9-899-180 REV : JUNE 9 , 2 0 0 4 ____________________________________________________________ ____________________________________________________ Professor Paul W. Marshall and Research Associate Jeremy B. Dann prepared this case. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright © 1999 President and Fellows of Harvard College. To order
bargaining power from a supplier: MTS, being the only supplier for the K-Cup packaging line, has a control over the machine. Having no substitution plan in place, Keurig is forced to follow MTS’s request to fulfill the
healthcare professionals directly using sales people. They have several unique patents and pursue an aggressive research and development strategy. The other manufactures non-prescription drugs, toiletries, and baby products for the mass-market. They use distributors and retailers to get their products in the hands of
Introduction Revenue Recognition is a widely debated topic amongst businesses and entities when it comes to preparing financial statements. Generally, companies tend to recognize their revenue when it is earned; however, this process does tend to vary depending on the company’s point of view. The FASB Codification outlines this process in detail and provides guidelines to companies that come across any issues when recognizing revenue. Part A: Factors that Impair Estimates of Returns Reliable estimates
hours per day. Opportunity * Enter the Brownie market and have a wider exposure of its offerings through distributor or FSP. * To shorten its product line by removing some items that were not yielding much profit * Higher sales volume in wider location and hence higher profit (distributor require either high volume sales or high advertising, hence if tied up with any one distributor, the sales target might go high requiring the company to be more competitive) * Have and Effective pricing
Supply ChainReport Outline Topic: ”Supply Chain Relationship with Distribution Channel and Alliances” I- Objectives: a. To know the meaning of (i) Distribution Channel and (ii) Alliances; b. To understand the generic Channel distribution structure and Channel alignment of one manufacturer; c. To identify channel distribution functions; d. To learn about the rationale of a Supply chain relationships with distribution channels and alliances; e. To identify some distribution
pitch be at the Springboard forum? 10. (4/24) Challenges for the CEO after the establishment of the company Case study： Keurig, Paul W. Marshall and Jeremy B. Dann, 2004 (9-899-180) 1) How attractive is the Keurig system to each of the following participants in the Office Coffee market? A. The typical Office Coffee Distributor B. The Coffee Roaster (use Green Mountain as typical) C. Keurig D. A typical Office Manager E. The Coffee Drinking Employee It will help the class discussion
I. Modern Forms and Patterns of IBT a. Types of IBTs, categorized by penetration: i. export-import transaction ii. agent or distributor sells goods abroad iii. licensing to a foreign entity to manufacture and distribute products abroad iv. Joint ventures b. Forms of Trade i. Goods ii. Services iii. FDI iv. Knowledge/Technology Transfer c. MNE
Also, the computers delivered were customized according to different customer requirements, without compromising on quality. With JIT, production levels can be easily adjusted to meet demand. Integrated supplier and distributor networks were instrumental in the success of Dell Computers. Without these relationships, Dell would not have been able to support a 50+% growth rate for 3 consecutive years that lead to $12 billion in annual sales by 1997. (Fillard, Frahm, Mercer
allowing it to be a top notch negotiator and lower prices from vendors (Kim R. B., 2008). In Korea, however, Wal-Mart met with resistance from its distributors regarding integration into the IT system and ultimately did not create a nation-wide distribution network. (Kim R. B., 2008) The managerial style of Wal-Marts executives, especially their direct demands for lowering prices while negotiating and having distributors pay to have their wares displayed in good shelf space were direct causes for the