Lawford Electric Company Case

Company * Avon manufactured a number of electrical products * Sold products to both end users and OEMs * $6M in sales annually of the AVDC drives, lost sales to EAS drives Collaborators * Distributors and OEMs ­ Avon could establish many more relationships once they can compete in more than just the AVDC drives, and can address the more price sensitive side of the market Customers * Three types of adjustable speed drives: MAS, EAS and AVDC, with different applications and price levels *

Clarkson Lumber Company’s biggest problem by far is the fact that Mr. Clarkson had agreed to buy out Mr. Holtz for $200,000 with semi-annual installments of $50,000. It wasn’t necessarily a bad idea for Mr. Clarkson to buy out Mr. Holtz altogether, but the $100,000/year of payments is an unrealistic amount for Clarkson Lumber at this point in time. Between 1993 and 1995, there hasn’t been a year where they have realized more than $77,000 in net income, so the payment of $100,000/year is clearly unrealistic and a sure problem for the company. Another problem, which isn’t nearly as important as the former, is that net income is growing

Facts: In 1952 the United States was in a conflict in Korea, and the demand for steel

Tiller Construction Corporation entered into two contracts with Nadler, the CEO of Glenmar, where Tiller would do “the work” for Nadler at Westridge for $637,000 and the other for Tiller to do “the work” for Nadler at Cranberry for $688,800. Nadler agreed to be personally liable to Tiller for the payment of both contracts. When the job was done, Nadler refused to pay the remaining balance of $229,799.46 for the Cranberry project and a remaining balance of $264,273.85 for the Westridge project. So Tiller sued Nadler for the amount owed, plus interest, costs, and attorney’s fees.

Case Study of case 69 A.D.3d 413: Yun Tung Chow vs. Reckitt & Colman, Inc.

MILLERSBURG — After allegations of ongoing contact with a victim prompted the delay of sentencing, the filing of new criminal charges and action to withdraw his original guilty plea, a Millersburg man on Wednesday learned he will spend time in the county jail for having sex with two young girls.

Was the amount granted to Burke and Maltbie a reasonable amount based on the damages?

Case Analysis: Blanchard Importing and Distributing Co. Inc. (HBS Case 9 - 673 - 033)

Peter Flores, president of Salem Telephone Company (STC) informed the Public Service Commission “that a profitable computer service Subsidiary would reduce pressure for the telephone rate increase.” And a result, Salem Data Services (SDS) was established. In 2003, SDS has “yet to experience a profitable month” and this induced the meeting between Peter Flores and Cynthia Wu, manager of SDS in April 2004. Flores and Wu held different views in regards to SDS; Flores felt SDS was draining STC resources and is questioning the ability of SDS to be a profitable business. Wu felt that SDS had the ability to show profits in the near future. To adequately prepare Flores, president of STC for his meeting with Wu, he assigns a task to

Curled Metal Inc. (CMI) specializes in selling metal-based products to various markets. With over $55 million in annual sales (FY 2007, Exhibit A), they’ve managed to capture 80% of the automobile industry’s market share by developing and selling a highly specialized product, Slip Seal, designed just for auto manufacturers. They’ve seen a recent slip in sales (a loss of nearly 10% from 2006 to 2007, Exhibit 2), and the pressure is on them to diversify their product line and decrease dependence on the auto industry. They’ve recently developed a new product that aims to revolutionize the pile-driving industry. The introduction of the CMI Cushion

Olley v Marlborough Court Ltd [1949] 1 All ER 127 (UK Court of Appeal), Reg Glass Pty Ltd v Rivers Locking Systems Pty Ltd (1968) 120 CLR 516 (High Court)

The only thing I would have done a bit differently was spend a considerable amount of time with the plant manager to try and get a grasp on how his authoritative demeanor affects his staff. I would have also viewed the company records to find out what the turnover rate is like as well as absenteeism and the lack of or presences of an incentive program. The reason why I would look for these measurements is because it can make or bring down a company. With that being said, in my opinion Jack Lawler did an outstanding job with the manner in which he gathered the information he needed to access the situation at the plant. It started with the proposal phone call from Mr. Bowman. During the conversation Lawler took the time to inquire if the plant manager was supportive of the course idea. He then suggested that he should meet with Bowman and Richardson at the plant. While there he got a rundown of the situation at the plant and he was also able to get a tour. Lawler followed up his visit with a letter outlining his thoughts going forward. There was another visit six

The vision of Cooper Industries, as stated in the case, was to do an ‘outstanding job at the unglamorous part by making necessary products of exceptional quality.’ The goal was to operate in industries that had become somewhat of a necessity for consumers. Examples of such industries include: power transmission, hand tools, drilling and others. Cooper industries had started in 1833, as an iron foundry, and had existed most of its 150 years as a small sized maker of engines and compressors. However, all this changed in the 1960s, when the management decided to expand the company to lessen its dependence on the capital expenditures of the cyclical natural gas business.

Lawler 's agreement: Since Lawler 's entering system was damaged, his contracting was inadequate. Lawler 's contracting was missing and came down to a verbal seeing amidst Bowman and himself, in which it was agreed that Lawler would lead an one day visit to the plant with a couple of his graduate understudies to gather information,

Two locations were found to be appropriate for the plant, first is on Kimberly Street just a few blocks away from the main plant. Second being located in Hampton, which is small town around 180miles from the main plant. The Executives of the company decided that they will eventually require minimum of 75000 Square feet of floor space and 600 labors (300 Skilled, 150 Semi-Skilled, 150 Unskilled) so as to operate efficiently. The estimated cost of the machinery and equipment needed to manufacture the parts is around $2 Million and this requirement was met by the government by equipping them with government owned equipment under a contract.