Acquisition Of Vistronix Case Study

Contrary to the situation at E-Z RP, there is no linkage of customer service representatives to development teams. For instance, CRSs are often the last to gain access about new information or new products. In terms of the organization of customer service, E-Z RP uses a specialized call center where customer service representatives deal with a single product. At Datatronics, the call center is centralized and CRSs deal with all products. E-Z RP uses the second tier support while Datatronics uses a minimal second-tier support. In terms of the training of CSRs, Datatronics only provides minimal on-the-job training while E-Z RP provides extensive training. Datatronics hires employees with basic customer service ability while E-Z RP recruits employees based on customer service skills, business knowledge, and communication ability. The performance metric at E-Z RP is the level of customer satisfaction, while the metric at Datatronics is the time on call or between calls. Although Matt does not intend to reproduce E-Z RP’s customer service system at Datatronics, these are the key issues that he ought to consider in making recommendations for changes at Datatronics.

MTC initially needed to obtain substantial investment capital due to two main factors: a research-heavy industry, and the need to create most of the markets for its products. Although the founders' goal was to become a major manufacturing company, they did estimate that the company would need $50 million in capital before it would become self-sufficient. Their initial financing model was to first recruit a superior technical team, use that to attract additional equity investment and development funding from interested corporations, and then develop manufacturing capabilities. Commercial sales began 2.5 years after inception, and MTC is nearing the break-even point in 1990.

1. Total Forms Control (TFC) fit well into Western’s strategy when it was initially implemented. It allowed Western to offer these “value-added” services to their customers that most of their competitors did not. Total Forms Control should have increased Western’s margins and helped them to increase the loyalty and number of customers. TFC was not performing up to expectations. It had become an increasingly time consuming process and profits from TFC had been consistently declining over the past several years, projected to drop a total of 14% in only two years.

be placed on the selection of the items to be included in the last increment. Sometimes the

In the Paramount decision of 1948 this was the outcome of the United States vs. Paramount Pictures. This was a monumental case in the right of production companies to own theatres and holding exclusive rights on which theatres could show there movies.it would also change the way Hollywood movies were made, distributed, and exhibited in theatres and other places. The court held that this distributing technique was in violation of the antitrust law that was put in place years before. This case is used in vertical integration cases and is later known as the first nail in the coffin of the old Hollywood studio system.

Flinder expected the merger to generate significant cost gains. RSE’s greater purchasing power would lower the cost of materials and components for FVC. RSE’s new resource-management system could be expected to reduce FVC’s in-process costs. Estimates from FVC’s accounting group

European and international RAC: steady volume growth, and cost savings and margin enhancements expected from narrowing of the gap between US and non-US performance comparable cost categories.

In view of the blend of historical realities, customer appeal based on verified data, a strong pedigree for the human mind to reach for the unknown, etc; this book is tuned to be a consummate

MRC, Inc. is a Cleveland based manufacturing company specialized in power brake systems for trucks, buses, and automobiles; industrial furnaces and heat treating equipment; and automobile, truck and bus frames. As till 1957 most of MRC's sales were made to less than a dozen large companies in the automotive industry, it was exposed to the risk inherent in selling to a few customers in a very cyclical and competitive market. To minimize the risk and to explore new business opportunity MRC's management decided to diversify their business operation. After their fifth successful acquisition, the CEO of MRC Archibald Brinton faced with a dilemma of whether to buy American Rayon, Inc.

With every opportunity there are threats. Recently, Casto has gone under some major internal changes with the separation from the Trane Corporation, a leading national HVAC brand. Prior to the separation, Casto was the exclusive dealer for Trane. Upon the death of Casto’s Founder, Harry Casto, and without the Trane name for it marketing support, Casto has found itself realizing they have weaknesses and are vulnerable to more threats than before. One of the biggest weaknesses is that named above, the separation from Trane. This has led to numerous questions about the state of the Company, including rumors of Casto going out of business, which is furthest from the truth. This has contributed to the lack of customer loyalty. Which exposes another weakness, the lack of a customer retention management system. Had a CRM been in place, Casto would have been able to educate and inform and reassure its customers on a larger more custom platform. Lack of a brand positioning statement also contributes to the windfall of threats. Casto needs a BPS to convey its commitment to its customers and the public at large, to reinforce and build confidence that the loss of Trane has had no impact on their business or its ability to provide excellent customer service. And finally, the lack of employee communication and involvement is also a

Due to the “centralized management of systems development” from the San Antonio office, the data systems support the “single USAA customer image,” and information is treated confidentially as the chief source of the organization[4]. USAA has decided to develop its IT infrastructure to better answer the demands of its members. By the 1980’s the company’s many divisions had started developing their own systems. McDermott saw the need to create an Information Services Division to integrate all the company’s systems and member information. His new vision of USAA is that the company is so integrated that members lose something of value when they go to a competitor”[5].

* MM possesses a competitive position in this segment in terms of quality product offering and close customer relationships through high level of customer support.

One last issue ACME is facing involves the integration of demand and supply. ACME business strategy has followed a traditional approach, selling product through a giant telecommunications monopoly (ATC). While the telecommunications environment has changed, they have not reacted proactively. They seem to lack the development of a supply chain capacity that matches all the newly created demand coming from mass merchant buyers and department stores.

A T Kearney was acquired by Electronic Data Systems (EDS) just over a year ago. Many consultants were concern about the ability about this 2 very different organizations, with different skill setsand cultures, to work together in blending their services into a broad, seamless

The business model of SAS is such that it in general it offers services coupled with software. Unlike typical firms in the industry it follows an annual software subscription model. Rather than sell its software, SAS leases to its customers - a strategy of immense importance in understanding the company’s relationship to its users. The fact that leases must be renewable annually creates a tremendous emphasis on customer satisfaction and quality in addition to stabilising its revenue. Furthermore, its products are made based on what customers require and its developmental process is almost wholly customer driven. There is also a strong focus on employee satisfaction leading to customer retention and loyalty which SAS