Please see the atttachment and answer the questions 1. As of May 2018, what challenges had PT faced in recent years? Assess the factors in the internal and external environment that led to those challenges? 2. Analyze the industry competition conditions that PT faced. Identify the key external factors that affected PT’s strategic decision
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Please see the atttachment and answer the questions
1. As of May 2018, what challenges had PT faced in recent years? Assess the factors in
the internal and external environment that led to those challenges?
2. Analyze the industry competition conditions that PT faced. Identify the key external
factors that affected PT’s strategic decision
Step by step
Solved in 6 steps
3. Develop a SWOT Analysis for PT to help King develop his strategy. Indicate how
each of elements from the four (4)components from your SWOT, can be used to
enhance PT’s competitive advantage. Each component of your SWO must have at
least three (3) elements
4. If you were Phillip King, chairman of PT, what recommendations – at least four
(4), would you make to improve company performance and address the
challenges you outlined in question 1. Provide clear justifications for your
reasons .
- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
- Case study : Unilever Wall's Ice Cream in Vietnam In April 1996, whers first proposal to set up a partnership with the "Vietnam Milk Corporation" to construct a factory was refused by Vinamilk (the govemmental dairy producing corporation), Unilever received approval from the Ministry of Planning and Investment for a US$22 million to set up its own factory to produce and sell Wall's ice cream in Vietnam. Since economic improvements had begun to increase people's incomes in the early 1990s, ice cream sales in Vietnam's cities had been on the rise. The plant, scheduled to open in early 1997, was to be situated in Cu Chi district, 35 kms north west of Ho Chi Minh City, close to the popular tourist attraction of the Cu Chi tunnels and in an industrial zone attracting an increasing number of foreign investors seeking to avoid high land and labor costs in the city. The factory was to be equipped with the latest production technology and designed to have an initial capacity of some 12…Case study: DanTronics is a high street electronics outlet based in Stevenage, Hertfordshire for which you are the Human Resources Manager. It sells electric domestic goods such as TVs, Washing Machines, Fridges and Computers and belongs to a larger chain that has forty-three other stores around England and Wales. Unfortunately, in 2020 and early 2021 demand was hit hard by Covid-19 and national lockdown as people could no longer purchase in-store. DanTronics sought to expand its online sales department in response, but simply could not keep up. The company had never specialised on online or telephone sales before and although some of the existing staff at the branch were retrained to deal with these, some became demotivated and left, whilst others struggled to adapt for different reasons. A recruitment process is underway to fill some of these vacancies. Sadly DanTronics lost a lot of business to Amazon, Ebay and other rivals. There are 86 workers employed at the store. The majority…Case Study: JCB in India In 1979, JCB, the large British manufacturer of construction equipment, entered into a joint venture with Escorts, an Indian engineering conglomerate, to manufacture backhoe loaders for sale in India. Escorts held a majority 60 percent stake in the venture and JCB 40 percent. The joint venture was a first for JCB, which historically had exported as much as two-thirds of its production from Britain to a wide range of nations. However, high tariff barriers made direct exports to India very challenging. JCB would probably have preferred to go it alone in India, but government regulations at the time required foreign investors to create joint ventures with local companies. JCB believed the Indian construction market was ripe for growth and could become very large. The company’s managers believed it was better to get a foothold in the nation, thereby gaining an advantage over global competitors, rather than wait until the growth potential was realized. Twenty years…
- Case Study: JCB in India In 1979, JCB, the large British manufacturer of construction equipment, entered into a joint venture with Escorts, an Indian engineering conglomerate, to manufacture backhoe loaders for sale in India. Escorts held a majority 60 percent stake in the venture and JCB 40 percent. The joint venture was a first for JCB, which historically had exported as much as two-thirds of its production from Britain to a wide range of nations. However, high tariff barriers made direct exports to India very challenging. JCB would probably have preferred to go it alone in India, but government regulations at the time required foreign investors to create joint ventures with local companies. JCB believed the Indian construction market was ripe for growth and could become very large. The company’s managers believed it was better to get a foothold in the nation, thereby gaining an advantage over global competitors, rather than wait until the growth potential was realized. Twenty years…Case study Why Have Starbucks Failed in Australia but Succeeded In China? By Lukashevich, S., May 2021 Failure in Australia Starbucks first store in Australia opened in July of 2000, not long after their successful expansion to China. Executives were confident in their decision to expand further, but it diminished in 2008 with the closure of the majority of their stores. Starbucks’s expansion into Australia clearly did not succeed like their other expansions to other developed countries had. This could be explained due to three reasons: advanced local coffee culture, the pace of expansion, and lack of effort to adapt (like they did in China) When Starbucks entered Australia, they expanded at an extremely fast pace and by 2008 they had opened 90 stores. However, such speed “grew faster than its popularity” as it ultimately resulted in a loss of $105 million in the first seven years. Given the fact that Australia has always had a strong and large coffee drinking culture, Starbucks should…Case Study: In May 2011, Microsoft announced it would be purchasing the Luxemburg-based internet communications company Skype in an all-cash deal worth $8.5 billion.The acquisition was the largest in Microsoft’s history. Skype had been purchased by eBay in 2005 for $3.1 billion, but eBay took a $1.4 billion accounting charge in 2007 after the acquisition failed to realize hoped-for synergies. In 2009, eBay sold a 70 percent stake in Skype to a group of investors led by the U.S. private equity firm Silver Lake Partners. The sale to Silver Lake valued Skype at $2.75 billion. Many observers were surprised that only 18 months later Microsoft was prepared to pay $8.5 billion. Microsoft’s stated goal was to integrate Skype’s voice and video communications offerings into Microsoft’s suite of products, in order to bolster sales of those products and make Microsoft more relevant in the age of digital devices, mobile communications, and cloud computing. To finance the acquisition, Microsoft used…
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