives.
These two were hired due to Simpson’s observation that none of the present supervisors have the training and insight to take on company problems. With the hiring of the two the company they started to suggest ideas that would improve on the company’s performance but after a certain period they began to take things fast which did not sit well on the knowledge of the senior supervisors. The ideas would be better if Rider and Green consulted with the supervisors, they were with the company for a longer time and their knowledge and experience should be involved along with the new ideas Rider and Green