Kanthal Case Study Solutions INTRODUCTION: Kanthal is company that specializes in the production and sales of electrical resistance heating elements. Kanthal has about 10‚000 customers and they produce about 15‚000 items. The company consists of three divisions and these three divisions are as follows: 1)Kanthal Heating Technology - 25% global market share 2)Kanthal Furnace Products - 40% global market share 3)Kanthal Bimetals - Manufacturer of one of the few fully integrated temperature control
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Situation Analysis: Ottawa Valley Food Products (OVFP) is a company which manufactures and distributes low calorie and diet food items. The employees at OVFP consist of 100 production workers and 18 management and support staff. R J Jennings is amongst these individuals and has worked for OVFP for 31 years. Even though he is able to retire‚ Jennings does not wish to do so any time in the near future. Jennings had a previous administrative assistant‚ Ella Arnold‚ who worked with him for 10 years
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Harvard Business Case Analysis How would you categorize Kearney’s commitment to the company? How might you change or maintain this commitment? Eugene Kearney is very committed to Old Colony Associates (OCA). Kearney is committed in that he has been with the company for 13 years‚ loves going to work every day and aspires to maintain a higher level management position. However‚ he clearly needs to make improvements to his current level of commitment to OCA. Kearney needs to realize that commitment
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Summary: Due to demographical changes and competition growth Hausser Food Products Company (a leading infant food producer and marketer with a 60% market share) is currently facing a decrease in sales growth and profit together with unused capacities of its plant and warehouse. Hired by HFP researcher finds out from their Regional Sales Manager‚ Brenda Cooper‚ about the difficulties of motivating her team to come up with new ideas of selling to increase the sales. Reasons 1. HFP target planning
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AQUALISA QUARTZ In an industry where gaining a competitive advantage through product innovation was deemed impossible‚ Aqualisa developed a breakthrough product‚ launching the Quartz in the U.K. shower market in May 2001 with great optimism. Four months after the initial launch of Quartz‚ Aqualisa has only managed to sell the product at a rate of 15 units a day. Managing Director Harry Rawlinson set a goal of selling 100 to 200 units of Quartz showers a day to break through to the mainstream. This
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we believe will differentiate Blue Stratos from the competition. Without the financial muscle and distinct product differentiation‚ Cambridge would languish in the shadow of Blue Stratos. Therefore‚ our team suggests that MEM should concentrate on repositioning itself in the market to retain and attract customers. PRODUCT Based on the data given‚ we found out that there are multiple products that are targeted at the same group of consumers. We found that this problem might have been caused by the
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MCDONALDS CASE PART B I. INTRODUCTION McDonalds is a very famous fast-food restaurant with more than 31‚000 worldwide branches. Its main dishes are hamburger and fries. McDonalds has limited choice of food but in turn it serves its patrons fast. However‚ the restaurant is about 41 years olds now and consequently it becomes penetrated and mature‚ it has more competitions and tough challenges. In Operation management term‚ McDonalds has highly qualified operating system‚ its kitchen and its management
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Business Case Study: Siam Canadian Food Co.‚ Ltd By 510009196 Introduction of the Company : SIAM Canadian Foods‚ founded and managed by Jim Gulkin‚ is a Bangkok-based Canadian-owned company that has been involved in the seafood brokerage business for almost 10 years. It was started in April 1987 after Canadian Jim Gulkin quit his job in the oil industry and invested his life saving of Cdn$130‚000 in the business. When first starting out
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achieve defect-free production. When problems do occur within the product development process‚ they are generally discovered and resolved before they can get to the next internal customer. Fast Response To achieve customer satisfaction‚ the company has to respond rapidly to customer needs. This implies short product and service introduction cycles. These can be achieved with customer-driven and process-oriented product development because the resulting simplicity and efficiency greatly reduce
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the costs. 3. Please‚ suggest key cost cutting measures that Port Aventura may undertake to improve performance Cut the commission paid to the distribution channels‚ decrease the promotional offers of free tickets in conjunction with other consumer products‚ or negotiate with the margin of the distribution channels according to a minimum number of tickets sold. Reduce costs by changing the personnel who is doing nothing to clean the park (and save the cleaning costs) 4. What are the other areas of
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