Challenge Products Corporation Case Analysis

SolutionsLeslie herselfFit in with the organizationBy just reading the case, it seems to me that Leslie did not really fit in with the organization. She just wanted to show people what she's capable of as an Executive Director by changing and deciding things that she felt needed to be changed. The first thing she should to do is trying to build relationships with everyone. Do not think we could build relationships with everyone right away. It needs time. Making changes would be bad ideas because Leslie is not using her credibility to make changes; she's using her role power to do so. Here is what Michael Auzenne and Mark Horstman said from their streaming media article, "The First Rule for New Managers", "Don't try new things. Don't be different. Don't try to prove you are you. Be quiet, keep your head down, and certainly walk around and talk to people. Don't try to impress anybody to become part of the organization. At some point

• All new products must pass stringent tests, and only 15% of the products pass.

CVS Health Corporation is an integrated pharmacy healthcare and head quartered in Woonsocket, RI. The President and CEO of CVS is Larry J. Merlo. The company has three segments, Pharmacy services, Retail pharmacy and Corporate. CVS was previously known as Caremark Corporation and the name was changed to CVS on September 3rd 2014.

Nuware Inc. is being analyzed in this situation because a large institutional client of the research firm Wyburn Malone is looking to enter an equity position in Nuware Inc. In making their decision, Wyburn Malone has been asked to restate the statements of Nuware Inc. Due to the apparent earnings growth displayed by the company, even in a period of difficult business, Nuware has become a strong investment opportunity. As with all Wyburn Malone’s research projects, the focus of this analysis centres on determining whether Nuware management has utilized over aggressive or too conservative accounting practices, resulting in earnings that are not real in nature.

Ann Wood the current director of marketing for the Consumer Products Division in Norwich Enterprises faced many challenging obstacles during this particular day; she is in charge of three different groups. She supervises the market research in which Joe Jackson is the current manager. She also foresees the marketing strategy and administration department where Brooke Carpenter is the manager, and the Advertising and public relations department.

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.

The succeeding details, the concerns, and insufficiencies that occurred through the confirmation process for the remaining banks are listed below:

Company Q has had a large demand from their customers to provide healthy and organic foods over the last few years. They recently started offering a small variety of health and organic food items, which is a step in the right direction toward being socially responsible. They need to be more attentive to the needs and wants of their customers as it shouldn’t have taken years to bring in these demanded products. When there is a demand for products and the company doesn’t respond to that demand, it’s perceived by the consumers that the company simply doesn’t care about their needs and wants. Bringing in a selection of these products was a good start in satisfying their customers. However, with such a demand for these items, having a small and limited selection is just not enough. Expanding the line of health and organic food items will accomplish two things. First and foremost it will appease the current customers and bring in a new clientele that is health conscious, thus helping to create a healthier community and at the same time increasing sales. The higher margin on the health and organic items coupled with the increase in sales will really boost the overall profit margin of the company. Company Q does need to be sure that they don’t over price these products so as to not push away business due to overpricing.

NCB is a manufacturer and distributer of a wide range of office products. In Canada, NCB uses several distributers in different regions. One of the major distributers is Harrison Stationary and Office Supply LTD. Harrison had distributed NCB’S products for over 50 years and NCB was the largest supplier of Harrison. In January 2003 Harrison was acquired by the president of the company and four senior officers. Most of the acquisition cost was financed by bank loans. Since the acquisition, Harrison had difficulties to pay NCB for the goods and the account receivable reached to unacceptable level. In September 2005 the Harrison account was 156 days old and amounted to $ 4.4 million. In

There should be ads in the  department stores they sell in, tv commercial, and even the internet. If this was blended in with  the other “P’s” , it will have a stronger presence in the market.     5.  Trap­Ease America, although being an all new and mess­free way to get rid of mice and  rats, has at least one major competitor: the original mousetrap. The mousetrap has a big  advantage in that it has been around since 1876 so many competing companies, like Ortho,,  distribute them. Iit has a big place in the market. Also, it has reached all of its possible market  target. Whenever there is a rodent problem in a house, it is the first solution that comes to mind.   Other competitors are companies that sell poisons and noiseless plug in devices that sell from  Riddex and Motocomo. Trap­Ease is in its inception and will fight its way through the  competition with the idea of a mess­free way to rid the pests.      6.  The first thing I would do would be to applaud Martha for her work alone and then hire  an actual marketing strategy team. Marketing strategy is too big of an area to cover with only one  person. You need other people to focus on different areas that set up the marketing logic.  The best control procedure would be the strategic control. The company needs to first set  a better basic strategy and then continually check if it matches the opportunities. This changes  how the company approaches the marketplace.   Another control that would work well would be the

The vision was very customer focused. The customers loved the vision and what it would entail for their business. They bought into the vision readily and were very enthusiastic about it. Charlotte had taken over the responsibility of communicating with clients while the other managers handled internal communication. Since the original vision of brand stewardship was Charlotte’s, I believe she did a better job of it than the other managers.

United Beverages’ CEO is debating with his department heads on the course of action the company is going to take in the future. Their flagship product, GangBuster, has been highly successful for the past 5 years. However, they have been thinking of entering the market for Energy Drinks for kids. Paul Diaz also comes up with a revolutionary idea of the dual-drink, having two separate flavored drinks in a bottle and being able to mix both flavors. Due to the limited resources of United Beverages, they have two weeks to decide whether to expand their portfolio or not?

(4) Absent any resource constraints, which of the four departmental directions do you think is the most viable? Which is the second best strategy? Which is the least viable? In my humble opinion the most viable option would be to follow Eric Stanger’s advice to go ‘back to basics’. In order to underwrite the new line of LR trademark and experiment with more new products, they had in effect been milking the OM lines. Their price increase on several of our more critical items had outpaced those of their key competitors, in order to always deliver more bottom line profits. They had shaved their A&P budgets for the same purpose and this was resulting in slippage in value and trust among our consumer franchise thus the declining sales and share. They thus needed to cut on

* unity of purpose and focus under a common corporate strategy (further supporting the firm’s strategy as it relates to acquisitions and divestitures);

Read Case 1.9, "ZZZZ Best Company, Inc." in your text. Answer questions #1, 2, and 4 found at the end of the case.