Clayton Industries Essay

Based on the textbook and my understanding, whenever there are negotiations between a procurer and a supplier regarding a competitive bidding, the first thing that might be favored is the scope of the project, meaning both will sit down and discuss the entire project prior the work begins. Meanwhile, during the negotiations, evaluation criteria should be clear, and stated and defined. As the evaluation is based on the criteria stated and the procurer can request or ask the supplier’s opinions on certain specifications and where things can be improved.

In this case study, we will be analyzing the current position of how well Kingsford is within the marketplace and determine which of the issues are plausible causes in its drop in revenue. We will be creating a comprehensive strategy as well as a marketing plan to evaluate and adjust the matter at hand. First we will begin with identifying the issues and implementing a method to reemphasize the importance of marketing in the business. The goal is to create a marketing plan that will add value to Kingsford’s market share, sales, and profitability.

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

The biggest challenge Peter faces is the stagnant growth that Clayton SpA has experienced in recent years, especially with a 5.3% decline in 2008 and 19.4% drop in the first quarter of 2009 for Italy. This lack of sales directly affects receivables and inventory. Coupled with a strong union in Italy (FILM), these two forces directly contribute to the difficulty of fulfilling the 10/10/10 plan. Based on these trends, a “top four in four” years is unlikely unless SpA can

At the time of this case study, 2002, Timken was involved in company-wide restructuring. They were consolidating current operational segments into global business units to reduce expenses. Their goal was more penetration in global markets due to reduced growth in the US based on the bearing industry’s cyclical nature. Analysts predicted 2-3% industry growth in the US, but 6.5% global growth through 2005. The slow US growth was directly tied to the automotive industry’s cyclical nature, which was declining in 2002. Global penetration would help to achieve economies of scale, whilst hedging the

By acquiring Calphalon, not only did Newell add an upper-end product to their cookware divisions, but they also gained extensive knowledge in the pull strategy sales process that had proven to be successful. This process was a source of competitive advantage for Calphalon and could be extremely useful to Newell and their goal to continue adding higher-end products to each of their divisions. The acquisition of Rubbermaid brings even greater challenges to Newell Company as it is by far their largest acquisition yet. Despite Newell’s continued success in acquiring and restructuring companies, investors clearly lack confidence in their ability to manage such a large turnaround, as news of the agreement resulted in an 11% decrease in stock price.

By end of 90’s the company was dominant in many of the categories it competed in. The challenge was found in whether it can continue its dominance in it’s new, expanding product ranges and could maintain its dominance and synergy in its all categories on low and high price offering in hardware, home furnishings, office and house ware, while maintaining its management and corporate structures.

Given today’s economy, and the bleak economic outlook, I do not believe Williams-Sonoma will continue to exist with its’ current strategies and objectives to serve its’ below target market consumers. Bottom line is many consumers cannot afford the products being sold by the company. Although, the company’s target market is in the 10% of wealthiest consumers, and had total earnings of over 3.5 billion. (2010 shareholders meeting). Other avenues of generating revenue must be explored. I fear that even the 10% will eventually become more cost conscious in the

Cumberland Metal Industries (CMI) should price their new cushioning pads at $900 to maximize profit. CMI should begin by targeting the customers that will find the greatest value in the product an pay the most. This allow the company to maximize unit contribution, and leave available options for dealing with future competition and sales challenges.

Investment in the Detroit plant has lagged significantly from other plants in the corporation. As a result, the infrastructure and machinery is outdated, haphazard, and inefficient.

So with business going so well for Solectron, how did everything go wrong for the company starting in 2001? Revenue fell from $6.5 billion in 3rd quarter 2000 to $2.2 billion in the same quarter of 2001. The company laid-off 20,000 employees; its stock plummeted; it was faced with plant closures, excess inventory and reduction of floor space. Was it a case of poor planning and management or just the company a victim of an economic downturn? This case analysis will explore what Solectron did wrong and what they could have done and offer some suggestions. It is also interesting to note the Solectron foresaw a pending boom in the Asia (China & India) markets and that if it was able to weather the prevailing storm, Solectron stood a chance of rising up again and succeed.

Automotive Builders, Inc. (ABI) is a company that consistently changed its production lines and strategic goals relative to the needs of the times, starting out producing diesel engine parts for tractors in the 1940’s, switching over to the production of parts for military vehicles during World War II, and then, after the war, settling into its current placement in both the automobile and tractor industry. Due to the downturn in the economy and stiff and superior competition in both quality and price rising up from the Japanese who had recently entered into the industry, ABI is trying to find productive and innovative ways to improve sales and guarantee placement as the number one company in its

Caterpillar is an American company that manufactures construction and mining equipment. The company operates in a mature and cyclical product market and has underwent various restructuring plans. In the early 1980s and 1990s, Caterpillar was nearly put out of business due to the intense competition it faced. The entrance of Komatsu, a rival Japanese company, threatens Caterpillar’s position in the market. With Caterpillar refusing to lower its premium prices at that time while Komatsu offers relatively lower prices for similar products, the latter was slowly gaining the market

Senior executives at a large, low-cost manufacturer of appliances and white goods were concerned about the sluggish performance of the company’s household fan business. It had long been among the top leading players in the company’s home country—an emerging market—but was now losing domestic share in two important, and fiercely competitive, product categories.

U.S demand for tractors had stagnated due to a recession in the farming industry. Because of lower demand for its big, high-performance machines, USAT has weathered the recession better than had some of its larger competitors. However, during the past year, the order backlog had been completed considering export opportunities, and Mary had been asked to