Business Simulation – JR Power Tools Jermaine Ross JCT2 Task 3 Western Governors University Task: A. Recommend, with sufficient support, the adoption of one of the following strategies by the power tool company: a Keiretsu network, a virtual company, a vertical integration, or a different supply chain strategy. B. Discuss metrics that could be used to measure performance of the supply chain. C. Discuss three of the following issues that could complicate the development of an efficient, integrated supply chain: local optimization, incentives, large lots, and the bullwhip effect.
If you were TDC's CEO, how would you react toTelmore's entry? * Lower prices to compete against Telmore * Differentiate from Telmore to maintain or increase customer willingness to pay * Do nothing Does Telmore have any advantage relative to TDC? How would you describe its advantage? Telmore has a competitive advantage over TDC due to its lower, lean cost structure, completely different value chain and a unique fact of having only one plan, which facilitated low-cost structure. Telmore could reduce its costs due to offering its customers only one product – pre-paid service.
Solvik thought line managers should make all IT investment decisions and Cisco utilized a client-funded project system focusing on ROI. In addition, Solvik’s approach supported the existing Cisco culture. Solvik’s decentralized IT approach allowed line managers to make technology investment decisions, while centralized IT executed projects. IT made decisions about the overall company infrastructure (e.g Cisco intranet, supply chain website) while line managers chose and funded projects seeming to have the most profit potential. This removed the perception of IT as “overhead.” IT also helped integrate acquired companies in parallel with scaling up the company infrastructure.
Costco has made a science of controlling operating costs within the organization without sacrificing quality. The stores are made with durable and eco-friendly materials, but without frills to contain costs. Salaries for executive management are well below what is seen in most retailers. All hiring is done almost completely through internal talent searches. Additionally, company hours are limited to times where purchasing is higher.
These materials are homogeneous, standardized and are readily available from a lot of suppliers. In addition, there is little switching costs involved for incumbents to switch from one supplier to another, so the incumbents have a lot of alternatives to choose from thus limiting the bargaining power of concentrate suppliers. Although end buyers of soft drinks have a lot of alternatives to choose from and have almost no switching cost from choosing among these undifferentiated drinks, they still possess low buyers’ bargaining power. Since there are numerous small consumers out there in the market, the choice of one consumer does not have much influence over the profitability of the whole industry. So buyers cannot force the price of soft drinks up if they threat to turn to other drink producers.
Distinguish among operating, investing, and financing activities. Managers’ activities and responsibilities can be classified into three broad functions. List and discuss each function. Identify and discuss the relevant costs in accepting an order at a special price Smith & Company claims that the relevant range concept is only important for variable costs. Explain the relevant range concept and discuss whether you agree with Smith & Company.
Solar energy is a non-pollutant, cost effective, maintenance free, life span of up to 40 years; however the upfront cost is enormous, and not everyone can afford the cost to put the stylish panels on their roof tops. Many jobs would be lost at the oil field however more jobs would be created by installing other methods of
First, our audience consists pre-dominantly of engineers with not too much work experience. As a result, handling math and algebra is relatively easy. Explaining the algebraic formulation, graphical approach and using the Excel solver do not consume that much time. Second, because this case is used during the first week of the MBA program, students are still unfamiliar with the case methodology and we spend significant time in understanding case facts. The circular logic used in allocating fixed costs based on the product mix that in turn is used in deciding the product mix takes some time to understand.
Understanding the Field of Project Management A project is a temporary endeavor undertaken to create a unique product, service, or result (Larson & Gray, 2014, p.7). Project management, then, is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It’s a strategic competency for organizations, enabling them to tie project results to business goals and thus, better compete in their markets. Many organizations across the globe have embraced project management so they can control spending and improve project results. Companies have discovered that adhering to project management methods and strategies reduced risks, saved money and improved success rates.
Ryan R. Montenid November 8, 2014 Strategic Management Dr. Gloria Chavez Competitive Advantage: Resources, Capabilities and Competencies Case: Marks and Spencer 1. What do you think is the source of Marks and Spencer’s competitive advantage? M&S believes that customers are the essential element of consideration and understands that customers are very important for its origination. Companies must recognize that customer satisfaction should give utmost importance than product sale. M&S realizes this main attribute and provides good services and high quality products to customers for elevating customer loyalty.