In-depth research and analysis needs to be conducted on other companies that have created similar successful programs. They need to determine what the breakeven point will be, and when these new products will start generating a profit and then make the decision on whether or not it’s worth the investment. Issue 5 Lack of planning CanGo is in rapid development, but at the same time lacks of any sort of planning. CanGo's management team cannot seem to reach a viable solution for the future development of the company. Recommendation 5 CanGo needs to make a comprehensive analysis and then decide on a long-term development plan.
This case studies the difficulties that country managers confronted while trying to establish central direction over international / Pan European product development, positioning, and sales. It documents the rollout of a new spread alternative, "Krona", and how its strategy failed to balance cross country cultural differences and product perceptions, as well as biases of Unilever country managers. At the time of the case, Unilever was anxious to centralize management to improve its economies of scale, leveraging fixed investments in brands, new product development and manufacturing capabilities. It positioned itself to maintain a centralized management model while not sacrificing their core strength of local responsiveness. The new organization forced country managers to be concerned with diversity of other countries' tastes and needs in developing and marketing of new products.
The solutions suggested by both of them were given a thought but then Caroline wasn’t convinced about the way forward The case was also examined by five other experts, whose recommendations had potent in their own way. All the options revolve around the basic concept of repositioning & rebranding a brand. Caroline should not just choose one proposal as the brand requires attention on more than one front, as in brand acquires larger share of market, revives the perception of La Shampoo in the eyes of the consumers & also gain more shelf space in the retail stores. Experts & Personnel’s Reviews Eric recommended for a price cut as a long term plan to save major accounts that in danger. Reducing price will increase sales volume at least for short time but it not good in building the brand and increasing the brand market share as one the analyst has clearly stated that a price sensitive consumer will easily shift to another brand which offers a lower price than La Shampoo, thus rendering the entire exercise fertile.
Since it was difficult for Harrah’s to make huge capital investments to spruce up its properties, it realized that a shift was required from its existing people management strategy to a new customer relationship strategy. Company COO Gary Loveman reinvigorated the existing marketing function and rebuilt it with experts who preferred quantitative methods to qualitative inputs. Customer Relationship Management was based on the following major elements: Database Marketing and the Total Gold program. Database marketing – Harrah’s used tools based on decisions sciences to predict customer worth rather than relying on observed customer worth from his first visit to the casino. Data about customer preferences was collected each time a customer used his loyalty card at any of Harrah’s properties.
IT560 Unit 4 Assignment Cecil Williams Kaplan University IT560 Unit 4 Assignment Part A - Case Study III-3 Make-or-Buy Decision at Baxter Manufacturing Company 1. What are the arguments in favor of Manufacturing Vice President Moore’s proposal to purchase the manufacturing software from EMS? Moore argues that Baxter Manufacturing Company (BMC) is losing it’s reputation as a world-class parts manufacturer and is therefore implying that the company will lose business unless they purchase the manufacturing software. Moore also thinks that the manufacturing software will improve their manufacturing efficiency and customer service. The vendor, Effective Management Solutions (EMS), has told Moore that the entire system can be up and running in six months, where the estimated time to build an in-house system is two years.
The provocative photos he selected for American Apparel’s ad campaigns grabbed people’s attention – not always in a positive way. The very way the company had chosen to go public indicated much about the CEO’s refusal to conform to tradition; in the summer 2007 American Apparel would merge with the special purpose acquisition company, Endeavor Acquisition Corp. In addition, the company’s commitment to paying high wages and generous benefits to it’s mostly immigrant workforce, and its “Made in USA” stance, might not appeal to Wall Street investors who believed that an adequate return on investment took priority over political correctness. Should Dov Charney allow these Wall Street financiers to step into the American Apparel sandbox to play? What changes would American Apparel need to make once it became a publicly traded company?
I. Introduction a. Ben & Jerry’s Homemade was on the table for takeover by other firms; specifically four, Dreyer’s, Unilever, Meadowbrook Lane and Chartwell. With the increased competitive market and declining financial performance, takeover bids were coming in. Co-founders Ben Cohen and Jerry Greenfield knew that in order for B&J to maintain its social stature, it would need to remain an independent company; but chief executive Perry Odak felt that the shareholders would be best served by selling the company. II.
ISD was one of Heidelberg’s major inside customers and its manager, Paul Halperin, was furious that ISD was taking its business elsewhere. The business generated by product X73 would not only go to Heidelberg, but in turn to the third division involved, Electronic Components Division (ECD) where Halperin would turn to purchase the electronic parts he needed for production. Halperin solicited ECD manager, Christina Schonberg, to plead his case as to why ISD should be forced to give the bid to Heidelberg and how this decision was better for the Zumwald AG organization as a whole. The
Case Analysis: Sales Force Integration at FedEx Introduction FedEx planned to carry out a major change in their sales force through a project named ARISE, which was short for “Achieving Revenue and Information Technology Synergies across the Enterprise”. In few words their main objective was to consolidate the FedEx and RPS sales units into a single sales force, customers were often confused or overwhelmed by the actual sales structure. In order to FedEx to achieve their vision, account executives would have to be in the capacity to offer both air and ground delivery offerings. FedEx’s upper management faced a challenging project essentially because they had to develop a new compensation plan for the combined sales force, compensation being one of the most critical elements of the overall sales integration effort. Challenges Because major changes had to be made to their compensation plan to successfully integrate FedEx Express and Ground sales, it is very important to determine the right balance in compensation.
That is why MELF was developed. With MELF Beyschlag aimed at becoming the leading manufacturer of the SMD technology and its applications. Here the corporation made a move against the competition; whereas others do not see advantages of the new technology and stick to old resistor products, Beyschlag redirects its strategic focus from consumer electronics to the professional electronics market. Beyschlag needed stronger partners to push its innovation through. Its top management was excellently building up contact to potential partners’ departments, established trust and maintained personal relationships with them.