Questions and Answers: Playskool Travel-Lite Crib Case Study

If you don’t know much about this issue you may assume it’s only a few products that participate in animal testing but in fact it is most of the products on the Walmart and Target shelves that you shop for. These are huge monopolized brands that are using animal testing for no other reason than because it’s the “default method” to test for safety (“About Animal Testing”, n.d.). There are three commonly used methods

It also affects our dealers and distributers as well. Other companies may be eyed for replacement of like products by our customers, costing us millions in revenue. At the same time, our customers are smart and believing in a company that ensures our products meet Federal and State guidelines for the safety of their kids may bring in millions more.

Hewlett Packard (HP) decided to produce 1.3-inch disk drives to become the market leader in a new market and increase HP’s revenue. Although the market for 1.3-inch disk drives was still unclear and still developing, HP decided to organize a special team to develop this new product. This group was multi-talented, with the best engineers from every department in the company. The group also had many priorities for the company. However, things didn’t develop as the Kittyhawk team expected. They failed to sell the new product to the customer they planned. Even though some new customers were interested in this

Kathryn McNeil’s was recently hired and her undertakings as an IBM product manager were complex and extensive. She dealt with the stream of stock for all IBM PCs across the nation, which arrived at the averaged to $40 million every month. To do this, she spoke with the IBM Corporate Headquarters Team regularly to place requests and ensure that each retail outlet had a six-week supply of PCs available. The procedure included arranging conveyance dates and guaranteeing that conveyed items met client details. When IBM reported another product, McNeil evaluated the plausible effect it would have on current items and decided the amount of the new change that ought to be bought. She additionally gave the Sayer administration staff with every day, week by week, and month to month examinations of the product offerings as reports and spreadsheets. At last, McNeil remained in near contact with the field delegates who sold the PCs at the different Sayer-claimed retail outlets all through the nation. She issued declarations to the field delegates when there was a change or an issue with an item, and her phone was an open line for any illustrative who had a question or consumer loyalty issue that required McNeil 's consideration. Her reports were dependably on time and sensibly elegantly composed, great

This memo is report about defective product being shipped. This memo also discusses how to handle the defective product and possibly saving Main Event Solution money without hurting customers. This memo also discusses the risk and reward for each situation.

Some other type of testing is required by the FDA when human subjects are need to prove the liability of a product. The FDA divides unapproved

CompuCo is attempting to move from a domestic producer to that of an international producer. In order to achieve this feat, the company must have an international focus in regards to its overall business operations. It is quite apparent from the case, that CompuCo does not have the will or desire to be proactive with its international subsidiaries. In order to achieve greater international success, Dr. Durand must first alter the company culture. First, all international subsidiaries should be treated as a primary business irrespective of their individual performance. It seems, through reading the case, that much more emphasis is placed on French product development and applications that is given to its international counterparts. This is a detriment to business as many of CompuCo's international customers have differing tastes and sentiments in regards to product offerings. The case cites numerous examples of this between both French and American consumers. French consumers, for example, like to read product manuals and prefer complexity over simplicity. Their American counterparts however prefer ease of use, and a simple design. The company was slow to discern these changes in consumer demands and elected instead to emphasize its French product design. This created consumer ill-will and

One thing that I noticed in my reading of the case is the lack of advertisement. Even though the company has a great reputation, they need to advertise in papers and other media channels. This will let future customers

In addition, better communication was required at time of design of LTM-1000 between marketing and ultimately our customers to first of all build what our customers wanted. Rather than creating a monster that was assumed was what our customers would buy. Second, should there existed an effective communication guidelines between finance, marketing and R&D at the time, we possibly could have convinced LTM 1000’s target customer to foot the bill for some of development and prototype costs. I am quite aware that LTM 1000 was on Brian’s Want-List which could not have been disregarded but with better consultation with other departments, it could have turned into a more sellable product rather than a successful crowd-magnet.

Customers expect safe and strong products, sold to an affordable and suitable selling price, otherwise they will refuse to buy it. The aim of big companies is to fulfil and exceed customers’ expectations and offer them quality products.

• Have open and honest communication with vendors concerning what is going good and bad with their products

Given the ambition that the company had, of introducing the new product, using the same equipment, this analysis proved a major setback. This is despite the fact that the Production Manager had hoped that the new product would

As the makers of children’s toys, Mattel has the ultimate responsibility to ensure that every toy is made within the tightest of safety standards. With the case of the Mattel toy recall, the company acted within the spectrum of their code of conduct that was titled Global Manufacturing Principles. Once the problem was identified, Mattel quickly addressed the issue, by automatically issuing the product recall and conducted a special investigation. The findings from the investigation led to other issues being found in Mattel toys. Once again, Mattel quickly responded with more product recalls, and a deeper investigation into the reasoning behind the faults. Through these actions Mattel did act in a socially responsible and ethical manner.

Moreover, the products were developed based on what the company believed the consumers wanted (O’Neill 2010). The group completely forgot one of the keys of success of every company, the customers and their needs.

In his report he discovered that the products with fewer non-conformities (high quality) were the ones that performed well after delivery to the customer. It was accepted by everyone but the challenge that came in front of Motorola executives was to develop a solution to tackle this problem.