The total market area includes another 215,000 persons. Medicare, Blue Cross/Blue Shield along with other traditional forms of health insurance, dominates the payor market. HMO’s and PPO’s make up less than five percent of the market. The total market area has 14.6% of the population over 65, which is higher than the national average. This number should help explain the importance of the Medicare market.
FSA Project Industry Analysis and Company Strategies on Drug Industry( Walgreens and CVS) [Author Name] Industry: Drug Retail Data based on Company Name | Revenues ($) | Revenue Rank | Profit($b) | Profit Rank | Walgreens | 76.392B | 2 | 1.93b | 2 | CVS | 139.37B | 1 | 4.63B | 1 | Introduction Walgreens is a U.S. drug retailer that sells both prescription Drugs (65% of net sales) and non-prescription drugs (10% of net sales) as well as retail General Merchandise (25% of net sales). In addition to its store offerings, Walgreens provides pharmacy services like prescription fulfillment. The company operates roughly 7,000 retail locations in the U.S. The company is principally in the retail drugstore business and its operations are within one reportable business segment. Market share of Walgreens is 31.2%.
The executives at Paramount all agree clean edge should be priced in the super- premium part of the market (Quelch & Beckham). Super-premium segment is one out of three market segments, based on price and quality of nondisposable razor and refill cartridge. The other two segments are value and moderate, and for the past year, Super-premium has been doing significantly well. Executive have to decided whether the Clean Edge product can be launch using a mainstream strategy or a niche strategy. The launch of Clean Edge will put the company as the first to provide “scientific testing by a third-party lab to back these claims” (2011).
Unit 2 Assignment Aetna Insurance Company by Jane Estes For my unit 2 assignment, I have chosen the Aetna Insurance Company. The Aetna Insurance Company is selling more insurance on the healthcare marketplace than any other insurance company. Aetna is working on insurance rates and trying to figure out if increases in rates are warranted for the following year. 16% of their revenue comes from individual policies adn companies. They aren't worried about their revenue or impact on their business becasue of this.
The RD&I Division sold a production quality control service, on contract, to the other divisions at variable cost plus 10% and also contracted externally. RD&I was given a budget appropriation, for researching new products, which was not included in the calculation of its ROI. John Big's objective in decentralizing the corporate structure was to make each division operate and be evaluated as if it were an independent business. Corporate overhead was allocated to the divisions on the basis of a percentage of sales. The division managers were each allowed to make annual investments of not more than 5% of their divisional net assets on their own authority.
Industry sales by use of cabinet dealers and distributors contributed for 31% and 30% respectively. Other preferred channels of sales were though home improvement centers (19% of industry sales) and builders (18% of industry sales). The use of dealers for firms similar to KR+H (with revenues under $5 million) made up approximately 58% of all sales. KR+H had minimal expenditures for marketing. In the industry, small cabinet manufacturers typically spend between 1% and 2% of total revenues on marketing.
1) I think one of the mistakes Livingston made was to assume the source of the company's problem was the old computer financial reporting system. The old financial reporting system is only part of there was no collaboration to determine if the MCCS was the core problem of the company. Livingston made the determination that the MCCS was the root cause of losing contracts without other input. I would have gathered my team and perform an impact analysis to determine if there was any hidden problems with the current system that could be fixed in a faster cheaper way. Another issue is earlier on the meeting the MIS manager stated that he guessed the feasibility study would be the first step in the design, development and implementation of the new MCCS.
Dell offered to use Giganet’s switches as well as invested $5million in the company. Dell’s product backing opened up major doors for Giganet starting with a $6million investment from Merrill Lynch and ultimately resulting in an offer to purchase the company for $300 million by Emulex. A worthy product, highly developed technology, and Industry leaders knocking down the doors to invest in Giganet certainly characterizes the organization as a success. But without the experience, expertise, innovative business solutions, and product promoting of Neil Ferris Giganet could have just as easily met its demise. What did Ferris do that contributed to that success?
a) What are the consequences of telling the president of your gross miscalculation? In order to determine the sales and income projection, it is useful to forecast the budget based on prior performance of the company. The business performance of the current year will shows how the company is actually performed and this is a good indication to expect the company will perform better in future. As to obtain an accurate sales projection, we collected all the information from the company because each area of business operation might have a separate budget. For example, Fernetti Conductor has a specific budget for advertising, purchasing, sales production and cash budget.
They were required to meet certain product specific sales quotas such as a number of alignments per shift and dollar volume quotas based on the value of goods and services sold per hour. Sears management implemented a fixed dollar amount, or FDA per hour which varied depending on the classification. The net effect of this action was to place these employees on a commission plan whereby the more they contribute to the shop flat rate objective ($55 per hour), the more they could earn. The employee received $3.25 per every shop flat rate objective per hour he/she contributed. The California Department of Consumer Affairs (DCA) handled complaints regarding false or misleading advertising, fraud, and unfair business practices.