The Tjx Companies Case Summary

For all responses to each assignment, provide the rationale for your answers and any assumptions that you are making.

The case involving Birch & Davis International, Inc., and Warren M. Christopher, the United States Secretary of State was decided on September 13th, 1993. The case involved procurement procedures conducted by the Agency of International Development (Open Jurist). The issue centered on exclusion of bids made by Birch & Davis International, Inc. Birch challenged the exclusion to the General Services Administration Board of Contract Appeals and they decided that the actions taken by the agency were fair. The case got to the Federal level when Birch appealed the decision by the board.

The possibility to become the manufacturer for one of the biggest retail chain in the field with 300 stores

Continue supplying traditional main products, but open a eye on potential new business partners, Based on the JMD success experiences , find out chance to enter Man`s sport T shirt manufacturing business markets.

NCB is a manufacturer and distributer of a wide range of office products. In Canada, NCB uses several distributers in different regions. One of the major distributers is Harrison Stationary and Office Supply LTD. Harrison had distributed NCB’S products for over 50 years and NCB was the largest supplier of Harrison. In January 2003 Harrison was acquired by the president of the company and four senior officers. Most of the acquisition cost was financed by bank loans. Since the acquisition, Harrison had difficulties to pay NCB for the goods and the account receivable reached to unacceptable level. In September 2005 the Harrison account was 156 days old and amounted to $ 4.4 million. In

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

Here I am, the defendant in court. The plaintiff, Mr. Johnson filed a lawsuit me of all sorts of misdemeanors against him. He is, rightly, accusing me of attempting to burgle his house, catching me with trying to steal his alarm clock from his counter. He let me go the first time, due to the fact that I was stealing the stupid clock because it would go off in the middle of the night for hours. However, he caught me committing larceny again after he found me trying to take his stereo. He was still forgiving but didn’t believe me when I told him it was because he played his music far too loud. But there are now torts ahead, I tried to commit robbery, breaking into his house in the middle of the night, and tying him to the nightstand, threatening

The TJX Company have a big quantity of competitors, the biggest rivals are Burlington Coat Factory, GAP, and Ross Stores, Bed Bath & Beyond, Winners, Target, Kohl’s, Macy’s, and JCPenney, but are still other companies that are considered competitors to the TJX Companies. Those mentioned before are the most dangerous in the current market.

Target Corporation uses an interesting capital-budgeting system. Projects are proposed using Capital Project Requests (CPRs) and must be approved before money can be spent. The level of approval needed depends on the amount being requested. For projects requiring less than $100K, lower management can approve, but anything above this amount goes to the Capital Expenditure Committee (CEC) which is comprised of 5 executive officers. For projects requiring greater than $50 million, the Board of Directors must approve.

TJX Companies consist of several apparel and home fashion stores in the United States, Canada and Europe. The organization continues to expand their brand in these three countries to keep up and hopefully, one day, monopolize their competition in the department store industry. TJX does well financially, such as profits and market share, compared to their competition and has achieved outstanding performance for several years in all the countries in which they operate. “Looking ahead, we see tremendous opportunities to bring value around dthe world. We believe our customer demographic one of the wisest in retail, and we are convinced we will continue to gain U.S. and international market share. To help retail our loyal customers and attract new ones, we’re planning even more aggressive marketing. We also plan to continue upgrading the shopping experience in our stores and offering new and exciting initiatives” (TJX n.p). TJX is a well rounded and diversified company focusing on apparel and clothing fashions. Their acquisitions have only furthered their growth in the market and with consumers globally.

CEO John McDonough decided on making acquisition of Calphalon and Rubbermaid, which influent shareholders’ confidence.

Pharmed First Inc. is a widely successful chain pharmaceutical company with 85 drugstores located in Canada’s Atlantic provinces. George Brenner is one of the 6 regional managers and Angela MacFee is a store manager in a mall located in Dartmouth. One of MacFee’s loyal customers have purchased 9 packages of Diet Magic on September 2011 however wanted to return them on May 2012. Subsequently, MacFee reacted hastily and defensively, arguing with Johnston in spite of Pharmed First Inc. return policy (Figure 1). As a result, Johnston wrote a letter to Frank Chen, the president of Pharmed First Inc. and told Brenner to deal with it. He proposed that the company gives Johnston a $500 voucher and that MacFee apologizes. However, MacFee remained inflexible as she also challenged Brenner’s authority.

Solectron Corporation is but another classic case of a company that benefited immensely from the dot.com boom, only to experience the pains of the bust as the dot.com companies went down in the early 2000s. From its humble beginnings in Milpitas, CA as a solar energy products manufacturer, Solectron grew to be a highly successful global supply chain integrator with revenues of $18.6 billion by 2001. From the time it was founded in 1977 through 2000, the company grew in leaps and bounds mainly through lateral acquisitions.

They are a small, local company that assumingly delivers quality products on time and at the convenience of their buyer’s needs. While their relationship with CJI appears to have been professional and successful, they will not be able to continue to supply CJI with all of their bilge pumps once the demand reaches 50 pumps monthly. This situation forces them to consider their options which are: to expand their production capabilities or maintain their current production levels and risk losing their business with CJI.

Next, you find that all of the salespeople are paid a straight salary, and all receive exactly the