Case Brief Peak Garage Door, Inc. Peak Garage Door had just finished its company planning process and wanted to increase its sales by 36 percent with a sales goal of $12.5 million for 2004. With such a large increase there was concern that the current distribution approach would not be sufficient to increase sales by the amount necessary. Richard Hawly, Director of Sales and Marketing, has been tasked with devising the best distribution strategy that would be consistent with achieving the 2004 sales goal. In devising the best distribution strategy several factors need to be considered.
The distinctive competency was to be the high service provider in the market. I chose to target the Mercedes (engineers and scientists computers) and named that brand Speed. I also chose to target the Traveler (travelers) and named that brand Aloha. The reason I chose these two markets is because both of these customers were willing to pay more for the product. Mercedes would pay $4000 and the Traveler would pay $3200.
With an estimated annual savings of $40-$50 million dollars, the $64 million dollar Delta III project began in 1993, their goal, to use technology to increase their efficiency. After considerable research and product evaluation, FoxMeyer chose SAP R/3 and Pinnacle’s warehouse-automation. Andersen Consulting was chosen implement and integrate the two systems (Scott, 1999). There are always risks involved when implementing new technologies. A phased implementation would have been less risky and would have given the implementation team a chance to test transactions more thoroughly.
Though that involved the risk that lower levels of management would follow short term goals at the expense of long-term corporate objectives and co-ordination. Nucor has a different team working on every different division of the company. While taking any decision, it must pass through all the divisions and then the decision is made. This process involves time that may result in delay in decision-making but Nucor’s divisional structure is lean. There are
The historical data is useful to forecast future needs for shipping and sales inventory. The future orders generally are subject to the demand signaling process. The process along the ordering chain is controlled by each level’s perception of what they need. This process is a major contributor to the Bullwhip effect. Information is subject to delay, forecasting is always subjective, as each firm uses different techniques, and the order quantity for a future period very often includes a very subjective “hunch” on the part of the planner.
This is seen from the fact that there is an increasing SUV purchasing trend and also with the increase in consumer wealth in US. One of Land Rover’s main problems is how to determine the right marketing mix in order to properly distribute and allocate its marketing funds in an attempt to meet its goals. In line with meeting its target LRNA has set a target for itself to increase its sales from 9000 to 40,000 by 1998. Correspondingly it has allowed its marketing budget to be increased to $20-30 million from its existing budget of $9 million. The marketing options that it has to use this budget include: a.
Implementing lean manufa cturing into fabrication Central Problem Interface Standardization : Different clients had various ways of communicating with the company for orders, but since Esterline was becoming the best in its industry, they are trying to mandate a standard interface method for consistency. Analysis: In 1995, Esterline was a multi - industry company with $350 million in revenues. Becoming CEO in 1999, Cremin and his corporate team brought down the company’s focus to key industries and technologies. The 30 new acquiremen ts made between 1999 and 2005
Implementing lean manufacturing into fabrication Central Problem Interface Standardization: Different clients had various ways of communicating with the company for orders, but since Esterline was becoming the best in its industry, they are trying to mandate a standard interface method for consistency. Analysis: In 1995, Esterline was a multi-industry company with $350 million in revenues. Becoming CEO in 1999, Cremin and his corporate team brought down the company’s focus to key industries and technologies. The 30 new acquirements made between 1999 and 2005 strengthen Esterline’s targeted market-product
Donner Company : This case is about providing operational strategy for Donner Company which manufactures printed circuit boards according to the specifications desired by the customers. Circuit board printing is a highly complex process consisting of several stages from Preparation to Fabrication. This process is characterized by high degree of uncertainty in creating uniformity in operations because of the varying order sizes and specifications demanded by the customers. Though this company’s products are technically good, they still had to face the problem of poor performance regarding operational efficiency. In this article, we tried identifying the various problems associated with this by looking at various production times.
And as well, it was very difficult from financial perspective due to financial crisis, when banks were not giving out loans and funds for every single company. Later on, Graham wanted integrate with Logoplaste to become top three players in the industry. About six times larger in revenue and with eighty arranged plants, Graham could push Logoplaste to the new