the company will have to downsize. What are the factors that are forcing the company to make that decision? (10 marks) Stonewall Industries is impacted greatly by the external environment‚ and as such downsizing is a way for the organization to continue to survive during times of decreased demand. There are a number of external factors that have lead Stonewall Industries to consider the option of downsizing. The main cause of Stonewall’s concern’s stemmed from the fact that “Housing starts had stagnated
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TUCK CONSULTING CLUB CASE BOOK 2006-2007 Edition 1900 Disclaimer: This case book is a collection of contributions made by student members and friends of the Tuck Consulting Club. It does not represent the views or opinions of the Tuck Consulting Club or the Tuck School of Business at Dartmouth. © Tuck Consulting Club‚ 2006 – NOT FOR SALE – NOT FOR DISTRIBUTION – TUCK CONSULTING CLUB CASEBOOK TABLE OF CONTENTS I. INTRODUCTION .....................................................
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defines a UFO as "An unidentified flying object; a ‘flying saucer’." The word was first used in print by Donald Keyhoe in 1953.[1] The acronym "UFO" was coined by Capt. Edward J. Ruppelt‚ who headed Project Blue Book‚ then the USAF’s official investigation of UFOs. He wrote‚ "Obviously the term ’flying saucer’ is misleading when applied to objects of every conceivable shape and performance. For this reason the military prefers the more general‚ if less colorful‚ name: unidentified flying objects. UFO
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running a company. Mangers need to make sure that their company is always running smoothly in order to maintain a competitive edge. Decision making is very important to the company’s advancement and development. In the simulation of Credenhill Industries we were able to use decision-making tools to try and solve the problems their retail electronic store in the North Dallas was having. In the simulation we applied decision-making tools and techniques to help us identify which were the real problems
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Exhibit 1 Selected Pinkerton’s Financial Data (in $millions) 1983 1984 1985 1986 1987 (E) Income From Services Cost of Services provided Gross Profit Operating Expenses Operating Profit Cash Accounts receivable‚ net Other current assets Total Current Assets Net property‚ plant‚ and equipment Total Assets Accounts payable Accrued expenses ad other current Liabilities Total Current Liabilities Exhibit 2 $ 296 265 32 16 16 4 49 53 11 64 0 29 $ 308 275 32 17 15 3 51 54 11 65 1 29
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Soft Drink Industry Case Study Table of Contents Introduction 3 Description 3 Segments 3 Caveats 4 Socio-Economic 4 Relevant Governmental or Environmental Factors‚ etc. 4 Economic Indicators Relevant for this Industry 4 Threat of New Entrants 5 Economies of Scale 5 Capital Requirements 6 Proprietary Product Differences 7 Absolute Cost Advantage 8 Learning Curve 8
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Third highest grade in the class Needs work on the critical success factors for the industry Table of Contents Introduction 3 Description 3 Segments 3 Caveats 4 Socio-Economic 4 Relevant Governmental or Environmental Factors‚ etc. 4 Economic Indicators Relevant for this Industry 4 Threat of New Entrants 5 Economies of Scale 5 Capital Requirements 6 Proprietary Product Differences 7 Absolute Cost Advantage 8 Learning Curve 8 Access to Inputs 8 Proprietary Low Cost Production 8 Brand
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1. Summary of Massey-Ferguson’s 1971-176 Goals‚ Strategy and Risk/Return profile Goals/Strategy: • Focus on small tractors‚ combine harvesters and industrial machinery • Exploit markets outside North America and Western Europe • Dealing directly with governments and public institutions • Central production of diesel engines in UK Risk/Return profile: • Empire Building; engaging in potential negative NPV investments • Expanding potentially unprofitable divisions (ambitious program of expanding
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The current situation of our company Table 1 the comparison between North American and European market | market | Competition | volume | margins | lead times | price | North American | Huge | significantly more competitive | Huge | | shorter | More price-sensitive | European | | | smaller | satisfactory | | Pressure on price | The characteristics of its marketing 1 two major market areas: The first was to supply products of a type similar to our current electromechanical
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1. What is Saturn’s strategy? * Improvement in the Labor-Management Partnership. Changing the established relationship between GM and its unions * Clear definition and articulation of company’s mission and values. Challenge to the established norms of customer service. Making sure that every employee is aware of his goals and the ultimate purpose * Improvements in design and manufacturing process. Most GM cars were criticized for obsolete designs and engines. Saturn wanted to change that perception
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