Essay Vermont Teddy Bear Case Analysis

1)Which “management assertions” were relevant to Paragon’s construction projects? Describe an audit procedure that Arthur Anderson could have employed to corroborate that assertion for each.

Vermont Teddy Bear was founded by John Sortino, who began selling plush bears from a mall kiosk in Burlington and a few years later turned the company into a multi-million dollar business. Throughout the years, VTB has had some major successes, such as the implementation of its ‘Bear-Gram’ service, which allows customers to call a toll-free number and order a personalized bear. In addition, VTB has expanded beyond teddy bears and into other successful managed brands like flower delivery and clothing (pajamas). However, the company has also faced some adversity after going public including off-seasonal jams, partnership failures (Zany Brain), and a rise in competitors, which has reflected in VTB’s overall market share. Since then VTB has repurchased its stock.

Victoria’s Secret is a retail store, which offers a wide range of lingerie, beauty products, clothes and accessories. Victoria’s Secret is owned and run by the Limited Brands Company. It accounts for more than 50% of Limited Brands’ corporate profits. Victoria’s Secret owns more than 1000 stores all over the United States. It is the most popular brand of lingerie in the US.

V.F. Corporation (VF) designs, manufactures, distributes and markets lifestyle apparel, footwear, and accessories. The company offers jeanswear, outdoor and action sports clothing, imagewear, sportswear and contemporary brands. The company markets its products under famous brands namely, the North Face, Wrangler, Timberland, Vans, Lee, and Nautica, among others. It sells its products to specialty stores, department stores, national chains and mass merchants, as well as through direct-to-consumer channel consisting of VF operated stores and internet sites.

There is an opportunity for upgrading the technology in the IT infrastructure as a result of the extensive research and development investment that the organization is considering. AEnergy has such a unique product, that there is little in

upgrade its IT infrastructure to ensure it is capable of handling the requirements of the

Although Vermont Teddy Bear is a company with a rich track record in the business of "last-minute gifts", its mission statement lacked its basic goals and philosophies that aim to shape its strategic posture.

Vermont Teddy Bear (VTB) has been found by John Sortino in 1981. This company has served as a gift delivery service with three main product lines: Bears (plush toys), PajamaGrams (apparel), and Calyx Flowers (gifts). All gift orders are made via four different channels (retail store, mail, phone, web order), each channel supported by different software. First, VTB’s customers design bears by selecting the colors and outfits from a menu of options.

In 2005, the Vermont Teddy Bear Company produced a controversial bear for the Valentine holiday. The bear that was made was called “Crazy for You” and wore a straitjacket. It became an issue when the company was confronted for offending the mentally ill. After the problem became apparent to the organization, it responded by saying that it would continue selling the toy until the inventory was empty. It was put out for the public in January and was sold out by February 3. The ethical issue in this case is whether or not Vermont Teddy Bear Company handled the situation ethically correct.

The LLC board of directors requested a comprehensive report of requirements including an examination of major procedures. Requirements were acknowledged by conducting workshops and meetings with the most substantial platform users. In order to identify strategic areas for potential upgrading, flow charts were developed to explain the municipal ITC platform structure. Suppliers were asked to give precise instructions as to how these requirements would be met and responsiveness was a key consideration for the issuance of contracts. In addition to responsiveness, stability, longevity within the industry, technical capacity, track record, future business objectives and cost were also important considerations. Risk management concerns were key as well and strategic plans for managing risk were included as part of the whole strategic initiative. In addition to considering current risk management issues, proper consideration was given to being every vigilant with regard to future risk.

to be the same as the division’s existing business. However, to enter the clothing industry could be a

Victoria Secret was founded in by Roy Raymond, and his wife Gaye, in San Francisco, California, on June 12, 1977. The company got its start when Roy Raymond was trying to shop for lingerie for his wife. He’d gone to a department store to make his purchase, only to find himself deeply uncomfortable and made even more so by saleswomen scrutinizing his presence there. “When I tried to buy lingerie for my wife,” Raymond told Newsweek in 1981, “I was faced with racks of terry-cloth robes and ugly floral-print nylon nightgowns, and I always had the feeling the department-store saleswomen thought I was an unwelcome intruder.” Raymond saw an opportunity in his discomfort and in 1977 borrowed $80,000 to open Victoria’s Secret as a store designed originally to make men comfortable when buying lingerie for their wives.

The partnership at Hefty Hardware between IT and the business is not effective. One of the core problems faced by Hefty Hardware was the lack of a productive, working relationship between the company’s IT and business divisions. The four building blocks needed for a foundation on which a solid relationship could be constructed; competence, credibility, interpersonal interactions, and trust, were not present between the two divisions (McKeen & Smith, 2012). The business division felt IT lacked competence when dealing with business needs, demonstrated by the IT department not having knowledge of Hefty Hardware’s basic business concerns, goals or processes.

This portfolio focus on what I have learned during the whole IT Strategy and Control paper, a critical reflection of this paper would be provided. This reflection includes the key points, support reference and the demonstration of my own understanding about the paper itself and all of my personal understandings are based on the learning outcome of this paper. In the first part of this portfolio, I would discuss all the key IT Operations Management framework which have been introduced in the paper, the analysis of the processes based on my own understanding would be given. In the second part, analyze processes required for aligning IT infrastructure and operations with the business goals of an organization would be talked about, and I would focus a business organization which has been mentioned in the caselets as a sample. In the third part, some critical evaluate operational IT organizations and their processes against the studied models would be listed and analyzed. In the last part, the recommendations and analysis of my own would be given against those organizations (caselets) which have some problems and current issues arising from the implementation of the IT framework.

VF Corporation is an American apparel and footwear company, with worldwide presence in over 170 countries. Currently, VF Corporation has more than thirty iconic brands that are categorized into 5 platforms within the corporate portfolio. These platforms range from outdoor sports wear to contemporary brands, and platforms in between. VF Corporation boasts that they are “highly diversified across brands, products, distribution channels and geographies” (VF Corporation, 2016). They currently are known as being “the industry’s most efficient and complex supply chain, which spans multiple geographies, product categories and distribution channels (VF Corporation, 2017).