IDS Financial Services Case Study

So far the company’s main focus has been on revenue growth rather than cost reduction but now customers have more options than ever before.

The company has been functioning well in terms of generating profit and demand so far. However, there will be a 20% increase in demand for the next month of operations as predicted by management, and the production and supply management's problems may come as a problem they can no longer afford.

Two other areas I think were very sensible for IMG to delve into were consulting services and financial planning. IMG already had the knowledge and capacity necessary to offer consulting services, so it was very logical to leverage this expertise into a profit generating service. Existing IMG employees also had the potential to advise clients on their investment decisions, so offering this service was a smart way to attract clients as well as earn additional revenues.

The company is looking to increase profitability and find a long-term solution to the inventory problem.

After identifying the product(s) with the high sales, we will expand the capacity of that product(s). For the second round, we will analyze and adjust the automation levels to improve margins.

Review of ABC Company and the directions it is targeting. The strategy of the company is to lift the expected sales in an aggressive fashion, with the expected end target being to triple the current levels. The plan is to push sales into the targeted range of $3 million within 3 years versus the current amount which sits at $1.2 million. We will identify the perceived risk factors that may impact this aggressive strategy and its successful execution. The following will be those risk factors:

Probably increase marketing, promotional and expenses related to discounts in the subsequent year due to “Premier Vision” plan.

Lastly, the company suggest to expand their current inventory through increasing production and capacity. With the increase in production rate the company can gain more consumers as a whole through supply and demand. Doing this would give the company an opportunity for more exposure and perhaps better brand recognition.

Capital One's information-based strategy (IBS) was more attractive as the company became synonymous with mass customization and the Information Revolution

At the beginning he was told to report to Jenkins, however, once he got to the site he was assigned to Jeff Hardy.  After the company reorganization, he found himself wondering whether he should report to Knight or Hardy. However, despite the confusion, he never brought up this question to Hardy, Jenkins or Knight. He perhaps then fell into the trap of a “boss­subordinate relationship” and went with the structure he felt was assigned without truly understanding its reasoning. ii. He didn’t take enough time to understand HQ’s perspective on various issues a. Replacing the chief engineer, rejecting frequency reuse patterns, or failing to get sign off on agreements for GMCT cell sites indicate failures in managing upward management relationships. Problem #2: Employee Dynamics Strengths 1. Peterson was committed to building an empowering environment for employees. i. Peterson called weekly construction meetings, which invited all to report on the company’s weekly progress and issues. Shortcomings 2. He failed to consider alterations in team dynamics when making hiring and salary decisions. i. He hired Trevor at a higher salary rate to the resentment of other employees, causing significant damage to the trust and respect between employee and manager.

growth strategy has three elements. First, the Company attempts to increase sales by expanding its customer base and by increasing sales to existing customers through improved product offerings. Second, the Company seeks to generate additional sales by targeted mailings of special issues of its catalogs and by offering its products through its web site. Third, the Company is pursuing additional opportunities to expand its merchandising skills internationally.

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.

Infosys should consider expanding its operation into other foreign markets and industries. As indicated in the article, Infosys gets over 70% of its revenue from the United States and the majority of its big clients (such as Goldman Sachs, Visa or JC Penny) come from various industries but all of them are very sensitive to changes in the US economy. In order for Infosys to not only maintain but also increase their sales growth in spite of the referenced economic downturn, Infosys has to expand its global account management system along with restructuring its strategic account management. First and foremost Infosys should build a reliable network of foreign intermediaries in Asia and

According to group´s performance from 2002-2006 identifies that Barclays´ performance underpinnings are represented by its strategy of acquiring other banking (such as ABN Amro and Banco Zaragozano) concerns to expand its retail as well as other banking services through representation in international markets as represented by the bank’s presence in 60 countries. This provides Barclays with the means to sell its highly profitable investment banking services as well as be positioned to service the cadre of multinational companies that utilize its diverse banking financial service packages.

However prolonging these small measures can have a detrimental effect on demand and with it profitability. Eventually even bottoming out the price of a good can become counterproductive as it begins to negatively affect the elasticity of demand. (Lipczynski, Wilson, Goddard,p83) To increase profitability in the long run the managers must incorporate the idea of diversification, but they need to be able to limit how far to diversify. Too much could see managerial teams stretched and the onset of communication breakdowns and inefficiency. All diversification though further reinforced Marris’ belief that growth maximisation was at the forefront of any agents objectives. Growth is aided by an increase in sales revenue from diversification and therefore can increase the share price. This in turn can have a positive effect on shareholders and please them, allowing more share capital to be issued for further