3. What are your solutions and recommendations? Case 5. KUNDIMAN COMMUNICATIONS CORPORATION: Mr. LonelyThe Kundiman Communications Corporation (KCC) is a local company with morethan 2,000 persons in its payroll. The company's top management is composed of thePresident, the Vice President for Marketing, the Vice President for Operations, and theVice President for Administration. A member of the staff, Engineer Lorenzo de Guzman,an electronics engineering graduate, has just received an order from his immediatesuperior, the VP for Operations, to head the newly built telecommunication facility inAntipolo, Rizal.onlySocompany personnel identified with the new facility. He was given three months to makethe facilityoperational.Engineer De Guzman appraised that for the Antipolo unit tooperate, it will require the services of a number of persons skilled inthe variousactivities that will be under taken. As he has been working with KCC for ten years(fiveyears in the field and five years in the head office), Engineer De Guzman is familiar withmany aspects of the firmis operation.far,heistheSome supervisors and three of the key officers are his friends. Engineer deGuzman felt that the various trainings KCC provided him had really prepared him wellfor the technical aspects of his new job. His exposure to the different units at the headoffice will also be useful in some ways to the administrative aspects of his position.However, his trainings and experiences have not provided him with the expertise torecruit qualified persons to occupy the various positions that will be created. To beginwith, he does not even have information on the number and nature of the positions to becreated. As he was expecting the building in Antipolo where he will hold office, Engineerde Guzman wondered if he could convince top management to transfer some of hisacquaintances in the head office to his newassignment.Engineer de Guzman knows his next promotion will depend much I the success ofthe new facility under his direction. He thought that if he could only get the rightpersons, his job would not be too difficult. With this in mind, he pondered on what hisfirst move must be

For all businesses, its human resource is the most significant part of the business as every…

Answered: What are your solutions and…

Principles Of Marketing

17th Edition

ISBN:9780134492513

Author:Kotler, Philip, Armstrong, Gary (gary M.)

Publisher:Kotler, Philip, Armstrong, Gary (gary M.)

Chapter1: Marketing: Creating Customer Value And Engagement

Section: Chapter Questions

Problem 1.1DQ

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Case 1: Team buildingMr Abu has set up a Limited Liability company as a retail business. He employed aManaging Director to manage the affairs of the business. The MD then opened variousvacancies and employed several subordinates into the company to work under himTwo years down the line, The MD resigned from the company and one of the employeeswas promoted as the New MD. During the First MD regime, Sales staffs were meetingtheir targets over and above expectations but as soon as the New MD assumed hisposition two Sales staffs resigned and hence sales within the first term of his office fella. What type of people do you think he employed?b. What challenges do you think the new MD will face?c. What should the new MD do?d. As a staff in the company, what will you feel or think?e. What type of leader is the new MD?
Case 1:Expired Gravy Mang Juan's fast-food chain has been known in the business not only for its great tasting food and excellent service but also for its clean and prepared dishes.One day,Emong,a service crew of Mang Juan's Makati branch was preparing the gravy.He was unaware that the starch he used was already expired.He only noticed it after some time and the gravy had already been served to som customers.Knowing that it might cause harm to the customer's,he immediately told Mr.Bartolome,the branch manager about it.It so happen that Mr.Bartolome told Emong not to tell anyone about it since no one is complaining. Questions: 1.What is the moral issue in the case? 2.If you were Emong,what are you going to do?
Case 1: Andrew Jacobs & Company Andrew Jacobs and Company employs approximately 280 people in the manufacture of add-on appliances for residential heating and air conditioning units. The company began 15 years ago, producing a home humidifier, and has since expanded into dehumidifiers and air purifiers. It currently produces 30 different models, but because of heavy competition, engineering changes are constantly taking place and the product line is often changing . Each model is made up of between 40 and several hundred different parts, which range from purchased nuts and bolts and prefabricated subassemblies to internally manufactured components . Antrew Jacobs purchases over 2500 parts and manufactures over 1000 parts and assemblies af its own. Many of the parts are used in several different models, and some parts such as nuts and bolts - are used in over 75 percent of the finished products. The finished goods inventory is kept relatively small. Sales are forecast on a…
CASE 2. Returning Unspent Money Jerome is running Children's Joy Foundation, Inc. to help street children. He receives a government grant of one million pesos for a project to teach out-of-school youths who live in the streets of their city. A year passes, Jerome managed to utilize only Php 500,000 from the grant. Despite his best efforts, he couldn’t convince many poor children or their families to join his program. As per the grant rules, Jerome has to return all the unspent money back to the government by the end of March 31st. But his colleague Raniel says: “If we honestly return the remaining Php 500,000 from the grant, the government officials may think that we are amateurs and ineffective in running the foundation, and they may substantially reduce our grant next year or even worse, they may not give us any project in the future. We should ask for the help of our chief accountant to manipulate our account books and reflect that majority of the grant was utilized for education.…
CASE NUMBER 2: GOLDEN VALLEY FOODS, INC. It is 2012, and Neal Middleton, newly elected president of Golden Valley Food, Inc., Faces a severe decline in profits. Golden Valley Food, Inc., is a 127-year old California –based food processor. Its multiproduct lines are widely accepted under the Golden Valley Food brand. The company and its subsidiaries prepare, package, and sell canned and frozen foods, including fruits, vegetables, pickles, and condiments. Golden Valley Foods, which operates more than 30 processing plants in the United States, is one of the larger U.S food processor-with annual sales of about $650 million. Until 2012, Golden Valley Foods was a subsidiary of a major Midwestern food processor, and many of the present managers came from the parent company. Golden Valley Foods last president recently said: The influence of our old percent company is still with us. As long as new products look like they will increase the company’s sales volume, they are introduced.…
Case 11-A: Distribution at Hewlett-PackardEven well-managed organizations don’t always work as efficiently and effectively as management would like. At Hewlett-Packard (HP), billions of dollars of products—from computers and diagnostic devices to toner cartridges—are shipped each year. Customer orders come in twenty-four hours a day, 365 days a year. Nearly 16,000 different products are requested daily and must be shipped from six different warehouses—often located thirty or more miles apart. It often takes weeks to get the products into the customer’s hand. This is a serious problem with customers who have contracts with HP stating that deliveries are to be made in four hours or less. That means that from the time a customer calls the HP customer service line, they should have their replacement part and be back in operation within four hours—irrespective of where the customer is located! One characteristic that distinguishes an outstanding organization is its ability to know when…
Case 11-A: Distribution at Hewlett-PackardEven well-managed organizations don’t always work as efficiently and effectively as management would like. At Hewlett-Packard (HP), billions of dollars of products—from computers and diagnostic devices to toner cartridges—are shipped each year. Customer orders come in twenty-four hours a day, 365 days a year. Nearly 16,000 different products are requested daily and must be shipped from six different warehouses—often located thirty or more miles apart. It often takes weeks to get the products into the customer’s hand. This is a serious problem with customers who have contracts with HP stating that deliveries are to be made in four hours or less. That means that from the time a customer calls the HP customer service line, they should have their replacement part and be back in operation within four hours—irrespective of where the customer is located! One characteristic that distinguishes an outstanding organization is its ability to know when…
Case 11-A: Distribution at Hewlett-PackardEven well-managed organizations don’t always work as efficiently and effectively as management would like. At Hewlett-Packard (HP), billions of dollars of products—from computers and diagnostic devices to toner cartridges—are shipped each year. Customer orders come in twenty-four hours a day, 365 days a year. Nearly 16,000 different products are requested daily and must be shipped from six different warehouses—often located thirty or more miles apart. It often takes weeks to get the products into the customer’s hand. This is a serious problem with customers who have contracts with HP stating that deliveries are to be made in four hours or less. That means that from the time a customer calls the HP customer service line, they should have their replacement part and be back in operation within four hours—irrespective of where the customer is located! One characteristic that distinguishes an outstanding organization is its ability to know when…
Case 10.4. The Housing Allowance Wilson Mutambara grew up in the slums outside Stanley, capital of the sub-Saharan African country of Rambia.* Through talent, hard work, and luck he made it through secondary school and won a scholarship to study in the United States. He eventually received an MBA and went to work for NewCom, a cellular telephone service. After three years in the company’s Atlanta office, Wilson was given an opportunity to return to Rambia, where NewCom was setting up a local cellular service. Eager to be home, Wilson Mutambara couldn’t say yes fast enough. NewCom provides its employees in Rambia with a monthly allowance of up to $2,000 for rent, utilities, and servants. By Western standards, most of the housing in Stanley is poor quality, and many of its neighborhoods are unsafe. By providing the allowance, NewCom’s intention is to see that its employees live in areas that are safe and convenient and that they live in a style that is appropriate to the company’s…
Case 10.4. The Housing Allowance Wilson Mutambara grew up in the slums outside Stanley, capital of the sub-Saharan African country of Rambia.* Through talent, hard work, and luck he made it through secondary school and won a scholarship to study in the United States. He eventually received an MBA and went to work for NewCom, a cellular telephone service. After three years in the company’s Atlanta office, Wilson was given an opportunity to return to Rambia, where NewCom was setting up a local cellular service. Eager to be home, Wilson Mutambara couldn’t say yes fast enough. NewCom provides its employees in Rambia with a monthly allowance of up to $2,000 for rent, utilities, and servants. By Western standards, most of the housing in Stanley is poor quality, and many of its neighborhoods are unsafe. By providing the allowance, NewCom’s intention is to see that its employees live in areas that are safe and convenient and that they live in a style that is appropriate to the company’s…
CASE 3: A NEWLY HIRED EMPLOYEE STARTED HER WORK IN THE KITCHEN. AS SHE STATED, IT WAS HER SECOND DAY IN A CERTAIN RESTAURANT. THE NEWLY HIRED CREW HOPED SHE WOULD GET A LITTLE MORE TRAINING THAN SHE DID YESTERDAY. SHE WANTED TO DO A GOOD JOB, BUT THIS HER FIRST TIME TO WORK IN A RESTAURANT. IT WAS ANOTHER BUSY DAY AND NO ONE HAD TIME TO TEACH HER ABOUT SAFE FOOD HANDLING. NO TRAINING WAS EVEN CONDUCTED BEFORE SHE STARTED HER WORK. SHE WAS ASSIGNED TO PREPARE CHICKEN PIECES READY FOR THE CHEF TO USE INN TONIGHT’S BAKED CHICKEN SPECIAL; THE OTHER TO PREPARE SALAD INGREDIENTS INCLUDING LETTUCE, CELERY AND RAW CARROTS. WHEREIN THOSE TASKS SHE BARELY KNEW SHE COULD DO CORRECTLY. SHE JUST WIPED THE CUTTING BOARD THAT SHE HAD USED FOR THE CHICKEN THEN STARTED THE SALAD PREPARATION AND USED THE SAME CUTTING BOARD IN CUTTING THE BEGETABLES FOR SALAD. TWO DAYS LATER, THREE EMPLOYEES WHO HAD EATEN THE SALAD THE NEWLY HIRED HAD PREPARED BECAME SICK WITH WATERY DIARRHEA THAT LASTED ABOUT THREE…
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