Maitland Motors Case 's Analysis

According to the book assigned to this finance course, the average customer can expect to pay 1%-2% points above prime. Paying the prime rate is only given to the banks most creditworthy customers. Right now the Harrods are paying the average rate for the average

I feel that this case was somewhat representative of what was discussed in the textbook. The forensics aspects of this case were generally different from the impression of forensics I received from reading the textbook. Despite this fact, I feel that the investigative techniques of this case were similar to what was discussed in the textbook, as well as what has been discussed during lecture.

As the VP of Sales for Excalibur I am required to negotiate with Knight Engines Inc to come to an agreement for a rush order of 8000 pistons within two weeks. It is in my personal interests to deliver a substantial profit to Excalibur for the benefit of shareholders. However, negotiating a deal with Knight may be the only chance for Excalibur to avoid a major loss in this quarter. Consequently, I aim to secure a profitable contract but am willing to trade current profit for future gain.

The centralised organisational structure at Company K was primarily responsible for the issue that involved Dylan and the contract in various ways. Through the centralised organisational structure, decisions within the organisation run from the top to the bottom hence the Canadian branches in both Toronto and Vancouver unable to make decisions on their own but rely on instructions from Japan. Thus, all business activities had to be based on the headquarters in Japan for decision making. Therefore, the branch and operational managers in the respective Canadian and US branches lacked the autonomy to make decisions on their own. The lack of autonomy to make decisions was the primary reason that made Dylan on the contract issue.

"Generally, a plaintiff seeking to pierce the corporate veil must show that complete domination ' was exercised over a corporation with respect to the transaction attacked, ' and that such domination was used to commit a fraud or wrong against the plaintiff which resulted in plaintiff’s injury '" (Williams v Lovell Safety Mgt. Co., LLC, 71 AD3d

However, Candace was very skilled and duplicitous during the negotiation. While at no point did Candace lie to me. She did make the full entirety of Absentia’s plans for the property. It was later revealed to me, after the formal negotiation, that Absentia planned to develop a high-rise hotel directly behind the Bullard House. This is completely unacceptable to my constituents, however, the deal was already agreed upon by the time I was informed. Candace used the questionable negotiation strategy of deception to ensure she received a favorable deal. She knowingly withheld information that would have impact the terms of our deal. For her, the deal was a success. However, I am left feeling mislead. When I would question her about the types of commercial development that her constitutes sought to pursue, she would make vague references to tasteful additions within the property. The lack of effective question is a failure of mine. I should have begun to ask probing questions, as Lewicki suggests, when I realized that she was not fully disclosing information. Instead I allowed the ambiguous answers to be the basis of my decision

This review will address several issues associated with the legal, business, and ethics related with the case. First, it will address the legality of the case by reviewing the difference between a written and oral contract, and the results of recovering fees. Next, this review will analyze the business effect of the case as it relates to the monetary bottom line and Chuckrow’s attempt to protect his profits. Subsequently, it will highlight the unethical behavior of Chuckrow and its potential effects on future subcontractors’ trust in

The strategic design lens assumes organizations are deliberate, goal-achieving entities (Ancona, Kochan, Scully, Van Maanen, & Westney, 2005: M-2, 10). In this view, managers can achieve organizational goals by understanding the fundamentals of design and fitting design to strategy, as well as to the larger organizational environment (Ancona et al., 2005: M-2, 12). In this paper, I discuss the five major elements of strategy – environmental fit, strategic intent, strategic grouping, strategic linking, and alignment – and identify two specific elements as causes of the problems Dynacorp is experiencing with its redesign. These elements are strategic linking and alignment.

The amount of extra sales that would be required to cover this cost of 300,000 would be

A potential problem with this strategy is with a large, non targeted marketing push, 75% of audience the company would be targeting is not purchasing paint. Based on the company’s standard of recovering the costs within a year, if the company doubles its advertising costs, sales should show a significant increase and there is no guarantee of this.

This case explores the operating exposure of Jaguar PLC in 1984, just as the government is about to relinquish control and take the company public via an IPO. The primary concern of the CFO is that Jaguar sells over 50% of its cars in the US, while its production costs and factories are U.K.-based. This currency mismatch creates operating exposure for the firm that needs to be hedged.

Bruce Maitland owns Maitland Motors, a Ford/Lincoln-Mercury dealership in Twin Cities. It is the year of 1984 and the business is running very good thanks to important leases deals with Wisconsin-National, Inc. for the last 4 years. Bruce Maitland was able to start business with this well established corporation by becoming friend of Chuck Harper; a successful manager that with the past of time advanced through the corporation reaching top executive level which benefited Maitland Motors as well. Bruce Maitland provided personal favors to Chuck Harper and his successors within the path of Chuck’s career to be able to keep them happy and keep his business running

Hartley Electronics Ltd is a well-established company that has been trading since 1977. It has a good technical, financial and marketing section, but its human resources have been neglected, which has led to some problems within the company.

Honicker Corporation is a USA based, successful dashboard manufacturer. It has opportunities for international expansion, but due to the ultraconservative culture it did not happened until they faced a change in management in 2009. Honicker was a rich company, and to expand, they took the short road and acquired four companies around the world: Alpha, Beta, Gamma, and Delta. There were two commonalities among these companies: they serviced mainly in their own geographical area, and senior management knew their geographical culture and hold good reputation with their stakeholders.

The subject matter of the case is presented as a negotiation between a real estate developer, Hawkins, and a possible anchor tenant, Discount Marketplace. Both parties are represented by professional negotiators: Myra Hart is representing the Hawkins Company and Genia is representing the Discount Marketplace.