MEMO TO: Leon Lassiter FROM: Elbay Aliyev SUBJECT: Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle One of the first mistakes on behalf of MSCC was the fact that nothing was learned from past mistakes and the company relied on DMA too much. Even though any company can go through financial difficulties, much larger organizations could have a big capability of handling such difficulties and provide long-term support of a product for their clients. Another major source of the problems within the MSCC has come from negligent decision making of Gramen. The company has made the decision to move on from UNITRAK once Gramen was hired to replace Kovecki. The reason why Gramen was not a good candidate for a position is that he was extremely familiar with HP system, whereas the currently operating systems have been running on IBM AS/400.
I. Introduction a. Ben & Jerry’s Homemade was on the table for takeover by other firms; specifically four, Dreyer’s, Unilever, Meadowbrook Lane and Chartwell. With the increased competitive market and declining financial performance, takeover bids were coming in. Co-founders Ben Cohen and Jerry Greenfield knew that in order for B&J to maintain its social stature, it would need to remain an independent company; but chief executive Perry Odak felt that the shareholders would be best served by selling the company. II.
Jamie Turner 1) How did Turner get himself into this particular predicament? There are many reasons behind the Turner’s current situation, first of all his sudden decision of changing the company, though the job offer was very good. The job role offered to him at MLI was different than his earlier, which he didn’t take into account. Every opportunity has some advantages and disadvantages, which turner didn’t analyze properly, moreover MLI was struggling financially. There was a lot of difference between Turner’s expectations (rather assumptions) from MLI and what actually happened after joining MLI, which was the result of Turner’s unconscious decision of taking job.
ANALYSIS The “Blue Ridge Spain” case study introduces several individuals and organizations. In order to analyze the situation and provide recommendations, I will specify the main issues from their various perspectives. Delta’s senior managers were not keen on JV’s because they viewed them as time-consuming, and also an inadequate means of developing new markets. Delta was persistent and hungry for growth, owning strong brands that could support expansion into overseas markets without the need for local partners. Rather than form joint ventures, Delta preferred to hire local managers directly, or transfer experienced managers from their other divisions around the world.
This is largely because the nature of the project requires the co-operation of managers at very strategic level of the company. The Managers understand and have sufficient information on the strategic direction of the organisation. The writer was unable to arrange interviews with the management in the company, as information they have cannot be made public for confidential reasons. As a result it is deemed that the information gathering from other sources within the company would not be as reliable as desired for this topic. Informal primary research interviews will be arranged to gain general information on Woolworth's PLC's policies and operations with members of Woolworth's store staff.
A Brief Overview of Urban Outfitters and Niche Products: Phillip C. Moore Strayer University: Introduction to Business January 25, 2011 A Brief Overview of Urban Outfitters and Niche Products Alex Noble once said; “Success is not a place at which one arrives but rather the spirit with which one undertakes and continues the journey.” (Journey quotes). It is sad to see the many people who begin the journey to business ownership fail simply because they do not have a plan, or worse yet, think that starting a business means instant success. However, there are those like Richard and Judy Hayne and a close friend, Scott Belair, who see a need and work toward the fulfillment of that need which becomes a “niche” business. Three
Keen on Lean: Lean Manufacturing at Daktronics Inc. 1. Was Daktronics implementation of lean operations successful? Matt Kurtenbach implemented lean manufacturing to Daktronics, after he had to come to the realization that the company’s manufacturing processes used in previous production would not be able to keep up with the constant growth rate. James B. Morgan, CEO of Daktronics, saw that due to the amount of parts and tools needed in production processes, it became unorganized and inefficient. Lean manufacturing would help with these issues by working to systematically and continuously identify and eliminate costs that do not add value.
However, instead of trying to achieve the practical and the possible, Jobs’ intentions lay in his ambition and potential that he saw in the ever-growing computer market. Thus, Jobs often went out of line with the company trying to invest in projects that would yield no revenue in the short run. Eventually, Jobs was banned from the very company that he helped found. However disheartened and crestfallen Jobs was, he did not fall. Instead, he learned from this tragic event and ultimately returned to his company as a CEO in 2000.
These two were hired due to Simpson’s observation that none of the present supervisors have the training and insight to take on company problems. With the hiring of the two the company they started to suggest ideas that would improve on the company’s performance but after a certain period they began to take things fast which did not sit well on the knowledge of the senior supervisors. The ideas would be better if Rider and Green consulted with the supervisors, they were with the company for a longer time and their knowledge and experience should be involved along with the new ideas Rider and Green
Since each person is responsible of its future, it is more than important to accept responsibility. The author provides an example of Disney Productions’ Vice President Kaplan that states that before taking that job, he didn’t know much about the industry, but he accepted the responsibility and did different things that transformed him and then get success. It is a mix of discipline, desire and transferability of skills what can take you to better places. Every experience can teach you something and with the time you can filter situations and take more advantage of the most important ones. If learning is just a process of receiving information, it could not be useful in your life.