Campbell and Bailyn’s Boston Office: Managing the Reorganization

[pic] [pic] [pic] Comparing the afterwards performance to our objectives and chart 03 in Market Analyze section, our group found out that: speaking of our main goal: No.1 seller of 1L&500mL ClearPure products; we only achieved it during quarter 2 (without knowing how much importers sold in quarter 2), but failed on overall, and totally failed on the goal of financial objective to keep 7% gross margin after 3 quarters due to the negative net loss we have. So how and why we come to this situation, what kinds of mistakes we made affected our company’s performance? Are there any good methods leftimprovements we could make if there is another chance?

Although the company did show an increased gross profit of $8,255,000 with $6,358,000 less Net Sales in 2013 versus 2012, that increase is due to the reduction in product Cost of Goods Sold by $14,613,000. Since increases in product price will negatively affect sales, one of management’s primary goals is to keep prices stable. This objective is achieved through implementation of cost cutting programs, investing in more efficient equipment, and automation of more steps in the production process.

Operating profit margin figures in the table above show the return from net sales[13]. However profit margin ratios are high enough for the 3 years, there is a fall from 12.86% to 11.26% during 2011-12. Sales revenue increases with a higher rate than gross profit so there is a poor

Subject: Human Resources Management Introduction: Morrison’s PLC is one of the largest food retailers in UK. It has changed a lot over the last 8-10 years. Thanks to HR guidance it has improved all his sections and departments. To maintain this growth Morrison’s has to offer new services and products by using new selling strategies. To improve Morrison’s performance the HR changed the internal and external factors.

Memo To: Northwind Traders From: CC: Professor Amit Dave Date: [ 4/8/2012 ] Re: Revenue Assessment Thank you for the opportunity to assess your sales data in order to provide recommendations for increasing your sales. The analysis and recommendations below are based on the data you provided, which covers a period from May 2004 through June 2006. The analysis below is based on this data alone. Therefore, our recommendations should be tempered by your knowledge of business realities and your market. Please let us know if we can answer any questions concerning the analysis or the recommendations provided.

CanDo Consulting Don’t let your Profits Walk out the Door… Memo To: Northwind Traders From: Tina Thompson CC: Professor Michael Jones Date: 6/5/2013 Re: Revenue Assessment Thank you for the opportunity to assess your sales data in order to provide recommendations for increasing your sales. The analysis and recommendations below are based on the data you provided, which covers a period from May 2004 through June 2006. The analysis below is based on this data alone. Therefore, our recommendations should be tempered by your knowledge of business realities and your market. Please let us know if we can answer any questions concerning the analysis or the recommendations provided.

Critical thinking is essential in business and in every aspect of life. The more time spent thinking critically about an issue or problem allows the thinker time to generate a response and a course of action. A person that thinks critically about a decision before acting has the best

My I don’t think that I need to have an extensive sales force in order to be successful. I think the biggest decision that I made in 2015 Q2 was increasing the large customer discounts for segments B and D from 12% discount up to 14% discount. I noticed that last quarter both of these segments expressed their concern that they were not getting the additional discounts that they should for being such long time customers.

Quarter 6 was my biggest change in terms of strategy, priority, and sales. Thankfully, to begin with, my balanced scorecard score for quarter 5 shot up pretty drastically landing at 71.624 for my total performance. I thought that was a pretty good jump from 45.820 in the last quarter, so clearly I was doing alright. In terms of market share, I went from only controlling 24% of the total to having the largest at 41%. In both the Workhorse and Traveler market I was in first place for Market Demand. But, I was doing quite poorly in the Mercedes segment for Market Demand, landing myself in the 4th position, out of 5. This caused me to rethink my sales priority.

MANAGING CUSTOMER SIMULATION The customer simulation exercise of Minnesota Micromotors Inc, was a very intriguing one. It exposed me to a variety of moving pieces that enable a successful business performance across different objectives and parameters. The introductory note on the company and industry was helpful – in that it helped me

Winston encountered the disconfirming data and managed to clarify it to his team through a series of meetings where he explained specialization and the forming of KATs. This is the first step in leading change and according to John Kotter’s model of change this would fall into the “create a sense of urgency” phase. The office knew about the falling margins and saw it as a major threat to their office. The next step in Kotter’s model is to create a guiding coalition which goes along

The Hexadecimal Company Case Analysis pg, 167 I. Problems     A. Macro           The Hexadecimal Company in recent years was forced to change their product market due to lower labor costs by companies in competition. With this change of product came rapid growth and systemic problems within the company. The President, John, Zoltan, decided to created an Organizational Development (OD) group to help address change and managerial style within the company. However, this OD group was not accepted well within the organization and many felt as though this group was a waste of time, energy and resources. Employees did not want to participate in the training although forced to attend.

One major problem was the resignation of one of the company’s top salesmen who had the most difficult territory (9963), effective at the end of the year. If he shifts one of the more experiences salesmen into that area, it would disrupt service in an additional territory, which was undesirable because it took several months for a salesman to build up a good rapport with customers. This decision would affect the

Overview Businesses have numerous key departments which keep the structure running appropriately and supports the business to build and embellish in all worldwide markets. This report will consider what the key departments do for the business, in addition, this report will enlighten the research procedure used and significant complications which have been encountered throughout.

Problems within On-Time Jacobson first consulted Dan Gunther who was in charge of the Boston Division. Jacobson consulted Gunther due to his fifteen-year experience with the company. He figured he would have the best insight to the sales were stagnant because of his wisdom and experience. Jacobson found out that the flat sales of the Boston branch was due to the irrational/unreasonable demands of their client. Then he contacted the Philadelphia branch. Carol Klein, the key account manager, told Jacobson that the reason of her flat sales was due to personal reasons that were going on in her life. She was having issues juggling her stressful job and taking care of her family as well. Although this is a valid excuse of something that many people struggle with, it should not be negatively affected her work performance. The next sales representative that Jacobson consulted was Mike Wagner in Washington DC. Wagner claimed that he is having a hard time on finding information regarding the present condition of the competition in the market, making it harder for him to compete with the others. This is not only Wagner’s fault for not doing the research, but also upper management’s fault for not informing the employee’s of how to compete with