His endeavor is to making the companies a place were people like to work and with whom customers like to deal with. Problems What changes are brought by Charlie Eitel and how his leadership has affected the company during the first six months as CEO? Heading into 2002 what should be the management team's top priorities? Should Simmons roll out the GGOL program? If so, how, and how would you justify the $7.2 million investment to Fenway Partners?
Global Executive MBA – FGV (2015) * COURSE 201: CORPORATE FINANCE IN A GLOBAL ENVIROMENT PROFESSOR: Richard Saito * Session #3: July 19, 2014 Victoria Chemicals Local Team 4: Yasmin Pastore Abdalla Claudio Lorenzetti Mark Hollenstein Fabio Maiello Glasson Antonio Fonseca Junior July 17, 2014 | * | * | * | * | * | History Background Victoria Chemicals, a major competitor in the worldwide chemical industry, was leader in polypropylene production and sales. They had two production plants one located in Mereyside, Liverpool and the other in Rotterdam, Netherlands. By 2008 they were facing a big dilemma, and a huge pressure of their investors to improve its financial performance. Their plant was very old, and the operation had lot to improve and Frank Greystock the controller was taking care of a project of modernization of the entire plant. Capital Renovation Proposal As soon as Lucy Morris assumed the management of the Merseyside plant in 2007 she easily discovered several that needed efficiency improvements in polypropylene production.
Assignment 1: Chipping away at Intel Student: Vivian Samuel Professor: Dr Vanessa Graham Class: HRM 560 Date: January 28, 2013 Case Study @ Intel Discuss the changes at Intel over the first three years of CEO Craig Barrett’s tenure. The case study presented for this assignment describes the management decisions of Craig Barrett as being “bold moves that took Intel beyond chip making for PC’s [and] into the production of information and communication appliances as well as services related to the Internet” (Palmer & Dunford 2009 pg 72). Barrett had spent lots of money by investing in new business projects and markets that soon had to be withdrawn due to possible lack of knowledge. The first change conducted by Barrett was to “withdraw [the business] from the production of network servers and routers after copping backlash from its biggest customers Deli and Cisco” Second, he closed down Intel’s partner for e-commerce services iCat, which was an e-commerce service partner for small businesses providing Web broadcasting of share-holder meetings. Barrett seemed to believe that his so-called ‘hands on leadership disciplines were the best strategies for keeping Intel out in front of its growing list of competitors.
Contract Creation and Management Assignment Law/531 6/13/2012 Contract Creation and Management Assignment The case presented in the video offer and acceptance from the student website is about an editing production company named Quick Tape Video experiencing trouble with the time editing a production. The company has been working with the same outdated equipment for the last 10 years. The post production manager Janet has been suggesting to Hal, who is the production company’s owner to replace the old equipment for the last two years. After the awareness of a job that will not be completed on time because of editing time consuming. Hal promised to Janet that he will see the possibility to upgrade the editing equipment.
Unit six Written Assignment MT435 Operations Management 9/7/2013 Albatross Anchor Introduction Albatross Anchor has grown tremendously over the years causing issues with production and the administrative area of the business. KU consulting is going to Identify short and long term operations changes that the business needs to make to give a clear and sustainable competitive advantage. When making the decision to produce a new product the company took on the work without carefully reviewing the lay out of the floor which cost them time and money with the 36 hour shutdown time to set another process up which is the biggest issue that needs to be addressed. With technology changing and customer demands changing for products now it is time the company implemented changes and become more efficient remodeling is needed as well as new technology to bring everything up to date to meet the needs of the company and customer. Question One Carefully review the assignment scenario/case study.
Frank Ngoubene BMGT440 Prof. Kass 2/26/13 Teletech Case Summary Early January 1996, Teletech Corporation’s CEO Maxwell Harper was sent a letter by billionaire Victor Yossarian following the latter’s purchase of a 10 percent stake in Teletech. In this letter, Yossarian proclaimed that Teletech was not properly using its fund nor earning an adequate return, and that to remedy this problem, some changes had to be made. According to him, Teletech should sell its Products and Systems department and focus on creating value for its shareholders through achieving stronger returns. Ironically, company executives had been debating about the hurdle rate used by the company to evaluate performance, and thus, returns. Teletech, headquartered in Dallas, is a company which defines itself as a “provider of integrated information movement and management.” It has to main business segments: Telecommunications Service and the manufacture of computing and telecommunications equipment, dubbed Products and Systems.
633 Fight, Rhonda Hartz Description: This case provides us an insight into the Golden Years Investment Club and the conflict of group members when a newcomer challenges the views and ideas of the group’s experienced founder. The Golden Years Investment Club with a 34 year track record made up of middle-aged professionals, retirees, and homemakers who are considered amateurs in the investment world. Lenn Width, the founder of the investment club, has recently invited David Korn, a young architect, to join the group. Width and Korn have very opposing viewpoints when it comes to how to invest. Width has a very strict investment policy: “a stock must have been publicly traded for at least five years; its sales must be growing by 15 percent a year; and it’s got to have a return on equity of 10 percent or better.” David Korn wanted to take chances, drop old stock and invest in new ones.
UVA-OM-1366 Sept. 29, 2008 HCL TECHNOLOGIES: EMPLOYEE FIRST, CUSTOMER SECOND Introduction In April 2005, Vineet Nayar,1 newly appointed president of HCL Technologies (HCL),2 took on the challenge of bringing the company to a leadership position in the IT services industry. It was a formidable task given that HCL was, at the time, plagued with many problems, not least an attrition rate of almost 17%—much higher than that of its main competitors—and a demoralized work force. Earlier in his career, Vineet had headed up Comnet, an IT infrastructure startup within HCL. Although it was eventually very successful, Comnet had seen some rocky times. At one point, several major customers were upset, and Vineet braced himself for a meeting with yet another disappointed customer.
As things seemed as an all time low for BP in 1992 by the mid 1990’s BP got a new CEO who started to make changes starting with a new aggressive growth strategy. BP merged with its two biggest competitors in the oil company industry as well as repositioning itself. As BP’s revenue was going up and up from their growth and going into alternative energy, by 2007 BP had a new CEO Tony Hayward who made the decision to put a halt on growth and said he was going to “focus like a laser on safety issues, put the brakes on growth.” In doing so Hayward shrunk the alternative energy division by cutting down on the staff and four levels of management. With this BP revenues increased making the company one of the six largest non-state owned oil companies in the world. But with the decision Hayward has made with cutting down on growth, problems involving the organizational structure came into play.
The underlying issues that were the cause of J&J’s 2009 recalls can be traced back to 2002 and the retirement of the company’s then CEO Ralph Larsen. During Larsen’s tenor as the CEO of J&J he insisted that business practices would be carried out properly, saying “were going to conduct business the right way, and if we can’t succeed then we’ll exit.” These business practices were demonstrated in 1996 after the FDA sent a warning letter to McNeil criticizing the company’s testing and manufacturing processes. Larsen responded to this by creating a “corporate compliance team” who was in charge of auditing the production companies and also implemented a multi-million dollar corrective action plan which would focus on fixing the quality systems that both J&J and McNeil employed. As a result of Larsen’s new changes the quality control system at McNeil began to flourish. Although the department seemed to be back on track it wasn’t long after Larsen’s retirement in 2002 that the quality control systems at McNeil began to weaken once again.