O-Fold Case Study

II. Business Model and Strategic Plan Part I: Existing Business or New Business Division; Vision, Mission, and Value Proposition ………………………………6

When a certain point is reached regarding a company’s success, a set of different opportunities arise and partnerships may unfold. However, with every possible strategy available, risks and benefits also come into play; without discarding any of them beforehand, every option is a strong candidate until a final decision is made. In this case study we will analyze the current business strategy pertaining

The suggestion to the firm is to divest those businesses where in the cash flow and net present value even after a span of 5 years being completed is negative and preserve only the packaging division and focus on it. This should be the grand

Discuss the strategic decisions that firms in this sector may be facing. What future strategies can firms pursue to try to secure their competitive advantage and long term survival?

1. What types of decisions must Chad Thomas make daily for his company’s operations to run effectively? Over the long run?

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.

3. Hire a few more software engineer talents to strengthen RLK’s long-term in-house capabilities and transfer a few of his R&D leaders to

Big business versus small business has been an issue since business started. Small businesses need to have a solid structure and a large backing of consumers to survive against big business. Josh Novak had a successful model for Glow-Foods and International Food Group (IFG) saw that. They were so impressed with his IT plan at Glow-Foods, they offered him a job at their IT office with a team to help their demographic. Josh was excited yet hesitant as he knew IFG was

Instead, focus on promoting authentic O content. Instead of brand awareness, focus on generating interest in specific products.

Over 30 divestitures in under 20 years in efforts to only keep business that would continue to add value

Dish Network Corporation is an American organization that specializes in offering direct satellite service providers. The company has for a long time served many Americans through their interactive television services, satellite internet access, satellite television and audio programming among others. However much Dish Corporation is in business with a large number of subscribers, it is faced with a myriad of competition from rival firms that offer the same services. The firms that rival Dish Corporation include Comcast Corporation, Time Warner Cable Enterprise and Directv Group holdings. As of the year 2016, Dish Corporation has had more than 13 million subscribers who access their services. For a large organization such as Dish, concrete strategies are required to push rival firms out of business. This essay will center its focus on the key strategies that Dish has adopted over the years to remain in business and at the same time gain competitive advantage.

Recapitalization seems to be the best alternative discussed in the case, mainly because of the underlying 39% IRR (discussed below). There are chances to expand the pie (through consolidation and/or operational improvement) and sell it at a higher price, taking the advantage of the potential market pick-up in 2003. Two potential risks are that the higher price is not guaranteed and that there is low interest from financial buyers and no powerful strategic buyer, future selling negotiations may take time again.

There are several alternatives to solve the issue of Alex’s inability to lead and direct his team. The most extreme would be for Landon to take away Alex’s leadership position and use his talent as a regular member of a product team. Regarding this solution, Sam Glass hired Alex for his ability to shake things up and get things done. Therefore, this solution is not the best option, as he may become unhappy and leave to work for one of Alex’s present peers/competitors.

4. How should he implement your recommended option? What are the implications for P&G’s new post-O2005 organization? What support and/or resistance do you

He sent a member of his staff to each of the firms locations on a regular basis to hold office hours, answer questions and provide counseling.