However, this situation would make the company incur more loss next year, which is about negative $ 293,586. In the mean time, Barb Shepard, the company’s owner, wants to sell the company soon, and she knows a purchase price would be determined by three main factors: the absolute level of profits, the rate of growth in profits, and future potential growth in the market. Barb Shepard also wants to reduce bank debts as soon as possible. Therefore, the company needs new strategic initiatives very much to improve operating profitability and move forward next year. Each of three vice presidents has rendered a separate and distinct strategic initiative, and they are “Introduce a new product”, “Increase promotion”, and “Raise prices and cut costs” respectively.
A monopoly is where you can set prices almost everywhere you want, and there is no other competition. This is referred to as predatory pricing, where companies charge a price lower than production costs. These companies believe their competitors can’t afford the loses. Cable companies don’t worry about competition due to the protection they enjoy from the government. The cable companies get away with this by claiming they do not have competition, cities award them the contract by providing coverage, even though they may not have the lowest price.
In the demand side, Methanex’s revenue was exposed to the fluctuation of the demand for methanol, since Methanex only produced methanol. This situation was more serious in the supply side, where the price the “raw material”, natural gas was subject to fluctuating prices, interruptions to supply lines and international policies and regulations governing imports and exports. In last decades, some plants in New Zealand and Egypt had to shut down temporally for fluctuating price of natural gas or political issues. The options for Methanex to solve/relieve these issues include: • Using derivatives on natural gas and methanol to hedge the risk from price fluctuation • Expanding the market in China to explore opportunities in both demand and supply sides • Exploring opportunities in areas where long-term contacts on demand (in methanol) or supply (in natural gas) instead of focusing only on the richness in natural gas reserve • Expanding new products lines to reduce the risk from strongly relying on a single product. It could also make use of the idle resources (plants, machines, etc.)
The following few paragraphs will answer questions that may assist Fauquier Gas Company overcome the challenges they face with there new project. What are some of the key facts facing Mr. Murphy? What is the problem? Alternative solutions and what is a recommended solution? Faced with significant logistical and supply chain problems, Mr. Murphy begins to tackle the issues of supplying new pipeline for their new project.
Another reason people like to defend Wal-Mart is because they have better prices than most everyone else which is easier on peoples wallets. Wal-Mart has become such a household name that most people will shop there without checking out other business when they realistically could be spending a little extra pocket change and helping their economy and help control this giant corporation. The savings people get are on account of cheap foreign goods that aren’t as good as American goods and people don’t realize it because they just remember the good deals. In my opinion there aren’t any other reasons to defend
Threat of New Entrants: (“The high quality labor intensive creative and technological excellence, was difficult to scale due to scarce talent in marketplace and conflicting client needs”, p.1, para 2). From the above statement, it would be fair to infer that in the digital marketing industry (particularly in case of HUGE), economies of scale is nonexistent. Hence, there is no cost advantage that comes with volume. There are however a few barriers to entry for new entrants because of the “network effects”. (“JetBlue put Huge on the map and increased its credibility as a partner for larger business issues”, p.6, para 3).
The second choice is for Green Giant to stay in Salinas so individuals are not laid off and deal with executives “light but firm hand upon” career implications due to Green Giant not substantically and quickly increase profits. Both paths have severe positive and negative impacts no matter the route Green Giant decides. It is Green Giant’s decision to deal with which avenue is the lesser of two evils and will have least severe impact on society as a whole. The most relevant parties in both scenarios are as follows: Green Giant Executives, Grand Metropolitan Management, Green Giant Employees, families of Green Giant Employees effected from losing their jobs if Green Giant moves to Mexico, Salinas Economy, Economy of Mexico option #2, Mexico’s water , increase in price corn and bean supply in Mexico and therefore increase in cost of living in Mexico, quality of products produced in Mexico. This issue is an organizational issue, starting from with top management in both Grand Metropolitan and Green Giant.
German technology is always at the forefront of their competitors and their standards are very high. In the other hand, Chrysler engines are known for being low cost but sometimes are not as reliable after a certain number of miles. These failures have been justified by Chrysler over time by the engines economic prices. By identifying that the future of the industry would be in emerging markets, their needs became a priority. Hence the idea of a small, economical engine is born, so the joint venture between BMW and Chrysler sounded very reasonable.
More often, such successful startups end up being bought up and consolidated. Barriers to entry: The enterprise software business has a high barrier for entry due to the following - High capital requirements High sunk costs limit competition Strong brand names are important Industry requires economies of scale Advanced technologies are required Patents limit new competition Customers are loyal to existing brands All of these work favorably for Oracle. Power of suppliers: In general, the software industry does not have many external supplier requirements. If any, the requirements are commodities. Inputs have little impact on costs High competition among suppliers This plays favorably for Oracle.
McAulsan’s competitive advantage could not be imitated at the time as they were filling a very distinct niche, that of supplying distinctive tasting local beer. McAuslan’s resources were very different than those of big breweries. Peter McAuslan was able to identify the opportunity of a need for local a microbrewery and respond quickly by setting up shop and creating his own microbrew. This was accomplished with his limited resources and he was able to continuously reinvest in small increments when new opportunity arose by buying more fermentation tanks and creating new brews. It’s