Yellowtail Marine, Inc

Upon review of the information provided, it is clear that a vision set forth by Upper management, President and CEO Edgar Bronfman, Jr. had not been implemented and there is much work that needs to be completed to fulfill his legacy. Bronfman’s statement was clear and concise with a vision to be sought after no matter the cost. His vision, according to Jick & Peiperl, 2011 is for Seagram’s to be the “best managed beverage company” (p. 255). Bronfman had an idea/image of how he wanted Seagram’s to be viewed by the world and its employees. His vision offered a baseline for all employees to follow which in turn offers a one company initiative. Offering this baseline for the corporation leaves no chance for deviation from the cause. This company with deep roots in diversity and was losing ground due to changes in the new ideas of sobriety, increases in taxes on liquor, the 1990s recession, increased government regulation and social criticism (Jick & Peiperl, 2011). To define this project is to give direction and purpose to Bronfman’s word by backing them with actual progress towards his vision. This vision for Seagram’s is to not be confused with the need of the newly acquired MCA Corporation. This company should have its own visions and values.

The Yellowtail Marine, Inc. case combines corporate and industry data with an "in-basket" exercise. It focuses attention on the difficulties of Robyn Gilcrist – the newly appointed President – to efficiently managing the company’s daily operations while at the same time developing a corporate strategy. Robyn Gilcrist has taken over as CEO a few days after the death of Olaf Gunerson, Yellowtail’s founder and former owner. Therefore, there was no proper hand-over for Gilcrist.

The Yellowtail Marine, Inc. case combines corporate and industry data with an "in-basket" exercise. It focuses attention on the difficulties of Robyn Gilcrist – the newly appointed President – to efficiently managing the company’s daily operations while at the same time developing a corporate strategy. Robyn Gilcrist has taken over as CEO a few days after the death of Olaf Gunerson, Yellowtail’s founder and former owner. Therefore, there was no proper hand-over for Gilcrist.

like this: Narragansett maintains data on the average annual usage and cost of each item. Based on

The maritime industry is vast, and requires a great deal of workers. Currently “the typical maritime worker is about 55.” This means that the maritime workforce is retiring. Companies are starting to scrambling

(NSY) had been providing parts and services to the Mega-Yacht Industry since receiving their initial seed capital in 2000. The Mega-Yacht industry provided an attractive opportunity for NSY. Although the industry was small by comparison, serving only 10,000 vessels, it generated in excess of $1 billion in economic activity annually, divvied amongst the new build, and maintenance, refit and repair business sectors (Mark & Mitchell, 2003, p. 48). The industry’s supporting cast included captains and crews, owners, management companies, procurement agents, yacht builders and repair entities, brokers, and local husbanding agents. Although unknown to the firm at its inception, consultants in 2002 forecasted the mega-yacht industry would see annual growth of 6%, with the potential for even better numbers in the short-term (Mark & Mitchell, 2003, p. 48).

JOHN. “Oh no, they announced it, but they haven’t signed. Do you see? “At any moment…”

Pam Johnson expressed to me her commitment to help us find viable and effective solutions to reduce the administrative work. She shared to me that she is reviewing counselor’s processes, request for documents, notices, workflows, tasks completed in each field office. Folks, most of the work we do, we have been doing it the same way since ORM began. Lynne has been telling me this for quite some time and Pam confirmed it. What this means is that some of the work we do today, it may/may not be obsolete based on our current world of work. She (Pam) is very interested in your “Director’s Notice” pilot program

2 A letter from our group chief executive / 4 How BP is changing 6 Gulf of Mexico oil spill / 14 How we operate / 22 Energy future 30 Safety / 34 Environment / 38 Society

But as everyone knows, the higher you get the harder is to keep your position there; and this apply to Maersk line as well. The company’s first concern is working on its market share as this started to decrease. As a reaction to this, Maersk focused its strategy into acquiring new business, and here could be mention the latest acquisition of Hamburg Sud, a German container operator. And this doesn’t stop here, as the company is in a continuous strategic improvement, being very aware of the threat coming from its

The Pacific Oil Company went into negotiations with Reliant Manufacturing, and its goal was to sign a new long-term agreement. Pacific assumed that the new contract would be signed with no major obstacles, and that the principal point of negotiation would be price. Jean Fontaine, who is the marketing vice president for Pacific, went into a negotiation process with Reliant. Fontaine started the process three years before Reliant Manufacturing’s current contract was up, hoping to best his competition by offering Reliant a lower price and getting them to agree to a five year contract extension. Fontaine did not adequately research his

In this memo, I will discuss Nora’s communication skills, and strategies she could have used to handle her situation in a more professional manner. By assessing her communication skills, and looking over her options, I can provide my ideas for better way to solve her problem. To finish, I will express my closing thoughts.

In the second week of June, 1988, executives at BW/IP International, Inc. were assembling materials for a presentation they would make to their bankers on June 15. They recently had agreed to acquire United Centrifugal Pumps (UCP) for $18.5 million. UCP 's product line complemented BW/IP 's extremely well and the managers of BW/IP 's pump division were eager to combine the two. Nevertheless, BW/IP 's bank lenders were expected to be somewhat less sanguine. Only a year ago, in May 1987, they had lent $131 million to finance a $235 million leveraged buyout (LBO) of the company. BW/IP had performed according to expectations since then, but it still carried total

Taking a look into Merbatty’s key personnel, each individual brings a level of competitive advantage. For example, Henri Gaston (Chief Executive) who has worked for major overseas rival brings ideas of how another big company operates, and that is but one example of the connections the key personnel have with the boating global

Ashley Swenson, Chief Financial Officer of Gainesboro Machine Tools Corporation had to submit a recommendation to the board of directors regarding the company’s dividend