Sealed Air Corporation has been the market leader in the protective packaging market for many years. Unanticipated competitors have entered the market offering uncoated bubble packaging which has gained significant market share from Sealed Air’s AirCap® coated bubble packaging material. To regain market share and expand Sealed Air’s business‚ a swift strategy of introducing uncoated bubble products needs to be implemented. By leveraging their large distribution network and existing manufacturing
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For the exclusive use of M. HUSSAIN Harvard Business School 9-582-103 Rev. September 24‚ 1985 Sealed Air Corporation The president and chief executive officer of Sealed Air Corporation‚ T. J. Dermot Dunphy‚ explained the firm’s 25% average annual growth in net sales and net earnings from 1971 to 1980: The company’s history has been characterized by technical accomplishment and market leadership. During the last 10 years we built on our development of the first closed-cell‚ lightweight cushioning
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Wm. Wrigley Jr. Company: A Recapitalization Strategy Development Team: Sam Posnick Emily Booth Alex Fabisiak Sam Zarat 1 2 Scenarios To create a successful recapitalization plan‚ the group analyzed multiple scenarios and determined the appropriate level of debt to issue for the William Wrigley Jr. Company (referred to as Wrigley). The chosen capital structure is based on efforts to minimize the Weighted Average Cost of Capital (WACC) while also reducing increases in the cost of equity
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1. What are the problems? Market leadership and technological innovation have marked Sealed Air’s participation in the U.S. protective packaging market. Several small regional producers have introduced products‚ which are less effective than Sealed Air’s but similar in appearance and cheaper. The company must determine its response to this new competition. The company is faced with a difficult choice of choosing from a range of feasible options ranging from doing nothing to introducing a new product
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1. Describe the corporate culture at Sealed Air. What is its business model? How do they make money? Since its start Sealed Air’s goal has been a position as a market leader and as a constant technology developer. Doing things first was always the main idea. This strong idea of being market leader was also inspired by greater and sustainable profits which have always been assured for the market leader. Continuing analysis of customer needs was based on this corporate behavior which always took
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Case Summary: The central issue Sealed Air Taiwan is currently facing is how to determine if the newly hired‚ Paul Huang‚ can produce the necessary sales results and whether he fits the mold for his position as sales manager. Historically‚ Sealed Air Taiwan was struggling with both stagnant sales and high operating costs. The branch was not adapting well to the Sealed Air’s established business model and there were even talks of shutting the branch down. Bob Kayser was brought in to turn
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Case Analysis Sealed Air Taiwan By: Ashok Balakrishnan Student #: 100415603 Date 11/05/2015 1)Chuck Steinke also noted that Heung was a bit of a loner and didn’t take time to mingle with his colleagues. This was probably due to the cultural difference between the two countries. There was also a problem with leadership and who would help run the business back to making profits as the company is currently not making money. The company had a problem with transferring the title and
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Desperate Air Corporation (DAC) have some serious problems on their hands‚ however if the situation is handled with care and honest communications‚ the transaction can be negotiated as a win/win for both parties. Although the lawyer indicated disclosure is not within the company’s legal requirements‚ my initial gut reaction raised ethical red flags. I examined this dilemma using the Eight Steps to Sound Ethical Decision Making in Business and formulated the ethical decision is to disclose the
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3. Depreciation percentage=$1‚640‚200/$15‚411‚620 = 10.64% New Fixed Assets=$15‚411‚620 + $30‚000‚000 = $45‚411‚620 $45‚411‚620*.1064 = $4‚831‚796 new depreciation Pro forma Income Statement Sales ($36‚599‚300*1.12) $40‚991‚216 Cost of Goods Sold ($26‚669‚496*1.12) 29‚869‚836 Other Expenses ($4‚641‚000*1.12) 5‚197‚920 Depreciation 4‚831‚796 EBIT 1‚091‚664 Interest 573‚200 Taxable Income 518‚464 Taxes
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| Case Study Four | S&S Air International? | | | 5/7/2011 | The business world is highly competitive‚ changes quickly and is filled with risks and rewards. The international business world is no different! Things can change on the international stage in the time it takes to get a cup of tea! S&S Air has been in discussions with a dealer in Europe to sell the company’s model known as “The Eagle”. The dealer‚ Amalie Diefenbaker‚ has told S&S Air that she will pay the
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