The merger of the Hudson’s Bay Company and the North-West Company brought many significant changes to the new HBC and the Native peoples. For example, the new HBC decided to reduce its workforce after 1821. As a result, Native peoples took on a more crucial role to the success of the company, working as translators, guides and map-makers instead of just trappers. Also, the HBC appointed a new head, George Simpson, who took a more hands-on approach compared to his predecessors. He knew very little about furs, but knew how to run a business, and traveled through his territory to access his trading posts. Under his leadership, the new HBC experienced stability and profitability. Simpson’s vision for his company was broader than most, he was interested
Next to first-hand experience, case studies are one of the best ways to learn project management skills. In The Crosby Manufacturing Corporation case study, Harold Kerzner reports on the executive-level exchange between the company president and other department heads regarding a new Management Cost and Control System (Kerzner, 2009). This paper will give a synopsis of the case, analyze the case study communications issues and risks, and evaluate Livingston’s selection of a project manager. It will also discuss the possible reactions from the employees, the impact on the cost and time on the
Honicker Corporation is a USA based, successful dashboard manufacturer. It has opportunities for international expansion, but due to the ultraconservative culture it did not happened until they faced a change in management in 2009. Honicker was a rich company, and to expand, they took the short road and acquired four companies around the world: Alpha, Beta, Gamma, and Delta. There were two commonalities among these companies: they serviced mainly in their own geographical area, and senior management knew their geographical culture and hold good reputation with their stakeholders.
The Product Family was the second level of complexity. Different product families followed different routings through a plant’s component manufacturing and assembly areas. The Product model was the third level. A product family could have one model or
The Pacific Oil Company a well-established oil company with an assorted diversified product line including “Vinyl Chloride Monomer (VCM)”. (Lewicki, 2010, p. 583) As one of the pioneer producers of VCM, Pacific Oil cornered the market share for contracting, distributing and selling their niche product, VCM worldwide. One of Pacific’s longtime customers was Reliant Corporation. This partnership was more than a decade old and was strong. However, if Pacific Oil decided to further diversify its product line to include Polyvinyl Chloride (PVC) a VCM derivative, “it would not want to be in the position of supplying a product competitor with the raw materials to manufacture the product line, unless the formula price was extremely
Wahoo Inc. is a C Corporation that filed for Chapter 11 bankruptcy protection in April 2015. Before filing bankruptcy, Wahoo has net operating loss (NOL) carryforwards of $65,000,000 in 2009, $45,000,000 in 2010, and $30,000,000 in 2011. The company worked out a re-organization plan and one of the note holders (a venture capital firm that financed the company) with a $105,000,000 note payable will receive new common stock and the old stocks will be cancelled. The Bankruptcy Court and the creditors’ committee have accepted the plan. The fair market value of Wahoo before the ownership change was $85,000,000. Wahoo’s selected assets from the balance sheet are as follows:
The HMOs’ claims and benefits administration department, on the other hand, is responsible for ensuring that all providers are paid for their services and that health care benefits that members are entitled to are honored by the organization (Kongstvedt, 2009; Anderson & Gray, 2013).
The Federal Employee Health benefit program is the largest employer health insurance program in the United States, insuring about 3 percent of all Americans. There are 133 plans, offering 188 coverage options that are participating in the FEHBP as of 2003. Preferred provider organization (PPO), fee-for-service plans, and Health Maintenance Organization (HMO) all offer options. The government’s contribution toward the cost of the beneficiary’s premium is “lesser of 72 percent of the average FEHBP plan premium, weighted by enrollment, or 75 percent of the premium for the plan chosen” (Karen Davis) .
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.
Coffman and Company is an HVAC contractor that is located in Wheat Ridge, Colorado. They are serving the Greater Denver Metro area. Coffman and Company was established in 1991. Their services include electrical panel inspection, zoning systems, annual maintenance that pays, comfort products, air quality products, solving special problems, and more. Coffman and Company offers heat pump services and heat pump installation. They are NATE certified.
* unity of purpose and focus under a common corporate strategy (further supporting the firm’s strategy as it relates to acquisitions and divestitures);
The Case Study titled “ “discusses in detail about the problems that the Company – Luxor Writing Instruments Private Limited has been facing specifically with regard to the customers and retailers which in turn are hampering the sales of the Parker brand of the Company. This study is carried out depending on the various data which are obtained mainly from primary sources (direct interview with retailers) and the secondary sources (the website of the company, books, and print media). To complete my study, I had visited various retailers in the different markets which are located in the Central Delhi area for better understanding of their grievances and to identify the gaps in sales and marketing process.
Based on the above case, Roppa Co do not have the rights in case of having difficulty during transit. This is because Roppa Co as a shipper company had followed the duties of shipper which is notice Jerry Ltd. about to ship dangerous goods (a chemical that contained radioactive substances). Under common law, there is a general responsibilities implied into bills of lading for a charter not to transport dangerous goods without any notice or declaration. Where goods are dispatched without notice of the dangerous goods or substance, the shipper will be obligate for any damage of the vessel, other cargo on board or other ship. The shipper has the duties to notice carrier of the dangerous nature of the goods regardless whether the shipper is aware of the dangerous nature.
In 1988, a battle began for control of the corporate giant, RJR Nabisco. RJR Nabisco (RJR) was established in 1985 with the merger of Nabisco Brands, an American food manufacturer and R.J. Reynolds Tobacco Company (Bozman, 1987). RJR Nabisco was acquired by Kohlberg Kravis Roberts & Co. (KKR), an American multinational private equity firm, which was the largest leveraged buyout to date at that time.