Ducati

A disconnect between what the owners, the Ivanovic’s, have installed and where the CEO, Mathew McRae, is trying to take the business as arose. Thus, the company’s culture and core values have begun to deteriorate and are moving away from the family “social” atmosphere to a solely financial based one.

new strategy of the company. He then set a stirring vision of being “the best managed

First he appealed to present facts, specifically identifying the opportunities and benefits for his multinational approach while stating its direct impact on the stated objectives of achieving increased logistical efficiency and return. Yet he was also successful influencing executive stakeholders by persuasion in appealing to their personal values as it pertained to ego and position. He rarely took credit for his own ideas, rather emphasizing and positioning his strategy as the collective decision of the group or executives that were in charge. The example is when he know there was little initial support within the USMG organizations for taking his new multinational approach, he turn to Xerox senior managers for support instead though his line manager.

In the case “Metalcraft Supplier Scorecard”, the author uses an example of a decision-making problem regarding to which supplier should Metalcraft choose to lead to the topic of the Metalcraft supplier scorecard. Metalcraft, as a component designer and manufacturer, supplies a few largest automobile manufacturers with vehicle parts all over the world. As one of the tier 1 suppliers, Metalcraft offers and ships finished parts and components using in the automobile production process to automakers.

Starting from a company of less than 75 workers and owning less than 20,000 SCU for production, research, quality assurance and conduct warranty work Off The Chain Bikes has doubled the plant capacity and hearing doubling the workforce within two short years. The company is successful by targeting and capturing lucrative market shares by heavily investing in the desired technical specs and design styles of one of the most influential Racing bikes. Our keen ability to thoroughly research market demands, predicting competitive strategies between the four market majority shareholders by reviewing and interpreting the marketing reports and our aggressive design and development plans have significantly increased our market share and increase shareholder value. Our core competencies and strategic goals will be realized by carefully following our established plans and aggressively price our bikes to increase total market share.

How did Ducati become the second most profitable motorcycle maker in the world despite its small scale? What is the fundamental logic of Minoli’s turn around?

It was a strategy to centralize the management which resulted in ignorance of local factors of the global market. As a result they lost a huge market share and suffered to remain in the competition.

Lack of overall direction with multiple CEO’s- Over time the CEO of tech depot didn’t know what to do. From so many changes to the company it causes the employees to get out for hand and we threating to quit. Francoli was going to change that introducing the OME to the different part of the company to see how it will do in the different departments and what they can change about it to make it more effective to tech depot.

Honda has continued to embrace the changes that happen around its operations to ensure sustainability and profitability. The current global motorcycle manufacturing sector is full of competition. It, therefore, becomes crucial for every manufacturer to evaluate their strengths and weaknesses and then identify the opportunities to exploit to gain competitive advantage. Honda is Japanese based automobile company; it has numerous subsidiaries in Asia, Europe, and North America. Due to the advancements in technology, Honda will be required to make use of the latest technological trends to stay competitive. The business level strategy at Honda is in line with its enterprise and corporate strategy. The corporation also conducts Research and

Ducati has developed and managed their value chain very well. This contributes substantially to their strong position. I’ve already discussed Ducati’s effective management of Inbound Logistics and Operations. Ducati’s Outbound Logistics approach is oriented around brand management in each of its markets. This is accomplished through dedicated, single-franchise dealerships instead of multi-franchise dealerships. This decision means that Ducati seeks a high-value customer experience with lower volumes in lieu of a mass-market approach. This is a strategy that is consistent with being a niche player; it makes sense for the Japanese firms to have multi-franchise dealerships since they are close substitutes of each other.

Selection of outside suppliers at the initial stage was crucial. Three advantages would benefit from authorized supplier involvement in design and production process. Firstly, they could foresee major problems in the design cycle by pulling their expertise and methodologies. Secondly, this model embedded quality into BMW’s production system up and down the supply chain. Thirdly, supplier was able to realize the critical connection between quality and profit through high customer satisfaction.

- Lack of implementing the strategy to provide positive influence in the firm regarding the structure.

Beals realized the big necessity to implement Japanese techniques & programs in production for better quality products.

Despite the fact that MGI had come up with a good idea for business, the lack of planning, organization, leadership and control presented a key management problem. When the time came to launch the product, the three friends were the only staff of the company. This presented a big problem for Sasha, as he was expected to handle the business operations by himself. The company was not adequately organized to hire more

The causes and consequences of BMW’s quality problems with newly launched products were plentiful and apparent all throughout the case study. For instance, BMW does not use pre-production tools during prototyping. This significantly lowers their opportunity to discover and fix quality problems earlier in the production process. Secondly, they let suppliers have a say in development after “cubing” has occurred. Unfortunately, if suppliers come across problems during the first production, they often don’t have enough time to fix it before new model introduction. Finally,