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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Executive Summary DuPont has been known for its low reliance on borrowings. In the 1970’s‚ the company had to assume a substantial portion of debt of Conoco‚ a newly acquired company. In 1983‚ the managers have to decide about the future optimal target debt ratio. Should the company continue to keep about 40% of its assets financed via debt or should it strive to lower its borrowings to 25%? We defined several criteria to determine our choice – return‚ risks and other quantitative and qualitative
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DuPont Analysis A type of analysis that examines a company’s Return on Equity (ROE) by breaking it into three main components: profit margin‚ asset turnover and leverage factor. By breaking the ROE into distinct parts‚ investors can examine how effectively a company is using equity‚ since poorly performing components will drag down the overall figure. To calculate a firm’s ROE through Du Pont analysis‚ multiply the profit margin (net income divided by sales)‚ asset turnover (sales divided
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Brand Name and Corporate Image Valarie Murphy-Taylor OMM 615 Robert DeYoung August 04‚ 2014 Abstract The aim of this paper is to describe the difference between brand name and corporate image. As companies seek to gain a competitive edge through means of organizational restructuring and/or innovation‚ building brand name recognition and corporate image has become increasingly significant. Consumers identify with brand names and advertisements‚ which promote products that make
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are convinced that Nivea is a local brand‚ a mistake which Beiersdoft‚ the German makers‚ take as a compliment.’ (Quoted on leading brand consultancy Wolff-Olins’ website‚ www.wolff-olins.com) An ode to Nivea’s success In May 2003‚ a survey of ‘Global Mega Brand Franchises’ revealed that the Nivea Cosmetics brand had presence in the maximum number of product categories and countries. The survey‚ conducted by US-based ACNielsen‚ aimed at identifying those brands that had ‘successfully evolved beyond
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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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International college of business & technology NUGEGODA CAMPUS Managing Corporate Responsibility in the wider Business Environment Student: Ali Aslam Student number: Lecturer: Mr. Akash Hettiarachchi 12/31/2013 Statement of the originality of submitted work I; Ali Aslam Student ID number: Module Name: Managing Corporate Responsibility in the Wider Business Environment I hereby confirm that the work presented here in this assignment/report and in all the associated
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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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DUPONT UNDERSTANDING THE CUSTOMER’S ACTIVITY CYCLE Submitted to: Dr. K.Abdul Waheed Submitted by Group 3- Case: Dominion Motors 1. Vaibhav Nigam 2. Varun Gupta 3. Utpal Garg 4. Sidhant Khunger 5. Mitali Runwal 6. Nidhi Agarwal 7. Konda Moulika 8. Sahil Chhabra INTRODUCTION: DuPont was established in the year
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report is going to examine a dramatic change conducted by NUMMI’s leadership. It will address three main reasons which made this change possible: • Creating a new production system • Developing a new management system • Reformation of corporate culture. And finally‚ the recommendations will be identified that should have been implemented in order to run the plant efficiently another two or more decades. Analysis of Situation By 1982‚ GM’s Fremont plant‚ California‚ employed over
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