E. I. du Pont’s strategy will have to respond to future challenges in the TiO₂ market TiO₂ market: Oligopolistic‚ highly competitive and undergoing major technology changes‚ substantial excess demand. Future potential: Market growth of 3% a year with an expected market size of 1‚072‚000 tons in year 1985‚ potential of 65% market leadership Challenge for Du Pont: What strategy will maximize the value of our TiO₂ business? Alternatives for E.I. Du Pont Do nothing Maintain Growth Main
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Forthcoming Journal of Applied Finance‚ Financial Management Association The Exxon-Mobil Merger: An Archetype J. Fred Weston* The Anderson School at UCLA University of California‚ Los Angeles jweston@anderson.ucla.edu February 26‚ 2002 Fred Weston is Professor of Finance Emeritus Recalled‚ the Anderson School at the University of California Los Angeles. Thanks to Matthias Kahl‚ Samuel C. Weaver‚ Juan Siu‚ Brian Johnson‚ and Kelley Coleman for contributions. The paper also benefited from
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Case Study: Change at Dupont Abstract Plant Manager‚ Tom Harris greeted everyone by name when he walked through the plant and as far as one could tell‚ it seemed to be business as usual at DuPont. Most recently‚ Orion‚ a DuPont manufacturing operation had been closed‚ the equipment dismantled and sent to China‚ but there were no particular concerns regarding this change. When Tom contacted the University of Virginia‚ he was not looking to solve any particular problem; rather he sought to gather
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Case Study – “Change at DuPont” Leading Organizational Change Jun 2‚ 2011 Abstract A popular cliché stated that‚ “Nothing is permanent except change”. As such‚ it is imperative for organizations to have a smooth transition from constancy to revolutionary. Organizational Development‚ Appreciative Inquiry‚ and Sense making have a profound embedment on the DuPont scenario‚ and was seen as compatible and synergistic to each other. The scenario shows that these new trends have a better
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DuPont Analysis breaks out ROE into 3 sub-components: Profit Margin‚ Total Asset Turnover and Equity Multiplier. Maximizing some/all of these subcomponents would result in a better ROE. The ‘Profit Margin’ ratio is a measure of operational efficiency of a firm. Ideal value for this ratio is 100%‚ which can be achieved if Sales are equal to Net Income. However‚ in the business that Whole Foods is in‚ this ratio will not be anywhere near 100%. One place Whole Foods can increase ‘Profit margin’
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E.I du Pont de Nemours & Co.: Titanium Dioxide Group#: 7 Lu Yu Yang Hu You Wang 1 1. There are basically three technologies to produce TiO2: sulfate process‚ rutile chloride process and ilmenite chloride process. Most of Du Pont’s competitors‚ such as NL Industry‚ mainly used sulfate process‚ which require lowgrade feedstock and produce a large amount of waste. This process will cost the
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WHAT IS THE DUPONT MODEL? DESCRIPTION The DuPont Model is a technique that can be used to analyze the profitability of a company using traditional performance management tools. To enable this‚ the DuPont model integrates elements of the Income Statement with those of the Balance Sheet. ORIGIN OF THE DUPONT MODEL. HISTORY The DuPont model of financial analysis was made by F. Donaldson Brown‚ an Electrical Engineer who joined the giant chemical company’s Treasury department in 1914
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Dupont Analysis J.C. Penney ’s‚ Inc. versus Nordstrom‚ Inc. | Fiscal years 2005 and 2004 Refer to Figure 1. During fiscal year 2005‚ both J.C. Penney ’s Inc. ("Penney ’s) and Nordstrom‚ Inc. ("Nordstrom") provided similar and high returns on their shareholder investments‚ at 27% and 26%‚ respectively. Both companies ’ 2005 returns on equity ("ROE ’s") are up from prior year. While Nordstrom posted a significant increase in ROE by 20% over prior year‚ Penney ’s ROE is up 152% over its 2004
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the anti-clotting medication‚ Plavix. To continue to focus on pharmaceuticals‚ in the early years of 2000-2002‚ the company divested many of their non-pharmaceutical divisions‚ such as Clairol and the Mead-Johnson Nutritional division‚ and purchased DuPont Pharmaceuticals as well as an almost 20% share of ImClone Systems‚ which was getting ready to release a new anti-cancer drug‚ Erbitux (SEC eyes Bristol-Myers‚ 2002). In April of 2002‚ the trouble for BMS began with an SEC investigation into their
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Alkemade 10195270 Theo Dekker 10004598 Ninh Pham 10281746 Lion Scholte 10002248 Marco van Zijp 10285040 Mobil USM&R (A) Case Analysis 1 What objectives and measures should the two customer teams ( consumer sub-team‚ dealer sub-team) select for their core customer outcomes. How can these teams measure what the dealer and Mobil must do well to achieve the desired customer outcomes? Customer Sub Team Objective Measures Customer retention Percentage
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