Q.2 Who are the key players at Kimura in this purchase? What are their respective roles and interests? At Kimura K.K.‚ the buying center‚ the players in this purchase are‚ first of all‚ Mr. Yutaka Kimura‚ the actual President and son of the founder of the company. He was very influential in Japan and‚ although the fierce competition in the market‚ he was known for keeping close contact with his main competitors. He had a very well defined strategy for Kimura K.K. – he wanted to double the company
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Kimura KK Section B Group 9 Objective: To retain Kimura KK as a customer and gain new customers in Japan Situation Analysis: Pramtex and Kimura KK have had several issues before the first deal of three Spartacus machines was finalised 1. Mr. Hashimoto had concerns about the price of Spartacus machines price being 20% higher than the other bidders’ machines. 2. Spartacus was a “Rolls Royce” of disk manufacturing machines and Kimura KK wanted a “Toyota Corolla”. 3. John failed to call
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Marketing | Kimura K.K. – Can the customer be saved? | Term 1 – Section B – Team 2 | | 1. What seems to be Pramtex’s strategy? The strategy of Pramtex is to produce “Best in class” cutting edge technology that appeals to customer engineers and will differentiate it from other producers. Focusing on high-end technology before any of its competitors allows Pramtex to charge premium prices. The company works in partnership with its clients to identify new technology and invests in R&D
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took Orange Business Services help to manage its Global IT network and support its performances. Then a planning system was built so as the information regarding the planning activities could be analyzed and accessed using the Cirque own network. In case of products and souvenirs sold by Cirque‚ real time data was available to the executives as Cirque used SAP to link point of sale data to merchandize. After all the streamlining of IT process‚ In the year 2008 Cirque was at the The Standardized Technology
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relieved by rest. However‚ there was no history of orthopnea‚ paroxysmal nocturnal dyspnea‚ trauma‚ surgery done before. After that‚ during following up for his diabetes mellitus‚ he told this symptom to the doctor‚ and then he was referred to hospital Serdang. After series investigation done‚ he was diagnosed stable angina. He was having follow up at Hospital Serdang every 3 months for his stable angina and type 2 diabetes mellitus. He had type 2 diabetes mellitus since 10 years ago‚ that diagnosed
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Assignment Questions: 1) How do you explain the disparity in Raja’s and Maya’s performance? To evaluate the performance of Raja and Maya‚ It’s clear to use marketing 4P concept as a way to analyze this case. To begin with the products‚ according to the case‚ Raja is perceived as an over-the counter consumer product while a Maya pill is regarded as a powerful drug. So the difference in nature explained why Raja can out performed Maya. Moreover‚ Raja tried to target men market using the masculine
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KIMURA K.K. 1. What seems to be Pramtex’s strategy? Pramtex’s strategy: Pramtex is pursuing the goal of being the technology leader in the sector. It has chosen product differentiation over cost leadership. In pursuing this goal‚ it seems to have fallen behind in the maintaining adequate service standards. Its strategy involves close cooperation with the lead user customers to get a presence in the developing standards of the industry. Overall‚ it seems to be focusing on the high-end premium segment
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Model of Organisational Design The model of organizational design to be used in KK Spa is mechanistic structure. Mechanistic structure refers to the division of jobs that are ‘precisely defined’ (Connor‚ McFadden & McLean‚ ND). Mechanistic structure is characterized by high work specialization‚ rigid departmentalization‚ clear chain of command‚ narrow spans of control‚ centralization and high formalization. The staffs in different departments are given different tasks and department goal rather than
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Professor Coyle Auditing-Case Write Up 30 September 2014 The Leslie Fay Companies Case Summary The Leslie Fay Companies is a women’s apparel manufacturer headquartered in New York‚ but with its accounting offices located in Pennsylvania. The company performed business in a way that did not utilize modern computerized systems to track sales and growth‚ but in an old-fashioned way that yet‚ still let them perform well in their revenues and earnings. The major names in this case include the CEO of Leslie
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Alin NIRAMORN Case Study Methods Lori Ostlund 09/019/2012 Case Write-Up Summary of Case Situation In the case‚ Raleigh & Rosse‚ Simons and Mahoney (2011) report that in the beginning of year 2010‚ R&R is being sued by its sales associates. The Federal Fair Labor Standards Act (FLSA) states that R&R has continued breaking the state law by encouraging employee to work “off the clock”. R&R is a U.S. luxury good retailer run by family member. The company mission is to serve their costumers
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