Private Equity Investment

ERP Implementation in Hershey Foods Corporation can be a difficult, time-consuming, and expensive project for the company. The technology is tightly integrated and requires a commitment from all division. It can take years to complete and cost risks. Moreover, there is no guarantee of the outcome. If not properly planned for, the investment may drive Hershey out of business.

I see the ERP system implementation project as a development opportunity for me to become familiar with the practical and technical aspects of the software. Having a ‘Kolb’ learning style of Converging (doing and thinking – AC/AE), this would assist me with future problem solving and support aspects of the software.

I can confidently say that we had a winning strategy leading to a successful outcome. This is evident from the fact that we met the objectives that we laid out before the start of the negotiation. Also, I believe that the outcome was fair and satisfactory for both parties. Overall, we were well prepared for the negotiation. We planned the negotiation meticulously and worked it per the plan for the most part. All the team members were well prepared with the case details and understood their roles.

While this new agreement might be very beneficial for the management team to become successful once again, it may not be such a good alternative to the union or it members; for they might just consider it being impasse. Once an impasse has been determined, either party can then move forward by taking things into their own hands; by simply doing away with the impasse or dismissing it. By just taking the appropriate steps to overcome any differences between the two negotiating parties; by listening to

In general, ERP systems are designed to standardize information entry and create data storage for information sharing across the organization. There are numerous advantages of ERP but skeptics argued on the fact that these advantages can be also achieved by simplification and lean production methods. IT systems could be effective and reliable in the long run but at the same time there is an uncertainty about whether it will align with the concerned business process. For instance, the ERP system implemented at the Korey plant to replace MRP system failed. Though it met the requirements of individual unit and enabled employees with wide range of

The task to find out more information on the enterprise resource planning systems (ERP) an integrated systems package has been assigned to Beutler. The company has looked at the strengths and weaknesses of seven ERP packages they have been presented. Due to the high risk of using a Big Bang Approach, a high-risk project it was vital that the

ERPs are notoriously difficult and time consuming to install since they impact all areas of a business’s processes. Forty percent of all ERP installations are only completed partially and another twenty percent are complete failures resulting in a removal of the system (Yick, 2011). This leaves successful, complete, ERP implementations in the minority and NIBCO’s selection committee did not want to create additional opportunities to fail, especially with the data issues that were occurring with their legacy systems (Brown, DeHaynes, Hoffer, Martin, & Perkins, 2012).

The problem presented by Joseph-Armand Bombardier is the upcoming third round of ERP implementation in his organization. Even though a big improvement over the efficiency and success of execution between the first ERP round (Mirabel plant) and second round (Saint-Laurent plant), there is still room for improvement.

The shareholders agreement, company constitution and a range of supplier contracts, finance documents and government agreements are all closely negotiated and tightly interlinked with each other. As a result, it is near impossible to change these arrangements over the 20 to 50

In this critical analysis, I will review the failures of negotiation for a contract renewal between the TexasAgs Oil Company and Cousins Corporation. The key failures identified are: planning the negotiation, identifying BATNA, the role of mediator or alternative negotiator, power in negotiation and the intangibles of a negotiation. Thereafter I will review approaches adopted by both parties and present with a recommendation to the protagonist.

The aim of this negotiation plan is to negotiate on integrative bargaining overall strategy. The purpose is to resolve the issues and reach an agreement on the 5 remaining issues, as it has been ongoing for on numbers of meetings.

This case discusses Geneva Pharmaceuticals and the much needed ERP implementation within the organization. Geneva is one of the world’s largest generic drug manufacturers. Geneva needed new organization within the company to help better manage the over 200 SKUs in different size packages. Their old way of doing business caused confusion and errors resulting in setbacks and overall negatively affecting the company. Realizing this, management at Geneva searched for a new ERP system to implement to solve these issues. After weighing the pros and cons of two different ERP systems, Geneva decided on implementing BPCS in their branded drug divisions and the generics agreed to

In this paper I will attempt to discuss the ERP technology changes made by Hansen to both production and non-production functions of their business. I will also discuss how production and non-production effects are related to each other.

Private Equity (PE) investment is an asset class that is bought and sold in a privately negotiated transaction and is not publicly traded on a stock exchange. This investment is normally completed by private equity firm, venture capital firm, or an informal investor named business angel. They raise funds and invest it on behalf of their investors. There are four most well-known investment strategies, i.e. venture capital (VC), leveraged buy-out (LBO), mezzanine debt and distressed debt investments. It is distinguishable that VC usually targets the start-up firms while LBO purchases majority control in a developed and mature firm. The total global PE assets under management (AUM) in 2013 has climbed up to $3,466 billion, the highest value to date and has remained a steadily growth throughout the past 6 years after financial crisis (Appendix figure 1). This is partially attributed to a sharp decline of exit activity resulted from crisis, led to more capital calls, improved fundraising and thus expansion of AUM.

Personal investment is defined as an individual invest and manage their own financial instrument, such as, stocks, bonds, property and others. This personal investment is in aims of improve the liquidity and efficiency of the equity and capital of the individual. Basically, the individual investors have to develop their own investment plan and framework based on different characteristics of the individual investors. This is because the personal investment is very subjective, whereby it is totally based on the characteristics and the degree of risk tolerance of the individual investors. However, before investing into the financial instruments, the individual investors should develop an investment plan and strategy. This