JC Penney was named on this list for its disappointing stock price relative to the retail industry. Its stock price was down almost 45% from January 1 1995 to December 31 1999, while the S&P Retail Department Stores Index increased by almost 43%. Due to declining sales and a deteriorating customer base, CalPERS believes the market has lost confidence in Penney's management.
Synopsis: Toucon Collections, Inc. is an importer and distributor company with a history about 100 years. Now, its bargaining position has eroded and the gross margin slipped in recent years due to aggressive competitive bidding by others. And this case is about an opportunity for Toucon Collections to broaden their firm’s position through a contract with mass-merchandise store chain. The contract submitted by the chain stated that it would buy at 10% below Toucon’s existing prices, and that its initial purchase would be for no less than $750,000. And they estimated the purchases to be at least $4 million annually.
If they wanted to be truly successful they would need to elicit the expertise of a professional management team already a tested and proven success to create a product strategy that would catapult them into the industry. With the help of Neil Ferris, co-founder of Apollo Computers, a company that realized $1 billion worth of success through its IPO, Giganet hoped to realize some of the same successes. And they did. After an uncertain start and many failed attempts at raising funds with several major industry leaders, Giganet finally succeeds in striking a deal with Dell. Dell offered to use Giganet’s switches as well as invested $5million in the company.
Revenue fell 4 per cent to $7.9 billion. Qantas' domestic operations reported a 74 per cent fall in pre-tax profit to $57 million, which was blamed on intense competition in the domestic market and growth in capacity. But it was overshadowed again by Qantas' international operations, which slumped to a $262 million loss compared with a $91 million loss previously. This article refers to Qantas cutting down jobs for many workers. This is an internal issue- business management; this affects the business in a negative way.
Pepcid AC: Racing to the OTC Market Case Analysis Introduction: Statement of Problem In March 1989, Merck and Johnson & Johnson formed the joint venture Johnson & Johnson/Merck Consumer Pharmaceuticals Company (JJM) to develop OTC versions of Merck’s prescription. JJM’s first OTC attempt would be for Pepcid, an H2 blocker, which was currently third in sales in the prescription market (Exhibit 1&2). Since Pepcid had not been successful in gaining ground in the prescription market over its top two competitors, Tagamet and Zantac, it was critical for Pepcid AC to enter the OTC market ahead of their competitors if they hoped to gain a better share in the OTC market. However, the problem that JJM was facing that in July 1994, advisors to the FDA had recommended against allowing JJM to sell Pepcid AC as an OTC medication. JJM needed FDA approval in order to market Pepcid AC and the FDA usually, but not always, followed the recommendation of its advisory committee.
Bristol-Myers has been very successful in analgesic market for many years with Aspirin type pain relievers marketed as Bufferin and Excedrin. Together with Bayer Aspirin by Sterling Drug Company, three aforementioned aspirin type pain relievers comprised of 90% of Analgesic market. One other type of pain relievers, Acetaminophen, has emerged into the market and its growth in the market seemed quite significant compared to that of aspirin type pain relievers. Although acetaminophen comprised of less than 10% Analgesic market, its Sales were growing at a rate of 50% where Aspirin was only growing at a rate of 9%. Bristol-Myers clearly saw an opportunity in Acetaminophen market and hence they are planning to launch Datril, acetaminophen type pain reliever.
Proctor & Gamble Far East, a History Proctor & Gamble was the first company to nationally market a disposable diaper in Japan. From 1977 to 1980, the company was a market leader. In those three years P&G’s diaper, Pampers, generated 15.75 billion yen and had 90% of Japanese market share. These diapers were sold through drugstores because the company had a relationship with them. Toshio Takayama, director of the office of the president, described P&G’s marketing approach as “confident and aggressive.” He went on to say the company uses “its financial and marketing muscle, positioning its new product introductions to capture market share from competitors in a single rush.” Improved Pampers - Product Development P&G introduced the original Pampers in 1977.
The same store sales for the first quarter of 2007 were down 3% from the previous year and in the fourth quarter of that year the recession officially started. The declining insurance market coupled with the economy put a strain on management to find other ways to perform. A 2007 study quoted in the text book
BSI Improves Accuracy, Boosts Sales with Single Customer View BSI (British Standards Institution) is the United Kingdom’s national standards body and the originator of many of the world’s most commonly used standards. The company works with more than 64,000 clients in 150 countries. BSI used the Oracle Enterprise Data Quality Management suite to create a single, accurate, complete record of each client in just one month. As a result, the accuracy of its customer and corporate data has improved to nearly 100 percent, and BSI can refresh information four times faster. The project began with a simple need: BSI wanted to optimize customer insight by creating master customer records that captured each client’s profile, purchasing history, business relationships, and other attributes in a single view.
Trajectory of customer need is the path over time of increase in performance improvement in an industrial segment which consumers demand or want. Trajectory of technological improvement is the improvement over time in the level of product performance that technologists can provide. Ely Lilly originally pioneered the diabetes care market. It had some prosperous years, but eventually failed. In 1995, Novo, a major competitor, dominated the European market, and was building a new plant in the US, in order to produce insulin cartridges for its pen.