DEVELOPING PROFITABLE CUSTOMER RELATIONSHIP. It is a challenging time for most business leaders today. Leaders are demanding their company’s grow and so marketers are continually focused on driving their products and services into the hands of new customers. Unfortunately this intense focus on attracting new customers has taken attention away from established or past customers. It is measurably more expensive to attract a new customer than to retain an existing customer.
In the case study involving the purchasing and operation issues of Dryden Inks, the purchasing agent, Jane Waterman worked an excessive amount of overtime during her time at the company. Dryden Inks started as a family business and grew along with their competition, which had become much stronger and then developed a pressure regarding their prices. Jane noticed that older methods were being used that didn’t match the demands of their products and most of the company’s orders were on a “rush basis”. She wanted to contribute to the company in a way that would make their day-to-day operations become more productive and efficient. Certain problems in this case are having an outdated and no comprehensive inventory that causes their control system to reflect improper supply amounts.
DynaCorp is a major leader in the ITC domain with a large customer base providing value added service and solutions to its clients and customers. Dynacorp has offices located all over the globe, Europe, Asia and Latin America to name a few. DynaCorp is currently undergoing an organizational crisis. As per feedback got from its own employees, the issues currently being faced are that new products were being developed at a very slow pace and the cost associated with them were way too high. There was a lack of proper supply -chain command.
The industry wide capacity is growing much faster than the demand growth. Three main causes to the isolation of IT Department Strategy to the whole business plan are analyzed as follows. To begin with, the matter of money counted for the most obvious excuse for the blackout of previously on-going Leapfrog Project. Actually, the problem is that RCCL did not figure out how best to spend its budgets, not just to meet growing demand but to boost repeat bookings. Further more, the decision of shelving the whole Leapfrog plan indicated that RCCL lost its
This haphazard operation was causing everyone stress and, with the anticipated growth of the company that requires employing more people, payroll expertise was needed to ensure compliance. CASE SUMMARY GUIDELINES: Who are the stakeholders? INTERNAL 1. Employees – want accurate pay with proper deductions; 2 key employees in payroll are in over their heads and need help 2. Company’s President /Owner – similar to employees but also interested in what the reporting capabilities can tell them about the company in relation to reward, performance and budget management 3.
In some cases, the customer service department can even generate additional sales for the company. Both Tesco and NSPCC would have a customer service department as they both would have to handle any customer enquiries for the products of Tesco or any questions as to how the business solves child abuse for NSPCC. Sales The sales department of any corporation or business is the catalyst of how well the products are introduced into the marketplace. A business cannot last long without sales of its goods and services. This makes the sales department the most important part of a business.
The fear of having lower SPH forced employees to make the non selling hours off the record and this resulted in losses for the employees, in both, monetary as well as recognition of extra efforts work. The main cause of this problem is the incentive for the sellers. It causes employees to work off the clock in order to increase their SPH. Another important problem that the employees of Nordstrom confront is the peer pressure. Every employee want be in the shifts that had maximum sales to increase their sales-per-hour, so there was a lot of competition.
Moreover, when they leave, the organization needs to hire new inexperienced staffs with highly paid and full benefits to fill the responsibilities, this adds up to dollars and cents. * Losing time and money: when there is an increase of employees’ turnover, the tasks will be overloaded as there are no staffs to cope with those. This leads organization to recruit staffs to fulfill job vacancy and to do the tasks. Recruiting new staffs is not a short easy process and costs less, the organization has to pay much money on advertising, training, developing and so on. Also, it needsto spend time to do the interview, to select and to train them to work.
Medtronic Case Writeup 1) What were the root causes of why Medtronic nearly lost its position as market leader in the 1970’s and 1980’s? Medtronic was not the market leader in the 1970’s and 1980’s because of a combination of unique industry factors and the lack of a sufficient product planning/development system in place at Medtronic. In the market, competition from other companies was rapidly increasing during this time. As such, technologies were always changing, and there were higher expectations [for product quality and differentiation] for newly released products. Meanwhile, at Medtronic, their product development was falling behind.
That’s why the decisions he makes are not always the best for the company, and the lack of control by the Board of directors or Auditors is also leading to the opacity of the decision-making process. * Prolonging lives of unprofitable businesses: Chaebols’ management strategy has always been to grow in size, sometimes ignoring the profitability, that’s why when a business is no more worthy, it will be maintained instead of being cut,