The diagnosis of Nissan in 1999, and its survival plan. how Carlos Ghoson managed to turn the situation and rescued Nissan. with my personal comments and suggests.
The document discusses the strategic alliance between Renault and Nissan. It began in 1999 through a cross-shareholding agreement where Renault acquired a 36.6% stake in Nissan. The alliance was formed to gain economies of scale, share technologies and risks, and enter new markets. It combines Renault's strength in Europe and Latin America with Nissan's capabilities in Japan, North America, and Asia. Key to its success has been Carlos Ghosn's leadership and the creation of cross-functional teams between the companies to foster cooperation while maintaining separate brands and identities. The alliance is now the fourth largest automaker globally.
Renault-Nissan Strategic Alliance, Case AnalysisRamin Navvabpour
-An analytical approach to define Key Success Factors of the Renault-Nissan Strategic Alliance.
-Strategies, Goals, and achievements of Renault-Nissan Strategic Alliance
-How to eliminate distances in Renault-Nissan Strategic Alliance (the CAGE model)
Carlos Ghosn was tasked with turning around Nissan after years of losses. The document evaluates Ghosn's approaches, including how he addressed cultural issues between himself and Nissan's Japanese culture, as well as resistance to change. It describes the problems Nissan faced, Ghosn's background, differences between Japanese and Ghosn's culture around risk-taking and decision making. It also outlines Ghosn's efforts to communicate with managers, gain buy-in from employees, and address the underlying causes of resistance to change at Nissan through engagement, communication and addressing fears.
The document discusses the strategic alliance formed in 1999 between Renault and Nissan. It aimed to allow both companies to combine their strengths and address issues like market saturation in Europe and competition from Asian automakers. Key to the alliance's success has been balanced relationships between managers, preserving each company's autonomy, and achieving synergies while respecting their identities. Under the leadership of Carlos Ghosn, the alliance has become the third largest automaker globally and has significantly expanded both companies' presences in major markets worldwide.
This document analyzes the Renault-Nissan alliance from the perspective of advising Mitsubishi Motors on a potential partnership. It discusses the advantages and challenges of the alliance, which include shared vehicle platforms and components that reduce costs, while cultural and design differences create integration challenges. The alliance's success is attributed to Carlos Ghosn preserving each company's autonomy and identity through an equity partnership instead of a merger. His cross-cultural management strategies helped overcome cultural barriers between the French and Japanese companies. The document also briefly mentions billionaire investor Kerk Kerkorian's interest in GM potentially joining the alliance.
The document summarizes the strategic alliance formed in 1999 between Renault and Nissan, who were both facing challenges from increasing global competition and saturated markets. Nissan was $20 billion in debt and had issues with complacency and bureaucracy. Renault lacked international presence and a diverse product line. The alliance aimed to develop synergies while preserving autonomy, improve quality, and benefit from each other's strengths. Key goals achieved included becoming the third largest automaker with a 9% global market share and a significant presence worldwide.
This document provides an analysis of the automobile industry in Pakistan. It begins with an introduction to the history and development of the automobile industry in Pakistan. It then discusses the market structure, major assemblers, and does a PEST analysis and Porter's Five Forces analysis of the industry. Specific details on Toyota's operations, strengths, weaknesses, opportunities, and threats are analyzed through a SWOT analysis. Toyota's marketing mix of products, price, place, and promotion strategies are also outlined. The document concludes with recommendations for Toyota to continue strengthening its management platform and raising sales.
The document provides an agenda and overview of Renault-Nissan's external audit group presentation. The presentation covers: an introduction of Carlos Ghosn and his leadership of the companies; the objectives and goals of the Renault-Nissan alliance through SWOT and PESTEL analyses; current and past business models including value chain and Porter's 5 forces analyses; and current company performance. Key points include outlining Carlos Ghosn's career and role in turning around Nissan, the strategic benefits and objectives of the Renault-Nissan alliance, and analyses of the companies' business models and external environments.
The document discusses the strategic alliance between Renault and Nissan. It began in 1999 through a cross-shareholding agreement where Renault acquired a 36.6% stake in Nissan. The alliance was formed to gain economies of scale, share technologies and risks, and enter new markets. It combines Renault's strength in Europe and Latin America with Nissan's capabilities in Japan, North America, and Asia. Key to its success has been Carlos Ghosn's leadership and the creation of cross-functional teams between the companies to foster cooperation while maintaining separate brands and identities. The alliance is now the fourth largest automaker globally.
Renault-Nissan Strategic Alliance, Case AnalysisRamin Navvabpour
-An analytical approach to define Key Success Factors of the Renault-Nissan Strategic Alliance.
-Strategies, Goals, and achievements of Renault-Nissan Strategic Alliance
-How to eliminate distances in Renault-Nissan Strategic Alliance (the CAGE model)
Carlos Ghosn was tasked with turning around Nissan after years of losses. The document evaluates Ghosn's approaches, including how he addressed cultural issues between himself and Nissan's Japanese culture, as well as resistance to change. It describes the problems Nissan faced, Ghosn's background, differences between Japanese and Ghosn's culture around risk-taking and decision making. It also outlines Ghosn's efforts to communicate with managers, gain buy-in from employees, and address the underlying causes of resistance to change at Nissan through engagement, communication and addressing fears.
The document discusses the strategic alliance formed in 1999 between Renault and Nissan. It aimed to allow both companies to combine their strengths and address issues like market saturation in Europe and competition from Asian automakers. Key to the alliance's success has been balanced relationships between managers, preserving each company's autonomy, and achieving synergies while respecting their identities. Under the leadership of Carlos Ghosn, the alliance has become the third largest automaker globally and has significantly expanded both companies' presences in major markets worldwide.
This document analyzes the Renault-Nissan alliance from the perspective of advising Mitsubishi Motors on a potential partnership. It discusses the advantages and challenges of the alliance, which include shared vehicle platforms and components that reduce costs, while cultural and design differences create integration challenges. The alliance's success is attributed to Carlos Ghosn preserving each company's autonomy and identity through an equity partnership instead of a merger. His cross-cultural management strategies helped overcome cultural barriers between the French and Japanese companies. The document also briefly mentions billionaire investor Kerk Kerkorian's interest in GM potentially joining the alliance.
The document summarizes the strategic alliance formed in 1999 between Renault and Nissan, who were both facing challenges from increasing global competition and saturated markets. Nissan was $20 billion in debt and had issues with complacency and bureaucracy. Renault lacked international presence and a diverse product line. The alliance aimed to develop synergies while preserving autonomy, improve quality, and benefit from each other's strengths. Key goals achieved included becoming the third largest automaker with a 9% global market share and a significant presence worldwide.
This document provides an analysis of the automobile industry in Pakistan. It begins with an introduction to the history and development of the automobile industry in Pakistan. It then discusses the market structure, major assemblers, and does a PEST analysis and Porter's Five Forces analysis of the industry. Specific details on Toyota's operations, strengths, weaknesses, opportunities, and threats are analyzed through a SWOT analysis. Toyota's marketing mix of products, price, place, and promotion strategies are also outlined. The document concludes with recommendations for Toyota to continue strengthening its management platform and raising sales.
The document provides an agenda and overview of Renault-Nissan's external audit group presentation. The presentation covers: an introduction of Carlos Ghosn and his leadership of the companies; the objectives and goals of the Renault-Nissan alliance through SWOT and PESTEL analyses; current and past business models including value chain and Porter's 5 forces analyses; and current company performance. Key points include outlining Carlos Ghosn's career and role in turning around Nissan, the strategic benefits and objectives of the Renault-Nissan alliance, and analyses of the companies' business models and external environments.
CEMEX has benefited from globalization through risk mitigation, access to local resources and capital accumulation, no need for local product adaptation, increased market share, improved plant efficiency, and better management practices. Globalization allows CEMEX to achieve economies of scale, reach new customer segments, and increase research and development. Going forward, CEMEX should focus on establishing a global culture, expanding through mergers and acquisitions, entering new markets to avoid hostile takeovers, investing in R&D and quality, leveraging IT, targeting emerging markets like BRICS nations, and considering factors like EBITDA, culture, geography, and stability when selecting new countries.
Financial ratio analysis for honda motor companyHITESH BHARTI
Honda Motor Company's financial ratios are analyzed over a five year period from 2007-2011. The document analyzes Honda's liquidity, profitability, turnover efficiency, leverage, and cash flow ratios and compares them to industry averages. Key findings are that Honda's current ratio, liquid ratio, and debt ratios are lower than industry averages, indicating less risk, while profitability ratios like net margin and return on equity are consistently higher. Turnover ratios declined over time, suggesting room for improvement in inventory management and asset utilization.
Ford Motors is a leading automobile company that was severely impacted by the 2008 recession but has since made a strong recovery. An analysis of Ford and the automobile industry highlights several key points. The industry has faced overcapacity challenges as production outpaced demand. Ford has implemented a "One Ford" strategy focused on restructuring, new product development, and improving its financial position. Looking forward, Ford's strategy should continue expanding into foreign markets through strategic alliances while addressing ongoing industry problems like excess capacity and high new product development costs.
This document outlines the strategy for Nokia to regain the market share in smartphone market.
The views expressed in this article purely belongs to the authors of the article. Neither the college nor the professors endorses the article
Tesla designs and sells high performance electric vehicles. It aims to accelerate the world's transition to sustainable energy through highly efficient electric vehicles. Tesla brings together automotive and technology to produce beautiful, exciting electric cars with the most efficient production. Its key technology is the 100% electric powertrain. Strategic goals include achieving high Model S production and partnering with other automakers. Competitors include BMW, Daimler, Toyota and GM. Tesla has competitive advantages through its low battery pack costs and proprietary technology. Political and environmental factors like government incentives and climate change awareness support electric vehicles.
Cultural differences should be considered as a main strategic issue when forming and managing
international strategic alliances, especially for the alliances that are formed of members who
have huge cultural differences like Renault-Nissan alliance. This paper focuses on studying the
cultural impacts on the international strategic alliances through analyzing Renault-Nissan case;
whereby trying to prove that the cultural differences are not obstacles in front of the international
strategic alliances if well managed. On contrast, the cultural differences may provide new
opportunities by combining the best of the different cultures and come up with new best
practices like what Renault and Nissan has done.
The first part of this paper provides an introduction about international strategic alliance, its
definition and characteristics based on the Organization for Economic Co-operation and
Development (OECD), and the main benefits companies aim from strategic alliances in general.
The second part provides an overview of Renault-Nissan alliance and a brief description about
Nissan revival plan which was developed by Carlos Ghosn, in addition to the synergies of the
alliance.
The third part provides a description of the new cultural environment of the alliance and
compares the main cultural differences or challenges that should be considered in managing this
alliance like individualism vs collectivism, power distance, masculinity vs femininity,
uncertainty avoidance, time perception, truth vs virtue, decision making, language and enterprise
loyalty.
The fourth part provides details and figures that show the alliance success and the benefits it has
gained for both Renault and Nissan as their alliance became the fourth car manufacturer on the
global level.
The fifth part as being the conclusion confirms that Renault-Nissan alliance success is evidence
that the huge cultural differences between the allied companies are not obstacles for international
strategic alliances.
This document provides information on Lucky Cement, including its business profile, vision, mission, internal and external factor analyses, competitive profile, TOWS matrix, Porter's five forces analysis, and financial analysis. Lucky Cement was founded in 1993 and is one of the largest cement manufacturers in Pakistan. It has strong financial performance with increasing profits, assets, and revenues over recent years. However, it faces threats from government regulations and price competition from rivals. The document evaluates Lucky Cement's strengths and weaknesses and provides recommendations around increasing employee pay and benefits, market penetration in new regions, and contingency planning.
1. Renault-Nissan alliance was formed in 1999 through a strategic alliance between Renault and Nissan.
2. Carlos Ghosn was appointed CEO of Nissan in 2001 to lead a turnaround with his Nissan Revival Plan (NRP). The NRP aimed to return Nissan to profitability, improve operating margins, reduce debt, and introduce new competitive vehicles.
3. Ghosn implemented major reforms to Nissan's corporate culture, business processes, and management systems to make decisions more transparent and performance-driven. This included establishing cross-functional teams, an English language policy, and performance-based compensation.
Toyota Motor Manufacturing Inc - Case StudyIshan Parekh
Toyota Motor Manufacturing (TMM) is facing increasing problems with defective seats from its single supplier Kentucky Framed Seat (KFS). The defects have reduced TMM's production run ratio from 95% to 85%, costing over $8 million per year to make up the lost production. The issues are caused by a lack of TPS implementation in both TMM and KFS operations, as well as increased seat variety from product proliferation. Suggestions include having TMM personnel assist KFS with quality control, replacing defective seats on the line, reducing seat variety, and implementing drum-buffer-rope pull systems between the companies.
D.Light is a social enterprise that provides solar lamps to people in developing countries without access to modern electricity. It was founded in 2007 and targets the base of the pyramid population. D.Light experienced issues with brand awareness and convincing customers accustomed to kerosene to purchase unfamiliar solar technology. However, the lamps provide clear benefits like no recurring costs and allow for extended working and studying hours. As of 2014, D.Light has empowered over 37 million lives and generated over 53,000 MWh of renewable energy, saving customers over $1 billion and creating over 13 billion productive hours. Proposed solutions to further D.Light's impact include introducing cheaper LED options, running awareness campaigns, partnering with local governments, and providing
Technology and innovation make significant influence in today’s market and it has become the basic requirement for any organization to make the survival of any industry. Therefore, organizations try to implement technology advancements with innovation in order to protect their market position for long time. This report is based on one of famous case analysis of Eastman Kodak Company. Even the Kodak has competitive market position in traditional photography film industry; they lost their market position with digital transformation of photography.
Report explains the Kodak case with reference to the selected three strategic perspectives such as Blue ocean strategy, strategy as narrative and transient advantage. Each of these strategies discuss with three initiatives. Three initiatives such as: academic review of the theory, implication to the case study and recommendations for future improvements. Finally, it explains the conclusion and recommendations of the case analysis.
Mobilink and Warid will merge into a single company with Mobilink acquiring 100% of Warid. Dhabi Group will receive 15% stakes in Mobilink. The merger will create strategic, managerial, and financial benefits including cost synergies valued at $500 million. The combined company will have over 80% population coverage, nearly 5,000 3G/4G sites, and pro forma annual revenues of $1.36 billion.
This document contains a case study summary for a class on strategic management. It discusses Samsung's history and strategy, including how it moved from competing on price to developing its own capabilities in manufacturing and software. It struggled financially in 1997 when relying only on lower-priced products using others' technology. Samsung reoriented its strategy by focusing on innovation, working closely with retailers, and changing to a merit-based advancement system. The document also provides an overview of Samsung's vision, mission, business highlights, products, marketing strategies, and recommendations for developing products to meet needs in parts of Africa.
Corning Incorporated Case Study MBA OUMShah Sheikh
The document provides details about changes that took place at Corning Inc. after new management took over. It discusses: 1) The establishment of the Growth and Strategy Council (GSC) to oversee innovation projects and resource allocation; 2) The creation of the Corporate Technology Council (CTC) to evaluate early-stage projects; 3) How these councils aided decision making and maintained a balanced innovation portfolio. It also analyzes whether the new organizational structure was beneficial for Corning.
Ch05 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses organizational structure and authority in bureaucracies. It describes how organizations develop hierarchical structures with multiple levels of management as they grow in size to help with coordination, motivation, and assessing individual performance. Tall hierarchies can lead to communication problems, reduced motivation, and increased costs. The ideal structure balances the minimum number of levels needed with managers' span of control over subordinates. Bureaucracies standardize rules and procedures to gain control while decentralizing authority to some degree.
Nissan was founded in 1933 in Japan and manufactures vehicles in 20 countries. Before Carlos Ghosn became CEO in 1999, Nissan was struggling with low performance, production, and market share, as well as $20 billion in debt. Ghosn implemented transformational leadership strategies to turn the company around. He embraced cultural differences and prioritized communication. Under Ghosn's leadership, Nissan changed its structure from an unfocused approach to a shared vision and clear strategy. As a result of Ghosn's leadership, Nissan was able to survive and become successful once more.
Grace should understand that Landon is her manager, not her employee. She needs to involve Landon by asking for his input on ideas instead of going over his head. Grace also needs to understand Landon's perspective and priorities instead of just focusing on her own goals. A plan for Grace includes speaking to HR, counseling, and open meetings with Landon to resolve issues respectfully. Training may help both Grace and Landon on managing conflicts and perspectives. As a last resort, Grace could transfer departments to gain new experiences.
This ppt has everything about Nissan Micra (India).
Nissan : History, about the company
Micra : Product, price, place, promotion
Competition, Market Share
Consumer Survey
summer internship project report on NISSANMayank Patel
This document appears to be a thesis or research paper on customer satisfaction towards Nissan Motors India Pvt Ltd. It includes chapters on introduction, literature review, research methodology, data analysis and interpretations. The data analysis chapter provides frequency distributions and interpretations of survey results. It analyzes responses related to customers' occupation, gender, vehicle model owned, time owning vehicle, delivery time satisfaction, and satisfaction with vehicle variant. Additional analyses include reliability testing, comparisons between variables using chi-square and ANOVA, and descriptive statistics on customer satisfaction levels. The overall findings indicate high levels of customer satisfaction.
CEMEX has benefited from globalization through risk mitigation, access to local resources and capital accumulation, no need for local product adaptation, increased market share, improved plant efficiency, and better management practices. Globalization allows CEMEX to achieve economies of scale, reach new customer segments, and increase research and development. Going forward, CEMEX should focus on establishing a global culture, expanding through mergers and acquisitions, entering new markets to avoid hostile takeovers, investing in R&D and quality, leveraging IT, targeting emerging markets like BRICS nations, and considering factors like EBITDA, culture, geography, and stability when selecting new countries.
Financial ratio analysis for honda motor companyHITESH BHARTI
Honda Motor Company's financial ratios are analyzed over a five year period from 2007-2011. The document analyzes Honda's liquidity, profitability, turnover efficiency, leverage, and cash flow ratios and compares them to industry averages. Key findings are that Honda's current ratio, liquid ratio, and debt ratios are lower than industry averages, indicating less risk, while profitability ratios like net margin and return on equity are consistently higher. Turnover ratios declined over time, suggesting room for improvement in inventory management and asset utilization.
Ford Motors is a leading automobile company that was severely impacted by the 2008 recession but has since made a strong recovery. An analysis of Ford and the automobile industry highlights several key points. The industry has faced overcapacity challenges as production outpaced demand. Ford has implemented a "One Ford" strategy focused on restructuring, new product development, and improving its financial position. Looking forward, Ford's strategy should continue expanding into foreign markets through strategic alliances while addressing ongoing industry problems like excess capacity and high new product development costs.
This document outlines the strategy for Nokia to regain the market share in smartphone market.
The views expressed in this article purely belongs to the authors of the article. Neither the college nor the professors endorses the article
Tesla designs and sells high performance electric vehicles. It aims to accelerate the world's transition to sustainable energy through highly efficient electric vehicles. Tesla brings together automotive and technology to produce beautiful, exciting electric cars with the most efficient production. Its key technology is the 100% electric powertrain. Strategic goals include achieving high Model S production and partnering with other automakers. Competitors include BMW, Daimler, Toyota and GM. Tesla has competitive advantages through its low battery pack costs and proprietary technology. Political and environmental factors like government incentives and climate change awareness support electric vehicles.
Cultural differences should be considered as a main strategic issue when forming and managing
international strategic alliances, especially for the alliances that are formed of members who
have huge cultural differences like Renault-Nissan alliance. This paper focuses on studying the
cultural impacts on the international strategic alliances through analyzing Renault-Nissan case;
whereby trying to prove that the cultural differences are not obstacles in front of the international
strategic alliances if well managed. On contrast, the cultural differences may provide new
opportunities by combining the best of the different cultures and come up with new best
practices like what Renault and Nissan has done.
The first part of this paper provides an introduction about international strategic alliance, its
definition and characteristics based on the Organization for Economic Co-operation and
Development (OECD), and the main benefits companies aim from strategic alliances in general.
The second part provides an overview of Renault-Nissan alliance and a brief description about
Nissan revival plan which was developed by Carlos Ghosn, in addition to the synergies of the
alliance.
The third part provides a description of the new cultural environment of the alliance and
compares the main cultural differences or challenges that should be considered in managing this
alliance like individualism vs collectivism, power distance, masculinity vs femininity,
uncertainty avoidance, time perception, truth vs virtue, decision making, language and enterprise
loyalty.
The fourth part provides details and figures that show the alliance success and the benefits it has
gained for both Renault and Nissan as their alliance became the fourth car manufacturer on the
global level.
The fifth part as being the conclusion confirms that Renault-Nissan alliance success is evidence
that the huge cultural differences between the allied companies are not obstacles for international
strategic alliances.
This document provides information on Lucky Cement, including its business profile, vision, mission, internal and external factor analyses, competitive profile, TOWS matrix, Porter's five forces analysis, and financial analysis. Lucky Cement was founded in 1993 and is one of the largest cement manufacturers in Pakistan. It has strong financial performance with increasing profits, assets, and revenues over recent years. However, it faces threats from government regulations and price competition from rivals. The document evaluates Lucky Cement's strengths and weaknesses and provides recommendations around increasing employee pay and benefits, market penetration in new regions, and contingency planning.
1. Renault-Nissan alliance was formed in 1999 through a strategic alliance between Renault and Nissan.
2. Carlos Ghosn was appointed CEO of Nissan in 2001 to lead a turnaround with his Nissan Revival Plan (NRP). The NRP aimed to return Nissan to profitability, improve operating margins, reduce debt, and introduce new competitive vehicles.
3. Ghosn implemented major reforms to Nissan's corporate culture, business processes, and management systems to make decisions more transparent and performance-driven. This included establishing cross-functional teams, an English language policy, and performance-based compensation.
Toyota Motor Manufacturing Inc - Case StudyIshan Parekh
Toyota Motor Manufacturing (TMM) is facing increasing problems with defective seats from its single supplier Kentucky Framed Seat (KFS). The defects have reduced TMM's production run ratio from 95% to 85%, costing over $8 million per year to make up the lost production. The issues are caused by a lack of TPS implementation in both TMM and KFS operations, as well as increased seat variety from product proliferation. Suggestions include having TMM personnel assist KFS with quality control, replacing defective seats on the line, reducing seat variety, and implementing drum-buffer-rope pull systems between the companies.
D.Light is a social enterprise that provides solar lamps to people in developing countries without access to modern electricity. It was founded in 2007 and targets the base of the pyramid population. D.Light experienced issues with brand awareness and convincing customers accustomed to kerosene to purchase unfamiliar solar technology. However, the lamps provide clear benefits like no recurring costs and allow for extended working and studying hours. As of 2014, D.Light has empowered over 37 million lives and generated over 53,000 MWh of renewable energy, saving customers over $1 billion and creating over 13 billion productive hours. Proposed solutions to further D.Light's impact include introducing cheaper LED options, running awareness campaigns, partnering with local governments, and providing
Technology and innovation make significant influence in today’s market and it has become the basic requirement for any organization to make the survival of any industry. Therefore, organizations try to implement technology advancements with innovation in order to protect their market position for long time. This report is based on one of famous case analysis of Eastman Kodak Company. Even the Kodak has competitive market position in traditional photography film industry; they lost their market position with digital transformation of photography.
Report explains the Kodak case with reference to the selected three strategic perspectives such as Blue ocean strategy, strategy as narrative and transient advantage. Each of these strategies discuss with three initiatives. Three initiatives such as: academic review of the theory, implication to the case study and recommendations for future improvements. Finally, it explains the conclusion and recommendations of the case analysis.
Mobilink and Warid will merge into a single company with Mobilink acquiring 100% of Warid. Dhabi Group will receive 15% stakes in Mobilink. The merger will create strategic, managerial, and financial benefits including cost synergies valued at $500 million. The combined company will have over 80% population coverage, nearly 5,000 3G/4G sites, and pro forma annual revenues of $1.36 billion.
This document contains a case study summary for a class on strategic management. It discusses Samsung's history and strategy, including how it moved from competing on price to developing its own capabilities in manufacturing and software. It struggled financially in 1997 when relying only on lower-priced products using others' technology. Samsung reoriented its strategy by focusing on innovation, working closely with retailers, and changing to a merit-based advancement system. The document also provides an overview of Samsung's vision, mission, business highlights, products, marketing strategies, and recommendations for developing products to meet needs in parts of Africa.
Corning Incorporated Case Study MBA OUMShah Sheikh
The document provides details about changes that took place at Corning Inc. after new management took over. It discusses: 1) The establishment of the Growth and Strategy Council (GSC) to oversee innovation projects and resource allocation; 2) The creation of the Corporate Technology Council (CTC) to evaluate early-stage projects; 3) How these councils aided decision making and maintained a balanced innovation portfolio. It also analyzes whether the new organizational structure was beneficial for Corning.
Ch05 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses organizational structure and authority in bureaucracies. It describes how organizations develop hierarchical structures with multiple levels of management as they grow in size to help with coordination, motivation, and assessing individual performance. Tall hierarchies can lead to communication problems, reduced motivation, and increased costs. The ideal structure balances the minimum number of levels needed with managers' span of control over subordinates. Bureaucracies standardize rules and procedures to gain control while decentralizing authority to some degree.
Nissan was founded in 1933 in Japan and manufactures vehicles in 20 countries. Before Carlos Ghosn became CEO in 1999, Nissan was struggling with low performance, production, and market share, as well as $20 billion in debt. Ghosn implemented transformational leadership strategies to turn the company around. He embraced cultural differences and prioritized communication. Under Ghosn's leadership, Nissan changed its structure from an unfocused approach to a shared vision and clear strategy. As a result of Ghosn's leadership, Nissan was able to survive and become successful once more.
Grace should understand that Landon is her manager, not her employee. She needs to involve Landon by asking for his input on ideas instead of going over his head. Grace also needs to understand Landon's perspective and priorities instead of just focusing on her own goals. A plan for Grace includes speaking to HR, counseling, and open meetings with Landon to resolve issues respectfully. Training may help both Grace and Landon on managing conflicts and perspectives. As a last resort, Grace could transfer departments to gain new experiences.
This ppt has everything about Nissan Micra (India).
Nissan : History, about the company
Micra : Product, price, place, promotion
Competition, Market Share
Consumer Survey
summer internship project report on NISSANMayank Patel
This document appears to be a thesis or research paper on customer satisfaction towards Nissan Motors India Pvt Ltd. It includes chapters on introduction, literature review, research methodology, data analysis and interpretations. The data analysis chapter provides frequency distributions and interpretations of survey results. It analyzes responses related to customers' occupation, gender, vehicle model owned, time owning vehicle, delivery time satisfaction, and satisfaction with vehicle variant. Additional analyses include reliability testing, comparisons between variables using chi-square and ANOVA, and descriptive statistics on customer satisfaction levels. The overall findings indicate high levels of customer satisfaction.
Force field analysis is a technique developed by Kurt Lewin to analyze the factors (forces) that influence a situation and drive change. A situation is viewed as being maintained by a balance of driving and restraining forces. Driving forces encourage change while restraining forces discourage it. Equilibrium exists when these sets of opposing forces are balanced. To create change, one must strengthen driving forces or weaken restraining forces to shift the equilibrium in the desired direction. The document provides examples of how force field analysis can be used to evaluate initiatives and consider ways to optimize driving and restraining forces.
IMC 610 Integrated Marketing Communication Plan for KmartStephanie Marchant
Integrated Marketing Communications plan for Kmart. The target audience of female shoppers between the ages of 18 and 45 is the focus of the proposed campaign and a great deal of research has been completed to identify and utilize Kmart’s strengths, weaknesses, opportunities and threats to prepare a plan most beneficial to the organization. Objectives and tactics have been designed to fall in line with Kmart’s mission and values. This detailed plan includes marketing, creative, media, and public relations strategies, as well as direct marketing and sales promotions suggestions. A comprehensive budget and media plan flowchart map out the campaign and the proposed measurement and evaluation plan will assess the campaign upon completion.
Nissan underwent major restructuring through its Nissan Revival Plan (NRP) in response to financial losses. Key aspects of the NRP included cutting costs by 1 trillion yen, reducing debt, restructuring operations, and increasing R&D investments. As a result, Nissan returned to profitability, increased production efficiency, and strengthened its alliance with Renault. Building on the success of the NRP, Nissan launched its new Nissan 180 business plan to sell 1 million additional vehicles annually and achieve an 8% operating margin and zero debt by 2004 through new models, design improvements, and further cost reductions.
General Motor Strategic Management AnalysisRashid Javed
Best report of Strategic Management . We apply these tools strategic formulation, implantation and evaluation on general motor very effectively. we hope u will got help from this report. .
Companies for your comparative analysis Caterpillar Inc. and Deere .pdfaishwaryaequipment
Companies for your comparative analysis: Caterpillar Inc. and Deere & Company
SITUATION
You are a financial analyst with HTC Corporation. HTC is an established investment banker
which services an international market. A client has determined that it wants to invest $2.3
billion in either Deere & Co. or Caterpillar stock (real publicly-traded companies). Which of
these companies\' shares is the best potential candidate for a long-term commitment? Both
targeted companies are competitively favorable. However, based on some serious general and
economic concerns about the fallout of companies in the industry in general, the CEO of the
client-company has asked your CFO to conduct a financial analysis of both CAT and DE to
determine if it is prudent to commit to either company. The cost of this investment is significant
and any interruption in cash flow from the investment during the next few years would adversely
affect the client\'s performance and profit. The CFO has given you the job of conducting this
analysis. Specifically, the question is: will a commitment to invest in either Caterpillar or John
Deere be financially viable over the next two to three years?
YOUR SPECIFIC ASSIGNMENT
Your specific assignment is to research, analyze, and prepare a report for the CFO on the actual
financial performance of both DE and CAT for the most recent three years. In addition to
reviewing the traditional financial performance indicators, you are also to review both targed
companies past and current stock performance for the last one year. Your report is to consist of
three parts:
(1) An evaluation of financial performance for the last three years, for both companies.
(2) An evaluation of stock performance for the last one year, for both companies.
(3) Finally, a specific recommendation, with supporting rationale, as to whether or not either
targeted company\'s recent trend in financial and stock performance is of sufficient financial
strength to warrant entering into a long-term commitment.
To assist you in your task, the CFO has provided the following general guidance. Since it is
recognized that the industry is undergoing a major contraction in selected markets, it is very
important to comparatively evaluate both CAT and DE relative to financial and stock
performance trends against its Industry.
IMPORTANT: You must include all necessary and relevant financial performance and stock
information, trends, and projections in supporting your recommendation. These factors must
include, financial ratio trends and industry comparatives, capital spending, stock growth, Beta
values, credit rating service valuations, bond rating valuations, and management and investment
reports - when these documents are available.
REPORT REQUIREMENTS
YOUR SPECIFIC ASSIGNMENT
Research and analyze the following information for both Caterpillar and Deere:
Annual Balance Sheets for the last three years.
The Income Statements for the last three years.
Annual reports, 10K or 10Q
Industry .
I. Overview (approximately 1-2 pages) -- Give an overview of the f.docxwilcockiris
I. Overview (approximately 1-2 pages) -- Give an overview of the firm, including a brief history, its strategy, its tactics, its primary competitors and its goals.
Questions you may consider: What is the ownership structure? Is it a family organization? Is it a government bureau or department? Is it a state-owned enterprise (SOE)? Is it a conglomerate or a division of a larger organization? What are the major strengths and weaknesses? How are decisions made? How is strategy formed? What are major issues or problems the organization is facing?
II. External Analysis (approximately 1-3 pages) -- Analyze the general and competitive situation facing the organization. Do an industry (5 forces) analysis of the industry in which your organization competes. You need to define the industry clearly.
Questions you may consider: Which of the forces is the most relevant to the firm’s performance? What are the major threats? Are there any potential opportunities that may be taken advantage of in the near future? Is the environment good? Is it bad? Is it stable? What can be done about the environmental situation the firm is facing?
References: The Management of Strategy, Chapters 1 & 2
III. Internal Analysis & Business Model (approximately 1-3 pages) -- Analyze the internal resources and management processes of the organization.
Questions you may consider: What is the main source of value-added and profit for the company (business model)? What is the value proposition? What are the major strengths and weaknesses of the organization? What is the core competence (capabilities that are valuable, rare, difficult to imitate, and without substitutes) of the company? Does the organization have a sustainable competitive advantage? Could the company benefit from outsourcing? What way is the business adding value that cannot be matched by competitors? Is it sustainable? Is the core competence under threat from structural or technological factors?
References: The Management of Strategy, Chapter 3
IV. Business-level strategies (approximately 1-3) pages -- Combining parts II and III from your analysis above, discuss how the organization competes in its primary industry or industries.
Questions you may consider: Is the company a differentiator? Is it competing on cost? Does it cater to a niche market? Is it competing in a particular market segment or segments? How does it market the product? Is it “stuck in the middle”? What is the unique selling point of the product? Does the business level strategy seem appropriate?
References: The Management of Strategy, Chapter 4
V. Corporate-level strategy (approximately 1-3 pages) -- Continuing with your analysis of current strategies, move from the industry-level to the corporate-level.
Questions you may consider: Is the organization operating in more than one industry? Which industry or industries is the firm competing in? Should it move into other industries? Is the company overly diversified? Is ther.
IntroductionFinancial StatementEvaluation of the Perform.docxnormanibarber20063
Introduction
Financial Statement
Evaluation of the Performance
Evaluation of the Liquidity
Non-Financial Information
Outline
Introduction
Johnson & Johnson, through its operation companies, is the world’s most comprehensive and broadly based manufacturer of health care products, as well as a provider of related services, for the consumer, pharmaceutical, and medical devices and diagnostics market. The more than 200 Johnson & Johnson operating companies employ approximately 115,000 men and women in 57 countries and sell products throughout the world.
Consumer
Major franchises-skin and hair care, sanitary protection, wound care, oral care, baby care and nonprescription drugs
ex) JOHNSON’S BABY, BAND-AID, NEUTROGENA,
CLEAN & CLEAR, TYLENOL, etc
Business segments
2. Medical devices and Diagnostics
Johnson & Johnson’s operating companies’ product lines include surgical implants, instruments, needles and sutures: blood glucose monitoring system, wound closure device: endoscopic instruments: orthopaedic products for joint repair and replacement and for correcting spinal deformities: contact lenses:
clinical chemistry systems: medical devices, including cardiovascular monitoring: shunts: coronary and biliary stents: diagnostics used in physicians’ offices and laboratories for identification of diseases such as hepatitis C.
ex)ACUVUE, PROLENE, CYPHER, etc
3. Pharmaceutical
Johnson & Johnson’s operating companies develop products for family planning: psychiatry, mental illness and diseases of the nervous system: gastroenterology: oncology: immunotherapy: cardiovascular disease: dermatology: pain management: allergy: antifungals: anti-infectives: anti-histamines and antiparasitic drugs: and biotechnology-derived products.
ex)NIZORAL, SPORANOX, RISPERDAL(Janssen)
Introduction
Financial Statement
Evaluation of the Performance
Evaluation of the Liquidity
Non-Financial Information
Outline
<Income Statement>
Financial Statement
<Balance Sheet>
Financial Statement
<Cash Flow>
Financial Statement
Introduction
Financial Statement
Evaluation of the Performance
Evaluation of the Liquidity
Non-Financial Information
Outline
Common Size
2004
2003
25,997
27,320
25,268
22,995
$53,317
$48,263
(Dollars in Millions )
Total
2003
2004
Total
Long-Term
Assets
Total
Current
Assets
Series1
Total Current assets Total Long-Term assets 27320.000000 25997.000000
Series1
Total Current assets Total Long-Term assets 22995.000000 25268.000000
Vertical Analysis(Dollars in Millions )2004Percent2003PercentSales to customers47,348100.0%41,862100.0%Cost of products sold13,42228.3%12,17629.1%Gross profit33,92671.7%29,68670.9%Selling, marketing and administrative expenses15,86033.5%14,13133.8%Research expense5,20311.0%4,68411.2%Purchased in-process research and development180.0%9182.2%Interest income(195)-0.4%(177)-0.4%Interest expense, net of portio.
Evaluating company internal environmentOLIUR RAHMAN
The document provides an internal environmental analysis of Pran Frooto, a Bangladeshi fruit juice company. It analyzes how well Pran Frooto's current strategy is working by examining key indicators such as market share, profit margins, sales growth, and financial performance. Pran Frooto's sales and profits are growing faster than competitors, and it is acquiring new customers. However, the analysis identifies opportunities to improve areas like market share, brand image, and technology leadership relative to rivals. Overall, the document conducts an in-depth evaluation of Pran Frooto's resources, market opportunities, costs, and strategic strengths and weaknesses.
Equity Consulting Report PowerPoint Presentation Slides is a virtual tool for financial analysts to compile their investment research insights. This private financing PPT theme is replete with data visualization tools. Use pie charts, tabular formats, and other kinds of diagrams to present information about the target company’s financial health. Our equity investment analysis PowerPoint slideshow incorporates state of the art design elements. Using this equity valuation PPT presentation you can consolidate a visually-appealing financial ratio analysis. Build a crisp industry overview involving competitive environment analysis and the latest industry trends. Our investment research PowerPoint templates help you to compile valuation analysis using various methods. Risk assessment is another important aspect that you can address with the help of this Equity research PPT slideshow. Elaborate on the types of risks like currency risk, inflation risk, and so on. Private equity consulting even helps you to identify and portray the intensity of each type of risk. https://bit.ly/3kuXvnu
Toyota Industries develops and manufactures automobiles and related products such as vehicles, engines, car electronics, and stamping dies. It has achieved high quality and productivity within the Toyota Group. The company leads in developing innovative car air conditioning compressors and electronics components that have been widely adopted by automakers globally. Toyota Industries focuses on streamlining manufacturing processes through automation and produces various foundry parts. It is committed to developing environmentally friendly technologies and contributing to society.
Renata Ltd. is a pharmaceutical company that produces painkillers and antioxidants. It has production facilities in Finland and the USA and distributes products in the USA, Finland, and France. The company aims to gain market share through innovative products and marketing campaigns. As sales manager, the report discusses conducting a SWOT analysis and setting objectives to increase Renata's market share to 55% by the end of the current round and 60% by the following round through analyzing competitors and adjusting the marketing mix.
Toyota is considering building a manufacturing plant in Singapore to expand its presence in Asia and tap into the untapped Singaporean auto market. The report analyzes key risks of investing in Singapore, including political risks like government regulations and economic risks like inflation and exchange rates. Toyota's growth plan involves using Singapore as a production base for its IMV strategy of creating affordable, multipurpose vehicles tailored for emerging markets. Almost half of IMV car sales are in Asia, indicating Singapore could be a good location. The report recommends Singapore for Toyota's investment after analyzing country risks.
Samsung covers a range of products and customers through different business segments, and uses various promotional strategies and customer service policies to ensure its approach remains relevant. The report examines Samsung's vision, mission, products, support services and market competitors. It also looks at how Samsung ensures its employees maintain important business relationships through events and networking.
DuPont is the method of measuring the performance which was started by DuPont Corporation in 1920’s. With this method, assets are measured at their gross book value rather than at net book value in order to produce a higher return on equity (ROE). It is also known as "DuPont identity".
Running head COMPANY NAME – BUSINESS PLAN .docxtodd271
Running head: COMPANY NAME – BUSINESS PLAN 1
COMPANY NAME – BUSINESS PLAN
5
Company Name- Business Plan
First Name Last Name
Due: Week 10, worth 150 points
Length: The assignment should be 10 to 30 pages, excluding title page and reference page
Important:
· This assignment consists of two documents- Business Plan (Word) and Excel document (the Financials). Both must be submitted for grading. You will have two attachments to the submission.
· Revise the components of the following previously submitted sections based on the feedback you have received. The new sections are: the executive summary and the ethics and social responsibility plan.
· Review the description of this assignment in the course guide or Blackboard and use the tips provided along with this template to help you in your writing.
· Review the grading rubric before writing. Know what you are graded for. Always look at the “exemplary” section.
Notes:
· Please remove the text in red throughout the paper and replace with your information.
· Leave the text in black as it is. You are required to have a heading for each of the sections in your paper.
· Use APA format. Your will respond to each question using indented paragraphs in font Times New Roman, size 12.
· The references must be on a separate page at the end of the paper.
Company Name- Business Plan Draft
Executive Summary
· Write a one to three (1–3) page executive summary for your business plan, in which you justify:
· A clear and concise business concept.
· A thoroughly planned business concept.
· A capable management structure.
· A clear-cut market need.
· Significant competitive advantages for your business.
· Realistic financial projections.
· That investors have an excellent chance to make money.
Note: Read Chapters 4 and 18 of the course text: Successful Business Plan. Use the plan preparation worksheets on pp. 58–61 and the sample executive summaries on pp. 62–66 to help guide you, choose to write either a synopsis summary or a narrative summary, and include highlights from the each section of your business plan.
Business Plan
Combine all of the sections stated below and revise your initial business plan draft, which you submitted in Week 8, based on feedback you have received.
Company Description (Assignment 1)
Industry Analysis and Trends (Assignment 1)
Target Market (Assignment 2)
Competition (Assignment 2)
Strategic Position & Risk Assessment (Assignment 1)
Marketing Plan & Sales Strategy (Assignment 2)
Operations Plan (Assignment 3)
Technology Plan (Assignment 3)
Management & Organization (Assignment 3)- see note below
Ethics & Social Responsibility (Assignment 3)
The Financials (Week 7 Discussion- the written section)- see note below
Note: The Financials and the Management description—must spark enough interest to convince a reader to continue. Enhance the two sections and be convincing so that investors will be m.
We are Prestige Worldwide, a group of consultants who have constructed a strategic analysis for Target Corporation. The report includes an industry analysis using PESTEL and Porter's Five Forces which found the industry is rated 2.5 stars with high rivalry being the largest factor. An internal analysis of Target found they have core competencies in their brand image, consumer loyalty, and guest experience. The report also includes a financial analysis and recommends a partnership between Target and La-Z-Boy to create furniture showrooms in Target stores, which projects a positive NPV of $14.2 million and 89% IRR.
Christina WilliamsFin571 Corporate FinanceJoseph McDonald.docxmccormicknadine86
Christina Williams
Fin/571 Corporate Finance
Joseph McDonald
3/23/2020
FINANCIAL ANALYSIS
The analysis of the key performance of 500 fortune company
The analysis will outline the financial performance
The company description
The applications in the financial analysis
Introduction
The aim of this study is to evaluate the key performance of a 500 fortune company, the analysis focus on analyzing the organization financial performance over the period; the cashflows of the operations, performance ratios, the stock and dividends yields and revenue growth for the last three years. The analysis will also provide the company descriptions as well as the applications of this financial analysis
2
Group 1 Automotive, Inc.; NYSE: GPI
Sell used and new car and trucks
Performs auto maintenance and repairs
Offers auto financial and insurance
Ranked position 458 in 500 fortune list
Company’s description
Group 1 automotive Inc. (NYSE: GPI) deal with the new and used car and trucks, perform and maintenance and report repairs, and offers auto financing and offers auto financing and insurance services. Group 1 automotive Inc. is ranked position 458 in the 500 fortune list, thus this means that company is among the best performing automotive company in US
3
Cash flow from operations
Cash flow in 2019
OperationsCashflow 2019Cashflow 2018Cashflow
2017Operating activities $ 370.9$ 270$ 196.5Investment Activities $ - 291$ - 168$ - 312.6Financial activates $ -67$-109.5$ 121.5Net cash-flow $ 9.3 $ 10.9$ 5.4Stock based compensation $ 18.8$ 18.7 $18.9Common stock dividends $ - 20.3$ -20.8$ 20.5
Group 1 Automotive Cash Flow Statement 2005-2020 | GPI. This statement analysis included the all the operations activities in the organization in the three year from 2017 to 2019.
4
Current and historical p/e ratio
P/E Ratio calculation
Comparison of the p/e ratio
Growth rate and p/e
Debts and p/e
Verdict of Group 1automotive p/e
Price-to-earnings ratio
The current price-to-earning ratio of Group 1 automotive stands at 3.82 in this year. The lowest achieved p/e that has ever been recorded for the organization was 0.00 for year 2009. conversely, the highest p/e that was ever recorded for the company was 23.8 for the upper quarter upper of year 2008. P/E ratios primarily reflect market expectations around earnings growth rates. If earnings are growing quickly, then the 'E' in the equation will increase faster than it would otherwise. Group 1 Automotive has a P/E of 3.82 that's below the average in the US market, which is 19.0
5
Variation in the purchase of shares
Limited under the terms of the Revolving Credit Facility
$132.3 million in restricted payments
Dividends of $0.22, 0.3 and 0.91 per share
Stock dividends and the yield
The stock purchase program for the vary from time to time depending on the Board of director directives. However, the company stock operations are regulated by Revolving credit facility. For, in this the tr ...
Christina WilliamsFin571 Corporate FinanceJoseph McDonald.docxgordienaysmythe
Christina Williams
Fin/571 Corporate Finance
Joseph McDonald
3/23/2020
FINANCIAL ANALYSIS
The analysis of the key performance of 500 fortune company
The analysis will outline the financial performance
The company description
The applications in the financial analysis
Introduction
The aim of this study is to evaluate the key performance of a 500 fortune company, the analysis focus on analyzing the organization financial performance over the period; the cashflows of the operations, performance ratios, the stock and dividends yields and revenue growth for the last three years. The analysis will also provide the company descriptions as well as the applications of this financial analysis
2
Group 1 Automotive, Inc.; NYSE: GPI
Sell used and new car and trucks
Performs auto maintenance and repairs
Offers auto financial and insurance
Ranked position 458 in 500 fortune list
Company’s description
Group 1 automotive Inc. (NYSE: GPI) deal with the new and used car and trucks, perform and maintenance and report repairs, and offers auto financing and offers auto financing and insurance services. Group 1 automotive Inc. is ranked position 458 in the 500 fortune list, thus this means that company is among the best performing automotive company in US
3
Cash flow from operations
Cash flow in 2019
OperationsCashflow 2019Cashflow 2018Cashflow
2017Operating activities $ 370.9$ 270$ 196.5Investment Activities $ - 291$ - 168$ - 312.6Financial activates $ -67$-109.5$ 121.5Net cash-flow $ 9.3 $ 10.9$ 5.4Stock based compensation $ 18.8$ 18.7 $18.9Common stock dividends $ - 20.3$ -20.8$ 20.5
Group 1 Automotive Cash Flow Statement 2005-2020 | GPI. This statement analysis included the all the operations activities in the organization in the three year from 2017 to 2019.
4
Current and historical p/e ratio
P/E Ratio calculation
Comparison of the p/e ratio
Growth rate and p/e
Debts and p/e
Verdict of Group 1automotive p/e
Price-to-earnings ratio
The current price-to-earning ratio of Group 1 automotive stands at 3.82 in this year. The lowest achieved p/e that has ever been recorded for the organization was 0.00 for year 2009. conversely, the highest p/e that was ever recorded for the company was 23.8 for the upper quarter upper of year 2008. P/E ratios primarily reflect market expectations around earnings growth rates. If earnings are growing quickly, then the 'E' in the equation will increase faster than it would otherwise. Group 1 Automotive has a P/E of 3.82 that's below the average in the US market, which is 19.0
5
Variation in the purchase of shares
Limited under the terms of the Revolving Credit Facility
$132.3 million in restricted payments
Dividends of $0.22, 0.3 and 0.91 per share
Stock dividends and the yield
The stock purchase program for the vary from time to time depending on the Board of director directives. However, the company stock operations are regulated by Revolving credit facility. For, in this the tr.
Takeda Pharmaceuticals has experienced declining market share over the past 5 years, losing to competitors like Roche, Novartis, and Pfizer. Internal issues such as mismanagement, lack of innovation, poor investment decisions, failure to attract talent, and weak marketing have contributed to Takeda's poor performance compared to its peers. An analysis of Takeda's finances, research and development capabilities, talent recruitment and retention efforts, and acquisition history help explain why the company has underperformed its competitors. The report will develop a new strategy to address Takeda's weaknesses and reverse its declining trajectory in the market.
Case Selection and Process Identification Objectives T.docxcowinhelen
Case Selection and Process Identification
Objectives
This assignment helps you develop the skills to master the following course
competencies:
o Develop innovative and sustainable solutions to strategic and global operations
management challenges.
o Apply theories, models, and practices of global operations management to
address business problems.
o Communicate in a manner that is professional and consistent with expectations
for members of the business professions.
Overview
In your assignments throughout this course, you will build an operations improvement
plan (OIP) for a company of your choice that is facing, or recently faced, an operations
challenge. If you have not already done so, take some time now to read all of the
assignments for this course. Each of the first five assignments represents a component
of a typical OIP. For the Unit 6 assignment, you will improve, revise, and compile your
work to deliver a finalized OIP, incorporating updates and focusing on the message you
want to deliver to the organizational leaders at the company.
With this first assignment, you will choose your company and state the specific
challenge it is facing. You will also need to identify two organizational processes that
you believe would be worth addressing.
The assigned readings for this course are a starting point for your research, but it will be
necessary for you to conduct further independent research on the subject in order to
build your OIP. The Capella library is a recommended source of scholarly and
professional information on the subject. You are required to search information related
to the industry of your selected company by using The Wall Street Journal. At least one
case or article from The Wall Street Journal is required to be cited and listed in your
reference section.
Guidelines for Choosing a Client Company
The organization you choose to research and to build your operations improvement
plan for in this course will be referred to as your client company. What type of company
and challenge will suit your project in this course? Read the instructions for the Unit 6
assignment, Operations Improvement Plan, before selecting your client company. Below
are a few other guidelines for choosing a company that is likely to be successful for this
project:
o You may choose any organization that offers some kind of products or services,
as long as:
The organization is large and/or complex enough to require strategic
operations management processes.
You can find sufficient information about the organization to fulfill the
tasks outlined in the Unit 6 Operations Improvement Plan instructions.
If you choose an organization that you have worked for, or are personally
connected to, be sure to follow the privacy guidelines of that organization.
Contact your instructor if you have questions.
o Your client company should be facing a challenge that suits the ob.
Oxford Brookes ACCA applied account RAP THESIS (OBU) The Business and finan...Academic Mania
This document provides an analysis of Toyota Motors' business and financial performance over a three-year period from 2013-2015. It begins with an introduction to the automotive industry and reasons for choosing Toyota as the subject. The research objectives are then outlined, which include analyzing Toyota's competitive positioning, understanding its management and financial ratios. Various business techniques are applied, such as SWOT, Porter's Five Forces, and PESTLE analyses. Financial ratio calculations are also used to assess Toyota's profitability, liquidity, risk and efficiency. The document is structured to first present the research approach, then analyze Toyota's business and financial results, and conclude with recommendations.
The document summarizes a sell-side equity research report on WD-40 Company. The report recommends selling WD-40 stock based on its expensive valuation relative to the company's slow growth prospects. Key points include limited revenue growth of 3% annually, intrinsic valuations below the current stock price based on discounted cash flow and dividend discount models, and margin expansion from lower oil prices that is not sustainable long-term. The report also notes that generous stock repurchases have inflated the stock price in recent years.
Case Study Of Toyota Motor Corporation ( Or Toyota )Crystal Williams
Toyota Motor Corporation is a Japanese automaker and the world's largest manufacturer by production and sales. It employs over 300,000 people worldwide and produces vehicles under several brands, including Toyota, Lexus, and Scion. Toyota pioneered the Toyota Production System, also known as "Lean Manufacturing," which focuses on eliminating waste and improving efficiency. This system, along with high-quality vehicles, has made Toyota a leader in the automotive industry.
This document provides an analysis of WD-40 Company (WDFC) by students participating in the CFA Institute Research Challenge. They initiate coverage of WDFC with a SELL recommendation and 12-month price target of $91, representing a 16% downside. Key points of their analysis include: limited top-line growth of 3% annually, intrinsic values below current market values based on DCF and dividend discount models, margin expansion from lower oil prices is unsustainable, and the stock price has been inflated by share repurchases funded with increased debt.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Nissan organizational diagnosis
1. Organizational Diagnosis of
NISSAN Prepared By: Mustafa
Watar
Force field analysis, Open system theory
Synergy University
Mustafa Watar
Dr. Jaafar Badwan
2. Organizational Diagnosis of NISSAN Prepared By: Mustafa Watar
1 | P a g e
Open system theory and the external environment:
he open system theory strongly refers to the concept that the organizations are strongly affected
by their environment, this environment consist the other organizations that perform various
forces including the economic, social nature, political, Quality of education. The organization as
system is described as an entity consist of four components: inputs which imply the resources that the
organization need to perform its process and produce, for instance” raw materials” the second
component process where the organization’s production performed and transform the input into an
outputs which is the final products, services these final results of the system could be the inputs for
another system and finally the feedback about the outputs. However, the open system theory supports
that these four components exist linked to an external environment which provides the organization
with the necessary resources to sustain and affects the organization in a positive or negative way, hence
the environment could be a source of risks or opportunities to the organization and the organization
provides the environment with products, services. In other words the open systems exchange feedbacks
with the external environment and they affect each other. So a healthy open systems they continuously
exchange feedbacks with their environment, analyze the feedback, then adjust internal system as
needed to achieve the system goals, and then transmit necessary information back out to the
environment. (1)
Open system theory and force field analysis:
pen system theory as explained before it describes the organization as connected internal
components which are affected by the external environment. Hence the force field analysis
identifies the forces that strengthen and weaken the organization, these driving forces, such as
environmental factors, push for change within the organization while the restraining forces, such as
organizational factors (e.g., limited resources or poor morale), act as barriers to change. Hence these
forces identified by the force field analysis define the internal and external environments of the
T
o
3. Organizational Diagnosis of NISSAN Prepared By: Mustafa Watar
2 | P a g e
organization. As result the force field
analysis helps us to define the factors that create the
environment which effects the organization.(2)
Nissan’s situation introduction:
issan the car maker organization is in a
very bad situation, in other words the
company is heading to a bankruptcy the
company is suffering of the following:
1) The Company’s performance is so bad and
the performance net income is declining
(graph 1) in fact the company was
performing well during the 1988-1991 and
after that the company suffered from
extreme declining during 1992-1995 and
slight improvement in 1996 and again the
company started losing the net income of its
performance 1997- 1999 and still declining.
2) In fact the company does not make profits,
the global production has decreased from
3.08 billion unites his highest point in 1991
TO 2.46 billion unites in 1998 which means
that the company’s global production has
shifted by 615,000 vehicles (graph 2)
actually the domestic factories were
operating at half their capacity.
3) Additionally the company is suffering from
declining in the global market share (graph
3) as the graph 3 shows the global market
share of Nissan has dropped from 6.6% in
1991 to 4.9% in 1998 which means Nissan
lost 1.7% of its global market share. See the
N
4. Organizational Diagnosis of NISSAN Prepared By: Mustafa Watar
3 | P a g e
table below.
4) The domestic market shares (graph 4) shows the
dramatic decline in the domestic market share
from its highest level (18.5) in 1989 to its lowest
level (13.3) in 1999 which obviously means that
Nissan losing its local market share.
5) Nissan’s debt has reached 2.1 trillion yen which
is more than 20 billion Dollars (graph5),
Actually the company is facing several problems
including management problems, strategic
problems, and lack of coordination.(3)
Desired situation:
he most important thing now is to reverse the
situation and changing the situation
completely from company on the brink of
bankruptcy to a company with promising future, and
that’s by changing to the following situation by:
Increasing the net income on our performance
and initially reaching a positive situation where
we can reenhace the pefromnce we can see that the net income is
nigative. The grapg on the right clarifying the situation.
We need to reach a higher level of our production and using the
actuale production capacity espicailly the domestic factories which
were operating in their half capacity hence we need to recove our
producation capacity first to reach the optimum point and then start
increasing our production capacity by 50%.
T
5. Organizational Diagnosis of NISSAN Prepared By: Mustafa Watar
4 | P a g e
Increasing the global market share, Nissan has been losing market share since 1991, we should
increase our global sales to start generating profits.
Enhancing our local market share and reaching market share more than 20%, the company lost 5.2%
since 1989.
In fact the company is drowned in debt 20 billion Dollars is considered big Burden and strong
obstacles that banning Nissan from growing, so reducing the debt at least by 75% is the very
important. (4)
Force field analysis:
Driving forces:
Full support from the alliance “Renault”
Qualified and highly skilled engineers.
High sales in some countries.
One of Nissan’s models in the top ten best sellers in Japan.
Support from Nissan’s union board.
High support and communication of both the suppliers and customers.
International presence and global reach.
Restraining forces:
Decreasing global / domestic market share.
Company is high indebtedness.
No profit orientation
Low retune on production
No shared strategy, and no clear strategy
No shared vision and mission
No customer engagement
Unsatisfied suppliers
Unqualified senior managers
Slow process
Poor communication.
Unqualified dealers and sales workforce
6. Organizational Diagnosis of NISSAN Prepared By: Mustafa Watar
5 | P a g e
(5)
Open system theory:
Inputs:
hen we mention the inputs we refer here to the suppliers and the cost of the raw materials
and resources that the company needs which are divided by three categories environment,
resources and history in my diagnosis I will focus on the first two:
Environment:
First of all the company is existed in a very rival environment in terms of competition locally and globally
on the local side the company facing Toyota, Honda and others in fact Nissan is operating at half of
Toyota’s.
Restraining forces Driving forces
Decreasing global /
domestic market share 4 5
Full support from the alliance
“Renault”
Company is high
indebtedness.
5 3
High support and communication of
both the suppliers and customers.
No profit orientation 3 5 Support from Nissan’s union board.
Low retune on production
3 2
One of Nissan’s models in the top
ten best sellers in Japan.
No shared strategy, and
no clear strategy
4 2
High sales in some countries.
Unqualified dealers and
sales workforce
5
No shared vision and
mission
3 5
Qualified and highly skilled
engineers.
No customer engagement
5 5
International presence and global
reach.
Unqualified senior
managers
3
Slow process 2
Poor communication. 3
Unsatisfied suppliers 2
Total 42 27 Total
W
7. Organizational Diagnosis of NISSAN Prepared By: Mustafa Watar
6 | P a g e
Secondly, Economic environment: In Japan, the economy was hit by a dramatic downturn in consumer
spending triggered by factors that included an increase in the consumption tax rate and the termination
of special income tax cuts. Uncertainty about the economic outlook was meanwhile heightened by
instability in the financial system, and the economy showed increasing signs of sluggishness.
Thirdly, Demand: This economic situation was reflected in low levels of domestic demand for
automobiles. The slumping economy eroded consumer confidence, causing overall domestic vehicle
registrations to decline by 14.6% below the previous year’s level to 4.75 million units, excluding mini
vehicles. This is the first time in four years that registrations have fallen below five million units.
Resources:
An overall look at the cost of production in total: An approximate ¥50 billion increase in research and
development costs and other expenses, an approximate ¥25 billion increase in costs for sales promotion
in Japan and approximately ¥90 billion in losses for the write-down and re-marketing cost in the carrying
value of vehicles in the U.S. lease portfolio.
In terms of the suppliers Nissan has more than 230 suppliers in JAPAN only and they are not aware of
the vision and Nissan’s strategy or the company’s priorities of the company, additionally Inventories are
stated principally at the lower of cost or market. The cost of finished products, work in process and
purchased parts is determined primarily by the average method, and the cost of raw materials and
supplies is determined primarily by the last - in, first - out method.
In terms of the assets, the company has Total assets increased ¥410.0 billion, or 5.5%, to ¥7,883.8 billion
(US$59.7 billion).Total assets consist of manufacturing and sales operations assets and financial services
assets that include retail and wholesale financing and leased vehicles. Manufacturing and sales
operations assets increased by ¥431.8 billion, or 7.7%, to ¥6,018.6 billion, while financial services assets
decreased by ¥21.8 billion, or 1.2%, to ¥1,865.2 billion (graph 6). The following statement the costs and
expenses that Nissan pays:(6)
Graph 6
8. Organizational Diagnosis of NISSAN Prepared By: Mustafa Watar
7 | P a g e
Out-puts:
he total system out-put: the overall production of the company has been dropping since 1991
when the production was in his highest levels (3.08 million vehicles) to its lowest level in
beginning of 1999 (2.46 million vehicles) and the earning performance net income has been
decreasing for the last 2 years 1998-1999 in comparison to 1997 furthermore in 1997 the net income
was 77,743 and in 1998-1999 respectively (14,007), (27,714) minus and the employees’ number in 1999-
1998-1997 respectively (131,260) (137,201) (135,331) which reveals that the employees performance is
dropping down dramatically. Graph 7 shows the number of employees and the income from 1994 to
1999:
Transformational process:
here is a lack of urgency in the process in Nissan which means there is delays in the process flow
for example: the process that should take a week Nissan’s employees do it in a year! Which worth
to be highlighted that Nissan to accelerate the decision-making process by delegating more
power and authority to middle management and the middle management in fact was disjointed
everyone is pulling in a different direction, furthermore the company was divided into territories. The
companies using teams approach but functional teams not cross functional because of the previous
reason (we have territories no teams) and senior managers, middle manager, executive committee, and
Nissan’s Union, Secondly the company’s Nissan’s designs were doing badly and the only 4 models
generating profits.(7)
Change strategy:
issan change plan should be comprehensive and covers the whole company to reach favorable
situation and new equilibrium where Nissan start generating profits as follows:
Production and design:
o Improving the brand identity
o Develop unique products.
143,310 145,582 139,856 135331 137201 131260
-86,915
-166,054
-88,418
77743
-14007
-27714
-200,000
-150,000
-100,000
-50,000
0
50,000
100,000
150,000
200,000
1994 1995 1996 1997 1998 1999
Series1
Series2
T
T
N
9. Organizational Diagnosis of NISSAN Prepared By: Mustafa Watar
8 | P a g e
o Innovative and creative designs
o Invest more in R&D.
o Restructuring the organization.
Technology
o Focus on the core technologies
o Building more on Nissan’s engineers.
o Reducing the number of platforms to speed up the process.
o Using the latest technologies to speed up the process.
o Creating an IT department to enhance the communications within the company and
with the organization’s customers.
Purchasing:
o Reducing the purchasing cost by 20%
o Reducing the suppliers’ number.
Production:
o More costumer engagement.
o Raising the utilization rate of our factories.
o Reducing the fixed costs
o Moving production as close to the end consumer as possible.
o Reduce time of the assembling process cycle.
Sales and marketing:
o Improving the e-commerce sales channels.
o Increase efficiency and competitiveness of sales by streamlining the company’s outlets
and increasing the private ownership of dealerships.
o Complete training programs for our dealers and sales workforces.
o Enrich the global awareness of Nissan’s brand by consistent marketing communications
throw new products.
o Launching new products globally
o Reducing our own retails and increasing our sales channels networks.
Financial:
o Creating an overall financial goal on global base.
o Reducing the company debt
o More profit oriented management.
o Alliance with Renault.
Human Resources, Structure, management:
o Performance based system.
o Create global vision and share it with all the employees.
o Create a global strategic plan.
o Enrich the strategic awareness among the departments and regional factories.
o Change the structure of Nissan and creating cross functional teams to break the
hieratical barriers.
o Setting higher goals to achieve and connect them to our strategy.
o Creating an encouraging reward system to motivate the employees.
10. Organizational Diagnosis of NISSAN Prepared By: Mustafa Watar
9 | P a g e
References:
(1)(2) Katz & Kahn, 1978, 1951Kurt Lewin Beer, M. & Spector, B. (1993). Organizational diagnosis.
Link: https://www.iei.liu.se/fek/frist/723g16/files/1.120328/Orgmodels.pdf
(3) (4) (6)(7) Nissan’s Annual reports (1996-1998-1999) available on: http://www.nissan-
global.com/GCC/Japan/ANNUAL99/an99.pdf
http://www.nissan-global.com/GCC/Japan/ANNUAL98/an98.pdf
http://www.nissan-global.com/GCC/Japan/Annual96/menu.html
(5)(6)(7) Ghosn, C. , Ries, P. (2005) SHIFT Inside Nissan’s Historical Revival.