The central conflict in Michael Clayton is between a major New York law firm and one of their attorneys Michael Clayton. The firm and its chief partners are working to close a case with client U-north while simultaneously sealing arrangements for merger with a law firm in London. The firm is portrayed as being cold‚ calculated and immoral. Michael is a character capable of morality‚ however his job at the law firm and his poor personal choices bring his morals into question. He describes his job
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RUNNING HEAD: CLAYTON INDUSTRIES CASE ANALYSIS CLAYTON INDUSTRIES A Case Analysis Table of Contents Executive Summary 1 Company Background 3 Problem Statement 5 Internal Factors 5 External Factors 6 Analysis 7 Industry 7 SWOT 7 Alternatives 9 Revitalize Clayton SpA 9 Absorption Chillers 11 Recommendations 13 Considerations of Peter Arnell 13 Reduce Capital Use 14 Reduce Costs 14 Rationalize Product Line 15 Align for Growth 16 Conclusion 18 References
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DATE: February 23‚ 2012 TO: Clayton Industries Management Dan Briggs - CEO Clayton Industries Simonne Buis - President Clayton Europe FROM: Peter Arnell - Manager Clayton SpA RE: Action Plan for Clayton SpA to Increase Sales & Profitability in the Italian Sector EXECUTIVE SUMMARY: Clayton SpA‚ the Italian subsidiary of Clayton Industries‚ faces numerous obstacles that are causing the company to lose profitability as well as its standing in the market it once
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Clayton Industries: Peter Arnell‚ Country Manager for Italy Major issues : a. Many European people saw air conditioning as an luxury item which is harming environment. b. Europeans have strong national brand preferences. c. They are losing both potential commercial customer and the chance to reach in other parts of Europe. d. Some of Asian produces had been able to gain penetration in Europe‚ largely on the basis of price. e. Its air conditioners are fit poorly with Italian buildings
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CLAYTON INDUSTRIES 1º Executive summary: Clayton Industries has been beaten by the current economic situation. But there is one European subsidiary that is suffering more than the rest. The Italian plant is having deep losses and needs to be re-established. The European head has appointed a new plant director in Italy to make this factory profitable or to take another decision to face the current scene and the possibility of growing in few years. 2º SWOT Analysis: Strengths: Support from
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3: The company that I am going to be doing is Clarington Honda or otherwise known by its legal name as Clayton Automotive Group. This auto retailer is located in Bowmanville‚ Ontario at 29 Spicer Square. Their mailing address is the same location as their shop. The owner of the 8 retailer is Mike Clayton. He is the manager of Clarington Honda specifically in the Administrative Services Customer Service area. Clarington Honda has a total of 18 employees currently working at their location. This company’s
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Clayton Industries Case Study LeeAnn Wisniski Elizabethtown College Clayton Industries Inc. was founded in 1938 Milwaukee. Their business was built around window-mounted room air conditioners for residential and light-commercial applications. In the early 1980’s Clayton saw growth opportunities within the North American commercial sector‚ as well as in European residential and commercial sectors. In its expansion‚ Clayton acquired Corliss‚ Fontaire‚ Control del Clima‚ and AeroPuro‚ all European-based
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Case Analysis Report Clayton Industries: Peter Arnell‚ Country Manager for Italy (HBS Case # 4199) 1. Evaluate Peter Arnell’s first two months as general manager of Clayton SpA. What are the main challenges he faces? How well is he dealing with them? The biggest challenge Peter faces is the stagnant growth that Clayton SpA has experienced in recent years‚ especially with a 5.3% decline in 2008 and 19.4% drop in the first quarter of 2009 for Italy. This lack of sales directly affects
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Summary of article “Disruptive Technologies: Catching the Wave” By Joseph L. Bower and Clayton M. Christensen This article by Joseph L. Bower and Clayton M. Christensen wants to explain why most of leading companies around the world can’t maintain their position at the top of their industries in spite of growing in technologies and markets. They also offer suggestions for how the business can avoid such negative impact. They had a conclusion that most of the reason that the companies fail to remain/stay
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increase to 6% in 2006 and 2007 (ADB‚ 2005). Bangladesh’s total GDP stood at $275 billion in 2004‚ and per capita GDP was $2‚000 (adjusted for purchasing power). The ready made garments industry started in our country as a non-tradition sector with a narrow export rise in the late 1970s. The garments industry enjoyed a tremendous rise of 30 enterprises in 1980 increase to about 4825 on 2007-08 fiscal year. Out of 3.1 million manpower employed in factories‚ 2.38 million are women (85%)‚ majorities
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