Dakota Office Products Background • Regional distributor of office supplies to institutions sand commercial businesses • Comprehensive product line • Excellent reputation • Several distribution centers Process • Old: • After customer orders received‚ orders were accumulated within the warehouses and prepared for shipment • Used commercial truckers to deliver • New Option: • “Desk Top Deliveries” • Delivered products directly to locations • Small fleet of trucks • 2% upcharge on products Pricing
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Dakota Office Products Case Analysis BUSA 5061: Accounting For Managerial Decision-Making November 4‚ 2010 The following analysis is written for Dakota Office Products to evaluate current business operations and recommend future actions necessary to ensure company success. In our analysis of the company we will identify inefficient business practices that have led to the companies first profit loss in its history. We will evaluate the company’s current pricing structure‚ ordering methods
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Case: Allied Office Products Company A costs Allied less money to service‚ they are also a much smaller source of potential growth for the company. Company B on the other hand utilizes far more services and has the potential to earn Allied much greater revenue. With the information we have from the new ABC costing scheme we now know that Allied should be charging far more for the services rendered to company B‚ and less for the services used by company A. Current information shows that company B
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Cases in Applied Project Management Individual Assignment Identify the main purpose and mission of a PMO and what are the main challenges and obstacles in implementing a PMO? (HBS: The AtekPC Project Management Office) Submitted by: KMO Greene Introduction The AtekPC Company found in 1984 has grown in size and scope to become a mid-sized technology PC manufacturer. The company now boasts 2100 fulltime employees with an additional 200 part time workers and revenues of $1.9 billion
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Allied Office Products Case Objective: This case provides practice in Activity-Based- Analysis (ABC) calculations for a service company. It also highlights the important considerations in moving from ABC to Activity-Based Management (ABM) and further into Strategic Cost Management (SCM) so as to influence customer behavior and profitability. Q1. Using the information in Exhibit 2 calculate ABC based service costs for the TFC distribution/warehouse services. These are some broad steps that
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Campbell And Bailyn’s Boston Office Case Study The ‘sub-prime’ crisis triggered by the meltdown of the US mortgage backed-securities market in 2007 was a precursor to the global financial crisis. It would drastically change the competitive landscape for all firms in the financial services sector‚ including Campbell and Bailyn (C&B)‚ one of the world’s five largest investment banks. In response to a loss of clientele to competitor firms‚ Ken Winston (C&B’s Boston Sales Office Director) assembled
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Campbell and Bailyn’s Boston Office: Managing the Reorganization Case Study Analysis Principles of Management- July 2012 Synopsis • Fixed Income Division: International Investment Bank’s Securities Brokerage division facing rapid change • New Products flooding the markets‚ structural cyclical industry change challenges the limits of firm’s expertise and its traditional form of organization. • Kevin Winston‚ RSM Manages Boston Office and maintain high level of sales. • Created Key Account Team (KAT)
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Leadership 372 Trumpy Ultimate Office Products Successfully implementing a large system change in an organization can be very challenging. It also requires a unique set of leadership qualities to do it well. Richard Kelley‚ the newly hired Director of Information Systems for Ultimate Office Products‚ was called to this challenge. Richard needed to replace the obsolete order processing system company-wide to improve their customer service and deliver products more quickly. This would allow them
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Case Study Dakota Office Supply Shadi Wadi-Ramahi Instructor: Roger Waibel MBA 510 Financial and Managerial Accounting Master of Business Administration School of Adult and Extended Learning Oakland City University September 30th‚2010 * Contents 1 Background Information 3 1.1 People / Key Players 3 1.2 Chronology of Key Relevant Events 3 1.3 Key Facts 4 1.4 Concepts 4 1.5 Assumptions 4 1.6 Point of View 5 2 Problem Statement 5 3 Problem Causal Analysis 5 4 Management
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1.Based on the interviews and data in the case‚ we calculated the following information. (1)The cost of processing cartons through the facility: Personnel expense (warehouse‚ truck drivers)2‚570‚000 ¡ÐCompensation for truck drivers ( 250‚000) Warehouse personnel expense $2‚020‚000 ¡ÏWarehouse expenses (excluding personnel) 2‚000‚000 $4‚020‚000 (2) The cost of entering electronic and manual customer orders: Order entry expenses $ 840‚000 (3) The cost of shipping cartons on commercial
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