I will consider the following: * Put together a cost-justified solution that truly conveys value-added communication. * Send a break up of cost sheet over to Occidental to justify the price. * Try and understand through meetings and deliberations with the purchase team of Occidental what is that is not of value to them instead of assuming them. * Charging the support service separately from the machine * Take a critical look at the emerging competition in the next meeting to sustain profitability. * Suggest to top management the
He should have consulted with a financial adviser or an independent academic expert first. He also should have directly taken into account what the workers thought, because they were the ones most affected by the plant, as it was their source of income. The workers had a first hand account of everything happening at the plants, while Roger Smith and the other high ranking workers couldn’t fully grasp what was happening at the plants. Smith could have changed his tactics by decreasing some jobs at the plants rather than shutting them down completely. Had this happened, the company would have experienced a marginal profit increase because they would have fewer workers to pay.
The second part of Lee’s strategy was heavily focuses on exploration and expenditures to discover new oil reserves. Under Lee’s leadership, the number one priority of Gulf Oil Corp. was to replace domestic reserves of hydrocarbons through discoveries and acquisitions. Eventually, falling oil prices led to increased debt due to a large focus on exploration that wasn’t necessarily resulting in increased profits for the company. In 1984, the CEO of Mesa Petroleum Company, Boone Pickens, began trying to gain a majority stake in Gulf Corp. Gulf was against this because they saw it as Pickens attempting to gain control of the company, only to benefit from the current revenues and reserves without preserving the company outlook. Boone Pickens was not concerned with the future of Gulf, but rather the major reserves of oil that they already possessed.
Now, the main concern rests upon the decision of open this new market channel that actually was once active in 1920 but since then Goodyear has worked all the way independently. The reconsideration is now seen as a likely option but it entails also some deep concerns about the future of franchised dealers arguing that this agreement will only undermine their sales and in order to compensate for this they will be forced to start selling multiple brands that offer customers all the benefits they want even if it’s not from Goodyear. Alternatives There are two alternatives for this process or either the company decides to start selling in company of mass merchandisers, retails stores, in this case, accepting the offer from Sears. Or, the company decides to stay idle and keep losing revenues from these previously mentioned stores due to loyalty of its customers and availability of other brands in their stores. First Alternative Going alone with consistent market share loss of 32% according to Kerin and Peterson (2013, p.604) it is important for our posterior analysis that this was equal to a loss of 4.9 million units not sold worldwide.
When saying what type of social responsibility strategy Ryanair uses, I feel like they have somewhat changed. I think that there was a point in which Ryanair used somewhat of a defensive approach in the fact that they obeyed all laws, but made some decisions that weren’t truly ethical. The fact that they started to get strong criticisms because they were sitting on €2 billion cash without giving some back to the investors is an example of this. They soon however changed this and made plans to distribute dividends to shareholders. I believe that when
Executive Summary My decision is for Barilla SpA is to implement the JITD system. This will replace the old system of the GD and DO placing orders to Barilla sales people, and put the responsibility back on Barilla to accurately forecast demand. One of the major problems in Barilla’s supply chain is the huge fluctuations in demand, and the JITD system will allow them to smooth out the peaks and valleys in the current supply chain. Barilla will face push back from their own sales force, as well as their distributors, but as long as Barilla can gain the trust of their distributors and sales force, they can make the transformation a success. The JITD will be most successful with larger customers, so they should start out by getting the largest ones to sign up first.
The company has seen an increase in weaknesses over the course of the recall mentioned in this specific scenario. The fact that millions of dollars is being spent in order to ensure that the recall is handled correctly is a great indication that the company wants to do what is right, but it is a financial strain that the company simply cannot handle, as well as a great way to damage the brand name. The company has the strength of their corporate structure and a pretty clean history to help grow positive brand awareness. Mattel has the opportunity to correct the situation found in the scenario if they apologize to the public and issue a statement about their plans to alleviate all concerns. Finally, the threats to the company include decreased growth, loss of leadership position, and the potential for new recalls to emerge.
He saw that more than half of Sainsbury’s 240 million pound (₤) annual marketing budget went to Nectar and said: “Nectar represents a significant investment for Sainsbury’s, and I can’t help but feel that if we put the investment into more staff in our stores we’d see a better return. I was part of the senior management team that turned around the ASDA supermarket chain before it was sold to Wal-Mart, and the changes we made at ASDA were all about price and value for money. ASDA didn’t have a loyalty program.” He continued: But I do understand the value of knowing more about what our customers are doing dayto-day and this is part of the value we get from Nectar. We use the Nectar data on our customers to help us determine which stock to carry in which stores. The Nectar data also allows us to do much better and more targeted marketing to our customers.
Without out CSF’s you increase your business or project’s chances of failure. Having clearly defined CSF’s isn’t enough to ensure success on its own. There must be a plan to implement these factors into the each project and business. After reviewing the FoldRite Furniture company case study it is evident they began the process of implementing certain CSF’s that turned the company around from declining profits to growth. During the company’s history from 1987-2006 they experienced above industry growth compared with most of their competitors.
As we know, people don’t like changes, especially the ones they can’t predict. If they feel uncomfortable after the acquisition, they will leave the company. High employee turnover rate will lead to vest cost of training expense and reverse effect of working environment. 1 BADM 590 Home Assignment 2 2.Return on investment Yue Wang Cisco had the acquired company’s products appear on its price list on the day the deal closed so that Cisco’s sales force could immediately begin to sell the new products. I find it is a great method to raise the acquired company’s sales.