offer • Option 2: Become an independent contract manufacturer. • Option 3: Rebuild the “MKG” brand. DECISION: KCPL should work on reviving its brand. ACTION PLAN: KCPL has to work on technology upgradation‚ increasing capacity utilization and managing a efficient workforce. It also has to improve its brand image and target new profitable markets. CONTINGENCY PLAN: As a contingency plan‚ KCPL can accept the offer of APL. 2. MAIN REPORT 1. SITUATIONAL ANALYSIS
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MKT B370 Unit 5 Strategic capacity planning and facility design 120 OUHK Course Team Developer: Prof. Lee Tien Sheng‚ CUHK Dr Zhao Xiande‚ City University of Hong Kong Designer: Coordinator: Member: Production ETPU Publishing Team Cliff Hall‚ OUHK Dr Matthew Yeung‚ OUHK Ken Chan‚ OUHK Copyright © The Open University of Hong Kong‚ 1999‚ 2004‚ 2006‚ 2008‚ 2009‚ 2011. Revised 2012. All rights reserved. No part of this material may be reproduced in any form by any means without permission
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statistics China key manufacturers Medical Surge Arrester capacity production cost price profit production value gross margin etc details information‚ at the same time‚ statistics these manufacturers Medical Surge Arrester products customers application capacity market position company contact information etc company related information‚ then collect all these manufacturers data and listed China Surge Arrester capacity production capacity market share production market share supply demand shortage
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integrated steelmakers‚ minimills‚ and specialty steelmakers. The main difference between them is the stark divide in capacity as well as what they actually manufacture. Integrated firms can produce 107 million tons of steel through reduction of iron ore‚ and minimills have a capacity of 21 million tons‚ and these businesses utilize a scrap melting process. Specialty mills have a capacity of 5 million tons‚ and for the purpose of this analysis‚ the focus will remain between the first two types of firms
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Customer’s Satisfaction. * Increase Productivity. * Reduce quality complain (Both internal & external) * Quick delivery of Product. | | * Increase in Sales Turnover. * Continuous training and upgrading of key personnel. * Maximum utilization of existing resources. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | A Great Indian Flight Born in India‚ Utkarsh
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1.Comment on what is GE’s source of competitive advantage in the large turbine industry. G.E. had a large competitive advantage in the large turbine industry for three primary reasons: better r&d and hence improved technology‚ a clear focus on larger‚ more technologically sophisticated units‚ and its status as a price leader in the market. GE had almost twice the R&D budget of both of its major competitors‚ while simultaneously spending less on R&D as a percentage of sales. This allowed it to have
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specifications‚ And then summary statistics China major Japanese Encephalitis Vaccine manufacturers 2010-2016 Japanese Encephalitis Vaccine capacity production supply demand shortage and Japanese Encephalitis Vaccine selling price cost gross margin and production value‚ and also introduced China 5 manufacturers company basic information‚ 2010-2016 Japanese Encephalitis Vaccine capacity production price cost gross margin production value China market share etc details information. In the end‚ this report introduced
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OXFORD BROOKES UNIVERSITY AN ANALYSIS OF FINANCIAL SITUATION OF BESTWAY CEMENT COMPANY LIMITED (RESEARCH AND ANALYSIS PROJECT) SEPTEMBER 2008 (TOTAL WORDS:) PRESENTED BY: REGISTRATION NO. CONTENTS PAGE PROJECT OBJECTIVES AND OVERALL RESEARCH APPROACH REASONS FOR CHOOSING THE TOPIC AND COMPANY There have been a few factors which helped me in the selection of the topic and company which I have discussed
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cement division. But this was the case in both years 2002-03 and 2003-04 which means those profits were achieved only by improvising on internal factors of the company like improvements in performance of Cement division by achieving the higher capacity utilization of available resources and cost effective management. On the other hand Birla’s Calcium-Carbide business was facing the Global Competition which is an external factor and it is out of the control of the corporation. As company know its strength
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assembly capacity is increased by 1 unit to 4001‚ optimal productmix is x=1999‚ y=1001. By sensitivity analysis‚ shadow price for engineassembly is 2000 for allowable increase/decrease of available constraint by500. Hence‚ extra unit of capacity is worth 2000. Therefore‚ increase incontribution z is 2000 (c) Since‚ allowable increase of available constraint of engine assembly is500‚hence capacity increase by 100 will lead to increase in contribution= shadowprice (engine assembly capacity) * increase
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