CanGo is not considering the major benefit of an IPO, which is increased capital that comes from investors. If CanGo does not take this form of increased capital into account it will limit their growth. Recommendation 3 Offer an IPO CanGo should offer an IPO, allowing for increased capital. By offering an IPO CanGo will able to take a big step in the right direction of expanding their new ventures. Investors investing in an IPO are aware that it takes time to see a solid return/profit when a company is expanding into new ventures and that risks are involved.
Creating more profit opportunities by increasing marketing and promotion will encourage the dealerships to bring in and stock more of Company S’s product. This strategy is advantageous because it increases the opportunities for profit for not only the dealerships, but for Company S as well. If the dealerships sell more units, then Company S will make more money as well. This will create trust between Company S and it’s dealerships. A disadvantage of this strategy would be costly.
It depends on how this change would affect not only the company, but how it would affect the brokers? If they did make the change to more subjective assessments and cross-selling, they would have to consider the fact that many brokers may leave because they prefer their pay to be determined based on objective/incentive based measures. With a greater emphasis on cross-selling, this adds more areas the brokers need to become knowledgeable in which could require more time, resources, and training. One the other hand, this also adds a competitive advantage for the company and another area for brokers to make money, which could be a leg up within the bidding wars, especially if they have the opportunity to make more money. Overall, I would say that Bank of America needs to do their research and gather data from not only the brokers but also the customers to help determine their best course of
Qualitative Analysis • If the outsourcing contract is maintained, the Component Division wouldn’t work as a cost center which does not follow the Company’s mission. • CTR1 units being core components of the PCU, relying on an external supplier would damage Seagull’s competitive advantage. • The expanded capacity for the JAFAR contract supports the company’s growth objective. • The addition of a third shift may present challenges that can be overcome in the short-run but not on the long run (such as maintenance, breakage, rest, interruption and holidays). • Current performance metrics lead the Component division to inflate transfer prices.
Even though the Brita products are a bit more expensive, people are willing to pay at that price for greater tasted water. Since Clorox is so successful, they have a significantly large marketing and R&D budget and that is where Clorox’s advantage is against their competitors. Clorox can further use this advantage. For example, Clorox can increase their advertisement either on TV or radio to attract new customers and to gain brand recognition. Clorox can also put more efforts on designing new
Using more effective manufacturing systems and double shifts has been implemented to achieve this. This is a small increase in comparison to the sales of competitors, showing that the global market could provide a number of new opportunities for the company as it grows. However, the opinion of the managing director, Butler-Adams,the company believes is that a significantly higher number of sales in a short time period could undermine the brand’s image which may decrease the desirability of the
Penalties should be addressed, and made known prior to a violation occurring. A designated officer will be directly responsible for the design, compliance, training and implementation of the established company code of ethics. One common way of monitor such is through an anonymous hotline system, in which employees may call at any time to report a violation of any type or degree without fear of retaliation. This information should be provided at the time of training, and its use encouraged
First, the reactors are more of the go-getter, they put the product out first. This could be both positive and negative, you want to be able to get a head start but if consumers aren't willing to buy then sometimes you won't make profit off of certain products. "Prospector competes primarily by stimulating and meeting new market opportunities, but may not maintain strength over time in all markets it enters" (Muller pg 28). The prospector is always ahead of the game and is willing to re-structure if necessary to continue to be a top
The ability to tap into the global labor market will make the company more competitive by being able to offer competitive prices on products due to lower overhead cost associated with the offset in the labor cost. Attracting employees to join the company is the better option unless there is a management position that requires exceptional talent to fill the position. Relocation of prospective employees can be costly to the company and there is no guarantee that they will be long term employees of the company. With the company's plans for expansion I would recommend overstaffing. This will allow the company to stock pile talent for future
By providing newer, better and unique products, companies are able to differentiate and stay ahead of the competition. Companies that invest heavily in R&D are able to release commercial products more quickly and anticipate changing consumer demands more rapidly. They can better assess how long a product will last in the market before new technologies catch up. This information is critical in determining whether time and money should be invested in this product or not. R&D can also open new business opportunities by revealing insights about the market that doesn’t have immediate commercial application, but may be useful in the future.