CASE STUDY SOLUTION OF PROFESSOR’ LALU SCRIPTS INDIAN RAILWAY’S TURNAROUND FOR PRODUCTION AND OPERATION MANAGEMENT CASE-1 ‘PROFESSOR’ LALU SCRIPTS INDIAN RAILWAY’S TURNAROUND Summary In December 2006‚ as many as 137 undergraduate students from the universities of Harvard and Wharton gathered to listen Indian Railways minister‚ Lalu Prasad Yadav at Rail Bhavan. These foreign universities had expressed to know how Lalu converted the loss making Indian Railway into Rs. 20 billion profit making
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Identify whether your company has a competitive advantage or disadvantage in its primary industry. What is the basis of its competitive advantage or lack of? Competitive advantage is defined as the strategic advantage one business entity has over its rival entities within its competitive industry. Achieving competitive advantage strengthens and positions a business better within the business environment. Ryanair operates in a very competitive market with in Europe. Considering the current economic
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Gap Inc. in 2010: Is the Turnaround Strategy Working? Teaching Outline and Analysis 1. What does a five-forces analysis reveal about the strength of competition in the U.S. family clothing stores industry? In leading the class discussion of the five-forces analysis‚ we encourage you to direct the attention of students to Figures 3.3‚ 3.4‚ 3.5‚ 3.6‚ 3.7‚ and 3.8 in Chapter 3 to support their analysis. 11-1 Case 11 Teaching Note Gap Inc. in 2010: Is the Turnaround Strategy Working? Rivalry
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Only in point-to-point services Southwest is able to provide frequent flights per day‚ so in case of missing a flight passengers could catch the next one‚ but due to government regulation baggage-handling become time consuming process and effect turnaround time significantly‚ here southwest needs to encourage passengers to cooperate with agents and to complete this process early before flight time. Southwest to look at other option for resuming their pre 9/11 position.
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emphasize capacity utilization‚ throughput and turnaround time‚ and the profitability of expanding into different markets. Talent Drycleaners found itself in the position of having the best quality of service available‚ but also had severe limitations discouraging potential growth (Ojadi‚ 2007). Firstly‚ research will indicate that the then current state of operations used an adequate amount of capacity utilization (85.94%)‚ an average standard in turnaround time (3 to 4 days)‚ and a profitable return
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Spurlock’s film was released in 2002‚ McDonald’s had a bad public image and needed to fix the damage that was done after Spurlock’s documentary. Jim Cantalupo was given credit for thinking of the “turnaround strategy” where he wanted to introduce healthier foods to the menu (O ’Rourke IV 93). The “turnaround strategy” was Spurlock’s recovery plan to fight back against the “Supersize Me” video. Cantalupo wanted to decrease the amount of new stores and switch to “grassroots marketing efforts” instead
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how does Nice Wood propose to combat the pricing issue? 3. Market Entry Strategy 4. How does Nice Wood propose to raise capital for the foreign expansion in the current market scenario? 5. New technology to be used for reducing the turnaround time for processing of wood. 2. Steps to be undertaken to develop information for entering the Chinese market:- a. The old business report presented by the senior manager’s delegation to China which was shelved by the VP of business development
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session you should be able to: appreciate the importance of an implementation strategy in change management recognize when SIS and OD may be inappropriate approaches to planning and managing change‚ and consider alternative approaches such as ’turnarounds’ and logical incrementalism’ appreciate the risks inherent in the various approaches outlined be conversant with and able to deacribe a range of planning and scheduling teehniquea to assist the implementation of all types of change be sensitive
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MT5012 2013-02-21 Xerox Case Study Q1. What kind of strategic planning process (bottom-up or top-down) did Xerox follow for its turnaround? What interference can you make about the effectiveness of this approach? I would recognize Xerox’s strategic planning process as a top-down one‚ considering a lot of emphasis in the case is put on the major change achieved by the CEO Mulcahy. This could indicate that many of the ideas regarding cutting costs and regaining growth descended from one person
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Case: “Johnson & Johnson Consumer Products Brazil: Corporate Transformation (A)” We will discuss the situation facing Justino. There is not much financial information in the case. However‚ the implementation issues are worthy of our consideration. 1. Why is J&J Brazil in the situation they are? Some of the reasons I have observed are as follows: • Economy plays a role in the situation that they are in now. Rapidly decaying economy and constantly changing economical
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