THE O. M. SCOTT & SONS COMPANY Between 1955 and 1961‚ management of The O. M. Scott & Sons Company launched a number of new programs aimed at maintaining and increasing the company ’s past success and growth. Largely in response to these activities‚ Scott ’s field sales force grew from 6 to 150 men‚ several entirely new and expanded production facilities went on stream‚ and the number of products in the company ’s product line tripled. Sales increased from about $10 million to $43 million. In late
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Estimating Funds Requirements Short-Term Sources of Funds Subject: O.M. Scott & Sons Company Problem: Should the O.M.Scott company keep with its Trust Receipt Plan in order to maintain 25% growth rate. Options: 1. Sell receivables to a third party at a discount rate to receive cash. 2. Issue preferred equity to help finance retailers in holding higher Inventory levels 3. Reduce growth rate to a sustainable Recommendation:
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he company is facing a good economy as evidenced by the increase in sales. Industry is investing in research and development of products. Competitors are slowly entering the market. O.M. Scott and Sons Company is a business in the lawn care and garden product industry. Currently‚ the company is reviewing the results of 1961 and preparing plans for the 1962 selling season. Sales were increasing and so is net income except for the year 1960 to 1961. he company is facing a good economy as evidenced
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GRADUATE SCHOOL OF BUSINESS CASE ANALYSIS “O.M. SCOTT & SONS COMPANY” SUBMITTED BY: ESTIMADA‚ ANNA GABRIELLA C. Executive Summary The O.M. Scott and Sons company was a company which first started to produce weed-free grass‚ but diversified into other products related to its product line: lawn mowers‚ fertilizers‚ and other garden paraphernalia. It encountered the problem of nationwide distribution‚ finding difficulty in the delivery of its product. The company solve this problem of nationwide
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The O.M. Scott & Sons Company Background * Founded in 1868 * Processes weed-free grass seed * Has a highly seasonal demand for its products * Started experiencing rapid growth in 1945 * Major internal control issues Major Problems * Should S & S keep their current trust receipt program even though sales and accounts receivables are increasing as cash is decreasing? * Will S & S be able to operate as a national firm even though some dealers are acting
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Suggestions The best option for Scott’s Miracle-Gro is to stay in the United States. This will benefit the company financially and will help keep the product quality standards high. However‚ some production cost need to be cut down in order to remain competitive and keep profit at a percentage they would make if the company would outsource production. The three main areas where Scotts Miracle-Gro should consider reducing their cost should be: Raw Material costs. Labor costs. Energy costs. Analysis
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Management (Intro) Paper Subject: Scotts Miracle-Gro Date: July 23‚ 2013 Scotts Miracle-Gro is the largest company in the North American lawn and garden industry. It is also the world’s leading supplier and marketers of consumer products for do it yourself lawn and garden care‚ including products for professional horticulture. This paper is mainly centered on two decisions which include either to make and or buy. In other words whether Scotts Miracle-Gro should keep manufacturing
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Mergers & Acquisitions Questions Q.3 The following are the details on two potential merger candidates‚ Northrop and Grumman‚ in 1993: Northrop Grumman Revenues $4‚400.00 $3‚125.00 Cost of Goods Sold (w/o Depreciation) 87.50% 89.00% Depreciation $200.00 $74.00 Tax Rate 35.00% 35.00% Working Capital 10% of Revenue 10% of Revenue Market Value of Equity $2‚000.00 $1‚300.00 Outstanding Debt $160.00 $250.00 Both firms are in steady state and are expected to grow 5% a year in the long term. Capital spending
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1. What is Charlotte Beers trying to accomplish as CEO of O&M Worldwide? Charlotte Beers took over as the CEO of O&M in 1991. When she took over as the CEO‚ the company had lost some of its major accounts including American Express (its most successful account) and the company’s revenues had declined sharply. The press was calling it “Beleaguered” and predicting that there was no hope for survival. O&M had grown rapidly in the 1980’s and now had 7000 employees across 270 offices worldwide. Beers
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