In this PPT presentation we analyze the case: Volkswagen of America. We use a practical approach to the problem and raise some questions about the performance of the main character of the case study.
The document discusses Volkswagen of America's (VWoA) process for prioritizing IT projects. It outlines the goals of improving vehicle value, building brand loyalty, and having a stable infrastructure. It then describes the four teams involved in the prioritization process and their roles. Finally, it provides an example of how projects are ranked and funded, and notes some problems with the current approach.
HubSpot is a leader in inbound marketing but seeks to accelerate growth and increase profits. It currently has 1,000 customers but high customer acquisition costs. The document proposes segmenting customers into Owners and Marketers and adjusting pricing plans. For Owners, it suggests incentivizing use of CMS and annual contracts. For Marketers, it recommends focusing on analytics, raising prices, and demonstrating inbound marketing success. New pricing forecasts increased lifetime profits per customer for both segments.
corporate strategy
Newell started as Curtain rod manufacturer in 1902
1917 – Supplier to Woolworth stores
1921 – Leonard Ferguson at Newell, Owner in 1937
1950 – Dan Ferguson (son of Leonard and Stanford MBA) as CEO. Revenue 10 mln
1967 – First Strategy for Newell – Focus as market for hardware and do-it-yourself products to volume merchandisers
1969 – First non-drapery hardware acquisition
1972 - Public Company – Funding for new products by acquisition
Two-Pronged Strategy
Manufacture low-technology, nonseasonal, noncyclical, nonfaschionable products for volume retailers by acquisition and then streamlining, focussing and making the division profitable, increasing operating margins > 15%
Strategy for consolidation and centralization to achieve effectivess
Changed strategy for individual divisions responsible for manufacturing and marketing but was centrally controlled by admin, legal and treasury systems
1997 – Revenues of 3.23 billion. Clients like Walmart which gave 15% of business, top 10 clients accounting for 40% business
Through 1997, 10 year average return to investors 31% (Vs S&P 500 only 18%)
Cisco Systems is a large networking company founded in 1984 that generates over $40 billion in annual revenue. It has a dominant position in routers and switches with over 70% market share. However, competition from HP, Juniper, and others poses threats. Cisco's strengths include its strategic partnerships and acquisitions strategy, while weaknesses include lack of brand recognition in consumer markets and high prices. In the long term, Cisco aims to improve its position in consumer products and capitalize on opportunities in smart grid technology and cloud computing.
ForldRite Furniture Co : PLANNING TO MEET A SURGE IN DEMANDaliyudhi_h
ForldRite Furniture Co is planning to meet a surge in demand for its folding furniture products. The company has identified constraints including increasing demand that exceeds current production capacity. Solutions analyzed include hiring and training additional workers to exactly match production to demand. This would require hiring 38 new skilled workers and 12 new unskilled workers in one month. The total labor cost of this plan is estimated to be over $2.7 million with total costs of $38.6 million to meet demand through the year.
Havells India : The Sylvania Acquisition DecisionShivamSingh1379
Havells acquired Sylvania to expand its global market reach. Sylvania's distribution network in over 50 countries provided an opportunity for Havells to enter new markets in Europe and Latin America. Sylvania also needed a cash infusion due to financial losses. However, integrating different work cultures and complying with varying government standards across markets posed challenges. Increased Asian competition and an economic slowdown further complicated the acquisition. Ultimately, Havells' industry reputation and experience with prior acquisitions helped it successfully acquire and manage Sylvania despite risks in the external environment.
Klaus Obermeyer founded Obermeyer in 1947 in Aspen, Colorado. In 1985, Obermeyer formed a joint venture called Obersport in Hong Kong to increase production capacity. Obermeyer's supply chain stretches from Asia to Aspen, with textile and accessory suppliers in Asia manufacturing garments that are then shipped through Obersport and Sport Obermeyer to retailers in the US. Obermeyer faces challenges in uncertain demand forecasting for its seasonal ski fashion products and long lead times in its Asian manufacturing process.
The document discusses Volkswagen of America's (VWoA) process for prioritizing IT projects. It outlines the goals of improving vehicle value, building brand loyalty, and having a stable infrastructure. It then describes the four teams involved in the prioritization process and their roles. Finally, it provides an example of how projects are ranked and funded, and notes some problems with the current approach.
HubSpot is a leader in inbound marketing but seeks to accelerate growth and increase profits. It currently has 1,000 customers but high customer acquisition costs. The document proposes segmenting customers into Owners and Marketers and adjusting pricing plans. For Owners, it suggests incentivizing use of CMS and annual contracts. For Marketers, it recommends focusing on analytics, raising prices, and demonstrating inbound marketing success. New pricing forecasts increased lifetime profits per customer for both segments.
corporate strategy
Newell started as Curtain rod manufacturer in 1902
1917 – Supplier to Woolworth stores
1921 – Leonard Ferguson at Newell, Owner in 1937
1950 – Dan Ferguson (son of Leonard and Stanford MBA) as CEO. Revenue 10 mln
1967 – First Strategy for Newell – Focus as market for hardware and do-it-yourself products to volume merchandisers
1969 – First non-drapery hardware acquisition
1972 - Public Company – Funding for new products by acquisition
Two-Pronged Strategy
Manufacture low-technology, nonseasonal, noncyclical, nonfaschionable products for volume retailers by acquisition and then streamlining, focussing and making the division profitable, increasing operating margins > 15%
Strategy for consolidation and centralization to achieve effectivess
Changed strategy for individual divisions responsible for manufacturing and marketing but was centrally controlled by admin, legal and treasury systems
1997 – Revenues of 3.23 billion. Clients like Walmart which gave 15% of business, top 10 clients accounting for 40% business
Through 1997, 10 year average return to investors 31% (Vs S&P 500 only 18%)
Cisco Systems is a large networking company founded in 1984 that generates over $40 billion in annual revenue. It has a dominant position in routers and switches with over 70% market share. However, competition from HP, Juniper, and others poses threats. Cisco's strengths include its strategic partnerships and acquisitions strategy, while weaknesses include lack of brand recognition in consumer markets and high prices. In the long term, Cisco aims to improve its position in consumer products and capitalize on opportunities in smart grid technology and cloud computing.
ForldRite Furniture Co : PLANNING TO MEET A SURGE IN DEMANDaliyudhi_h
ForldRite Furniture Co is planning to meet a surge in demand for its folding furniture products. The company has identified constraints including increasing demand that exceeds current production capacity. Solutions analyzed include hiring and training additional workers to exactly match production to demand. This would require hiring 38 new skilled workers and 12 new unskilled workers in one month. The total labor cost of this plan is estimated to be over $2.7 million with total costs of $38.6 million to meet demand through the year.
Havells India : The Sylvania Acquisition DecisionShivamSingh1379
Havells acquired Sylvania to expand its global market reach. Sylvania's distribution network in over 50 countries provided an opportunity for Havells to enter new markets in Europe and Latin America. Sylvania also needed a cash infusion due to financial losses. However, integrating different work cultures and complying with varying government standards across markets posed challenges. Increased Asian competition and an economic slowdown further complicated the acquisition. Ultimately, Havells' industry reputation and experience with prior acquisitions helped it successfully acquire and manage Sylvania despite risks in the external environment.
Klaus Obermeyer founded Obermeyer in 1947 in Aspen, Colorado. In 1985, Obermeyer formed a joint venture called Obersport in Hong Kong to increase production capacity. Obermeyer's supply chain stretches from Asia to Aspen, with textile and accessory suppliers in Asia manufacturing garments that are then shipped through Obersport and Sport Obermeyer to retailers in the US. Obermeyer faces challenges in uncertain demand forecasting for its seasonal ski fashion products and long lead times in its Asian manufacturing process.
Havells acquisition and turnaround of Sylvania - A comprehensive analysisIshan Pratik
Havells acquired Sylvania's global lighting business excluding North America in 2007 for €227 million. Sylvania was struggling at the time due to losses from the financial crisis. Havells implemented an aggressive restructuring plan to cut costs and close factories. This turned Sylvania profitable by 2010. The acquisition provided Havells with global brands, manufacturing facilities, and distribution networks. It expanded Havells' product portfolio and presence in new markets like Europe and South America. The merger synergies helped improve margins and financial performance of the combined entity.
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
IBM was founded in 1911 and emerged as a superpower by the 1950s, but faced structural problems in the early 1990s that led to $16 billion in losses. Lou Gerstner was hired in 1993 to rescue IBM. He took several steps, including layoffs of 40,000-50,000 employees, cost reductions of $6.8 billion through expense cuts and selling non-core businesses. Gerstner also restored line manager accountability, reorganized IBM into one global organization, refined sales processes, and focused on services as hardware stagnated. These strategies secured IBM's core competencies, provided an outside perspective to address real problems, and dismantled a collegial culture, driving financial results. However,
This document discusses Barco and Sony's positions in the projection market. It analyzes their strengths and weaknesses compared to each other. Sony introduced a new high-quality projector, the 1270, which threatened Barco's market share. The document considers how Barco should respond, concluding that lowering prices below Sony's 1270 would be the best option since Barco lacked a direct competitor at that time.
Newell’s goal is to increase its sales and profitability by offering a comprehensive range of products and reliable service to the mass retail channel. Newell has chosen to develop its product line through key acquisitions, rather than internal organic growth. The strategy succeeds based on their two pronged approach of following an established acquisition process (Newellization) and ensuring corporate continuity across the division to support its performance in the market. This strategy helps Newell successfully diversify their portfolio of products for mass retailers.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Rich Con Steel: A case on IT Implementation (an HBR case)Himadri Singha
Rich-Con Steel wanted to modernize their outdated IT infrastructure. Their legacy system could not manage orders or generate historical reports. The president, Marty Sawyer, wanted a system for automated order management and trend analysis. She selected an ERP package but implementation was unsuccessful. Users were not trained, no testing was done, and the transition was too abrupt. This caused billing errors, lost orders, and customer complaints. An ideal approach would have involved defining goals, customizing the system, training users, testing, and a phased transition with an experienced consultant and CIO leading implementation instead of the president.
Clique Pens Pricing: The Writing Implements Division of U.S. Home Demin Wang
Clique Pens has experienced a 6% decline in gross profit margins over the past 2 years. There is a debate between the VP of Marketing and VP of Sales over how to allocate the marketing development funds (MDF) budget. The VP of Marketing wants to use MDF for consumer discounts and promotions to build brand equity, while the VP of Sales wants to use it for trade promotions and discounts to retailers. They need to compromise on a plan to satisfy both consumers and retailers.
The pen industry is highly competitive with 50 major competitors. Retailers like Staples, Walmart, and Walgreens have significant bargaining power and prioritize discounts and incentives from manufacturers. Clique will need to decide how
American Connector Company (ACC) faces competitive threats from Denso Japan Connector's (DJC) manufacturing strategies of standardized, continuous flow production and lower costs. DJC utilizes older, paid-off technology and achieves 100% capacity through 24/7 production, while ACC uses flexible batch processing at only 50-85% capacity. If DJC opens a US plant, it could attract ACC customers with even lower costs from standardized products and more efficient delivery. To compete, ACC must improve technology, productivity, utilization and standardization while reducing inventory, depreciation and other costs.
The document discusses the economics of the US carbonated soft drink industry from 1970 to 2004, focusing on how Coca-Cola and PepsiCo came to dominate the market through establishing production and distribution networks as well as engaging in competitive marketing campaigns. It analyzes the strategies employed by Coca-Cola and PepsiCo that allowed them to gain and maintain market share over smaller brands, such as expanding their product portfolios and establishing international presences.
The document summarizes the steps taken by a group to plan a project using a Gantt chart and network diagram. They identified the critical path and used two scenarios to reduce its duration and account for uncertainty using buffers. The cost was estimated at each step and weaknesses in the plan were discussed.
Peter Browning was hired as the new president of Continental White Cap to address challenges facing the company. Continental White Cap had a history dating back to 1926 and a corporate culture characterized by paternalism. However, the company now faced price competition, high overheads, and a need for new technologies. Browning planned to implement gradual changes to cut costs, enrich the customer experience, and expand product lines while transitioning away from the paternalistic culture. His changes included redesignating roles, adopting performance-based compensation, and creating more open communication to facilitate the cultural shift.
Cisco implemented Oracle's ERP software to address deteriorating legacy systems. A 100-person team selected Oracle over other vendors. The implementation used rapid prototyping through "conference room pilots" to configure the software for Cisco's needs. While go-live faced hardware and capacity issues, strong vendor support stabilized the system within 3 months, concluding a successful ERP implementation.
Allentwen material corporation - Electronic product divisionSaurabh Arora
Introduction
Leading manufacturer of speciality glass
Eight Line Divisions
First Company to establish an Industrial Research Laboratory
Marketing & R&D the strongest functional areas
Average growth of 10% a year
Electronics Product Division
Manufactured high quality electronic components
Initially, Business was from military market
Shifted to Commercial Market in late 1980s.
Growth in commercial market leading to high competition.
Current Scenario – (July 1992)
What can be done -
As it was seen Rogers has not been an effective leader, there is a need for training for him in more instructing management style
Rogers should remove himself from product development team and focus more on resource allocation
Team comprising for new product development should have employees from all the functions i.e. – it should be cross-functional
Sales team should be incentivized for bringing additional revenue for the company. It should have a dual salary structure – less fixed and more variable (commission)
More freedom needs to be given in budget allocation
More trainings about the specifications of the products(capacitors and resistors) should be provided
More team activities should be there so that trust and relation can be built amongst the teams
For fostering collaborative thinking, a common integrated system should be developed wherein feedback from the clients regarding product specification and product quality should be updated without any delay
Classic pen company activity based costingHarish B
Classic Pen Company is analyzing its cost accounting system using activity-based costing to better understand profitability. Previously, all overhead costs were allocated based on direct labor, but ABC analysis identified drivers like setup time and production runs. This showed that red and purple pens have higher costs than indicated previously due to more setups. ABC cost per unit for red and purple exceeds their selling price, suggesting price increases are needed to improve profitability for those products.
Dominion Motors faces a challenge from an engineering report that could reduce demand for their motors. Their alternatives are to lower prices on a larger motor, reengineer smaller motors to higher torque, or build a new smaller motor. Building a new 5 HP motor allows them to be prepared if the report is accepted while avoiding actions that acknowledge the report prematurely. They will also lobby regulators and the engineer conducting the report to delay its impact and independently verify its findings.
ForldRite Furniture Co is planning strategies to meet a surge in demand for its folding chairs, tables, and other furniture. One strategy is to hire and train new workers to exactly meet production requirements each month. This would allow the company to sustain production levels if demand continues increasing. However, it risks demoralizing workers with future layoffs of extra labor. It also increases costs for hiring, unemployment insurance if workers are later laid off, and the time needed for training. Maintaining a stable workforce may better fit the company's goals.
- Edgar Newell started Newell Company in 1902 through the acquisition of a curtain rod manufacturer.
- Dan Ferguson crafted a growth strategy of acquiring companies to expand Newell's product line.
- In the late 1990s, Newell faced challenges from increased customer buying power and consolidation in the retail industry.
- Newell acquired Calphalon and Rubbermaid but integrating the large Rubbermaid presented challenges due to its size, reputation, and operations that could impact Newell's strategy.
Culinarian Cookware case study analysisSaurabh Mhase
Culinarian Cookware is considering adopting a price promotion strategy but is unsure if it will be profitable. In 2004, an external study found price promotions had a negative impact on profits. However, the sales manager believes the 2004 campaign was successful. There is a dilemma around whether price promotions would help or hurt Culinarian's market share and profits. The case analyzes Culinarian's market position, previous promotion results, and makes recommendations around a new product line and limited price promotions to target different customer segments.
OTIS Elevator was organized into four divisions globally and generated over $2 billion in revenue as of 1985. It introduced automated microprocessor-based elevators in the 1970s, increasing its market share. In the early 1980s, OTIS investigated using IT to establish a centralized customer service system called OTISLINE to address issues like variable callback times. OTISLINE linked to OTIS's maintenance database to allow dispatchers to respond to customers within 60 seconds. By 1985, 11 districts were using OTISLINE, receiving over 43,000 calls per average weekday.
This document summarizes the efforts of Western Carolina University to implement project management practices within its information technology department over several years. It describes an initial failed attempt in 2005, followed by gradual improvements like establishing governance processes and a PMO in 2012. While progress has been made, challenges remain around fully adopting a project management culture and standardized processes. The presentation outlines goals to further increase the percentage of IT hours spent on projects and benchmark maturity levels going forward.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
Havells acquisition and turnaround of Sylvania - A comprehensive analysisIshan Pratik
Havells acquired Sylvania's global lighting business excluding North America in 2007 for €227 million. Sylvania was struggling at the time due to losses from the financial crisis. Havells implemented an aggressive restructuring plan to cut costs and close factories. This turned Sylvania profitable by 2010. The acquisition provided Havells with global brands, manufacturing facilities, and distribution networks. It expanded Havells' product portfolio and presence in new markets like Europe and South America. The merger synergies helped improve margins and financial performance of the combined entity.
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
IBM was founded in 1911 and emerged as a superpower by the 1950s, but faced structural problems in the early 1990s that led to $16 billion in losses. Lou Gerstner was hired in 1993 to rescue IBM. He took several steps, including layoffs of 40,000-50,000 employees, cost reductions of $6.8 billion through expense cuts and selling non-core businesses. Gerstner also restored line manager accountability, reorganized IBM into one global organization, refined sales processes, and focused on services as hardware stagnated. These strategies secured IBM's core competencies, provided an outside perspective to address real problems, and dismantled a collegial culture, driving financial results. However,
This document discusses Barco and Sony's positions in the projection market. It analyzes their strengths and weaknesses compared to each other. Sony introduced a new high-quality projector, the 1270, which threatened Barco's market share. The document considers how Barco should respond, concluding that lowering prices below Sony's 1270 would be the best option since Barco lacked a direct competitor at that time.
Newell’s goal is to increase its sales and profitability by offering a comprehensive range of products and reliable service to the mass retail channel. Newell has chosen to develop its product line through key acquisitions, rather than internal organic growth. The strategy succeeds based on their two pronged approach of following an established acquisition process (Newellization) and ensuring corporate continuity across the division to support its performance in the market. This strategy helps Newell successfully diversify their portfolio of products for mass retailers.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Rich Con Steel: A case on IT Implementation (an HBR case)Himadri Singha
Rich-Con Steel wanted to modernize their outdated IT infrastructure. Their legacy system could not manage orders or generate historical reports. The president, Marty Sawyer, wanted a system for automated order management and trend analysis. She selected an ERP package but implementation was unsuccessful. Users were not trained, no testing was done, and the transition was too abrupt. This caused billing errors, lost orders, and customer complaints. An ideal approach would have involved defining goals, customizing the system, training users, testing, and a phased transition with an experienced consultant and CIO leading implementation instead of the president.
Clique Pens Pricing: The Writing Implements Division of U.S. Home Demin Wang
Clique Pens has experienced a 6% decline in gross profit margins over the past 2 years. There is a debate between the VP of Marketing and VP of Sales over how to allocate the marketing development funds (MDF) budget. The VP of Marketing wants to use MDF for consumer discounts and promotions to build brand equity, while the VP of Sales wants to use it for trade promotions and discounts to retailers. They need to compromise on a plan to satisfy both consumers and retailers.
The pen industry is highly competitive with 50 major competitors. Retailers like Staples, Walmart, and Walgreens have significant bargaining power and prioritize discounts and incentives from manufacturers. Clique will need to decide how
American Connector Company (ACC) faces competitive threats from Denso Japan Connector's (DJC) manufacturing strategies of standardized, continuous flow production and lower costs. DJC utilizes older, paid-off technology and achieves 100% capacity through 24/7 production, while ACC uses flexible batch processing at only 50-85% capacity. If DJC opens a US plant, it could attract ACC customers with even lower costs from standardized products and more efficient delivery. To compete, ACC must improve technology, productivity, utilization and standardization while reducing inventory, depreciation and other costs.
The document discusses the economics of the US carbonated soft drink industry from 1970 to 2004, focusing on how Coca-Cola and PepsiCo came to dominate the market through establishing production and distribution networks as well as engaging in competitive marketing campaigns. It analyzes the strategies employed by Coca-Cola and PepsiCo that allowed them to gain and maintain market share over smaller brands, such as expanding their product portfolios and establishing international presences.
The document summarizes the steps taken by a group to plan a project using a Gantt chart and network diagram. They identified the critical path and used two scenarios to reduce its duration and account for uncertainty using buffers. The cost was estimated at each step and weaknesses in the plan were discussed.
Peter Browning was hired as the new president of Continental White Cap to address challenges facing the company. Continental White Cap had a history dating back to 1926 and a corporate culture characterized by paternalism. However, the company now faced price competition, high overheads, and a need for new technologies. Browning planned to implement gradual changes to cut costs, enrich the customer experience, and expand product lines while transitioning away from the paternalistic culture. His changes included redesignating roles, adopting performance-based compensation, and creating more open communication to facilitate the cultural shift.
Cisco implemented Oracle's ERP software to address deteriorating legacy systems. A 100-person team selected Oracle over other vendors. The implementation used rapid prototyping through "conference room pilots" to configure the software for Cisco's needs. While go-live faced hardware and capacity issues, strong vendor support stabilized the system within 3 months, concluding a successful ERP implementation.
Allentwen material corporation - Electronic product divisionSaurabh Arora
Introduction
Leading manufacturer of speciality glass
Eight Line Divisions
First Company to establish an Industrial Research Laboratory
Marketing & R&D the strongest functional areas
Average growth of 10% a year
Electronics Product Division
Manufactured high quality electronic components
Initially, Business was from military market
Shifted to Commercial Market in late 1980s.
Growth in commercial market leading to high competition.
Current Scenario – (July 1992)
What can be done -
As it was seen Rogers has not been an effective leader, there is a need for training for him in more instructing management style
Rogers should remove himself from product development team and focus more on resource allocation
Team comprising for new product development should have employees from all the functions i.e. – it should be cross-functional
Sales team should be incentivized for bringing additional revenue for the company. It should have a dual salary structure – less fixed and more variable (commission)
More freedom needs to be given in budget allocation
More trainings about the specifications of the products(capacitors and resistors) should be provided
More team activities should be there so that trust and relation can be built amongst the teams
For fostering collaborative thinking, a common integrated system should be developed wherein feedback from the clients regarding product specification and product quality should be updated without any delay
Classic pen company activity based costingHarish B
Classic Pen Company is analyzing its cost accounting system using activity-based costing to better understand profitability. Previously, all overhead costs were allocated based on direct labor, but ABC analysis identified drivers like setup time and production runs. This showed that red and purple pens have higher costs than indicated previously due to more setups. ABC cost per unit for red and purple exceeds their selling price, suggesting price increases are needed to improve profitability for those products.
Dominion Motors faces a challenge from an engineering report that could reduce demand for their motors. Their alternatives are to lower prices on a larger motor, reengineer smaller motors to higher torque, or build a new smaller motor. Building a new 5 HP motor allows them to be prepared if the report is accepted while avoiding actions that acknowledge the report prematurely. They will also lobby regulators and the engineer conducting the report to delay its impact and independently verify its findings.
ForldRite Furniture Co is planning strategies to meet a surge in demand for its folding chairs, tables, and other furniture. One strategy is to hire and train new workers to exactly meet production requirements each month. This would allow the company to sustain production levels if demand continues increasing. However, it risks demoralizing workers with future layoffs of extra labor. It also increases costs for hiring, unemployment insurance if workers are later laid off, and the time needed for training. Maintaining a stable workforce may better fit the company's goals.
- Edgar Newell started Newell Company in 1902 through the acquisition of a curtain rod manufacturer.
- Dan Ferguson crafted a growth strategy of acquiring companies to expand Newell's product line.
- In the late 1990s, Newell faced challenges from increased customer buying power and consolidation in the retail industry.
- Newell acquired Calphalon and Rubbermaid but integrating the large Rubbermaid presented challenges due to its size, reputation, and operations that could impact Newell's strategy.
Culinarian Cookware case study analysisSaurabh Mhase
Culinarian Cookware is considering adopting a price promotion strategy but is unsure if it will be profitable. In 2004, an external study found price promotions had a negative impact on profits. However, the sales manager believes the 2004 campaign was successful. There is a dilemma around whether price promotions would help or hurt Culinarian's market share and profits. The case analyzes Culinarian's market position, previous promotion results, and makes recommendations around a new product line and limited price promotions to target different customer segments.
OTIS Elevator was organized into four divisions globally and generated over $2 billion in revenue as of 1985. It introduced automated microprocessor-based elevators in the 1970s, increasing its market share. In the early 1980s, OTIS investigated using IT to establish a centralized customer service system called OTISLINE to address issues like variable callback times. OTISLINE linked to OTIS's maintenance database to allow dispatchers to respond to customers within 60 seconds. By 1985, 11 districts were using OTISLINE, receiving over 43,000 calls per average weekday.
This document summarizes the efforts of Western Carolina University to implement project management practices within its information technology department over several years. It describes an initial failed attempt in 2005, followed by gradual improvements like establishing governance processes and a PMO in 2012. While progress has been made, challenges remain around fully adopting a project management culture and standardized processes. The presentation outlines goals to further increase the percentage of IT hours spent on projects and benchmark maturity levels going forward.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
The document discusses establishing key IT governance processes for small and medium businesses. It covers establishing a CIO view of IT governance and the need for governance. Frameworks for IT governance like COBIT, ITIL, COSO and CMMI are reviewed. The evolution of IT governance processes and how they can become more embedded is examined. Specific IT governance workflows, tools and benefits at different maturity levels are outlined. Case studies of implementing governance at large retailers are also provided.
The document discusses establishing key IT governance processes for small and medium businesses. It covers establishing a CIO view of IT governance and frameworks for IT governance like COBIT, ITIL, COSO and CMMI. It discusses how IT governance processes evolve over time through various maturity levels from initial to optimized. It provides examples of workflows for IT governance and case studies of how large retailers have established IT governance processes to improve efficiency, effectiveness and enable transformation.
The document discusses building information systems through the systems development process. It describes the core activities as systems analysis, systems design, programming, testing, conversion, and production and maintenance. Systems analysis involves defining problems, identifying requirements, and feasibility studies. Systems design describes specifications and addresses managerial, organizational and technological components. Programming translates specifications into code. Testing ensures the system produces the right results.
Introduction to business process managementHuu Nguyen Tat
This document provides an introduction and overview of a 3-day business process management course. The course will cover 10 topics related to business process management including introduction and context of BPM, process modeling, analysis, design, performance management, and transformation. Each day will include morning and afternoon sessions covering multiple topics. Course materials including handouts and software demonstrations will also be provided.
Introduction to Business Process ManagementSara Afxal
This document provides an introduction to a 3-day business process management course. The course will cover 10 topics related to business process management including introduction and context of BPM, process modeling, process analysis, process design, and business process management technologies. Each day will include morning and afternoon sessions covering multiple topics. Course materials include printed handouts and a CD with additional resources.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
2015 ITSMF USA Student Case CompetitionTarun Khatri
To define a service based delivery model, enabling the business units to pay per use for the services they need and IT to deliver the services at the speed of business
Architecting Next Generatio IT Operating Models Using IT4IT and SFIASukumar Daniel
The document summarizes an architecture initiative undertaken by Action Research Foundation to transform an organization's IT operating model. The initiative involved applying TOGAF and IT4IT frameworks to architect the next generation service provider organization. Key aspects included establishing an architecture capability, governance processes, and iteratively developing visions and architectures. The delivered solution established function and people management services to improve alignment and establish an innovation ecosystem needed for the target operating model of a customization studio.
This chapter discusses analyzing the business case for IT projects and conducting a preliminary investigation. It explains that a business case justifies a project based on benefits like reducing costs or increasing revenue. The preliminary investigation evaluates a project request through fact-finding, analyzing costs/benefits, and assessing feasibility. The analyst then reports findings and recommendations to management.
What IS for the Lean company, by Pierre Delort at the Lean IT SummitInstitut Lean France
"What IS for the lean company?, Pierre Delort presented the outcome of the CIGREF study at the Lean IT Summit 2013. CIGREF brings together 130 French companies and organisations from all sectors with three aims: bring together major companies using information systems, to support CIOs in their jobs and develop a long-term vision of the impact of information systems and technologies on the enterprise, the economy and the society at large. Through this report, the association looks into the benefits of lean management applied to the information systems, it presents how IS can drive the lean deployment throughout the operations and questions the role of lean management and IT service with regards to the business transformation driven by digitalization.
More Lean IT presentations and videos on www.lean-it-summit.com
The document provides an overview of integrated management systems (IMS) and their benefits for controlling organizational objectives. Key points include:
- An IMS combines all internal management practices into a single, coherent system rather than separate components. Linkages between processes allow for seamless integration.
- Common standards that can be integrated include ISO 9001 (quality), ISO 22301 (business continuity), ISO 14001 (environment), OHSAS 18001 (health and safety), ISO/IEC 27001 (information security), and others.
- Benefits of an IMS include consistency, improved communication, reduced duplication and costs, lower risk, and identification of conflicting objectives. Considerations for successful integration include organizational culture, competence levels
CENTRALIZED challenges implementation and MANAGEMENT issuesAnil Chaurasiya
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Surveillance and Monitoring: Recommendations for using security cameras and motion-sensor lights to deter thieves.
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Recent Trends: Current trends and patterns in catalytic converter thefts to help you stay aware of emerging hotspots and tactics used by thieves.
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Practical Tips: Gain actionable insights and tips to effectively prevent catalytic converter theft.
Local Insights: Understand the specific risks in different NYC boroughs, helping you take targeted preventive measures.
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2. INTRODUCTION
• Case introduction
• Background
• Timeline
• Business Structure
• Phase I, II, III
• Class discussion – Video role play
• Our suggestions
3. BACKGROUND
• Ferdinand Porsche – 1930
• Beetle - High sales
• “Himalayas Chart” – 1970
• The Strategic Change – 2000
• Import increase U.S.A.
• Introduction Next Round of Growth
4. INFORMATION TECHNOLOGY TIMELINE
Volkswagen AG Group
- Creation: subsidiary GedasUSA
28 employees transfer
- Setting up: “eBusiness Teams”
1999 200219921992
Perrot
- 10-year contract
Cutting back
IT-employees
Adding 28 employees
to IT department
GedasUSA – Perot – eBusiness Teams
work together for new IT enivironment
Creation BPTO Department
- Problem: no single structure
- Matulovic: new internal It-
department
5. MATULOVIC
NRG
ITSC
PMO
DBC
BPTO
ELT
•Implemented the new IT program
MATULOVIC (CIO)
•Execute NRG program
ELT (EXECUTIVE LEADERSHIP TEAM)
•IT Project management program
NRG (NEXT ROUND GENERATION)
•Guide and approve the process of IT project selection
ITSC (IT STEERING COMITEE)
•Administration of IT project proposal
PMO (PROGRAM MANAGEMENT OFFICE)
•Categorize projects
•Assesing in business impact
•Discussing the alignment with the goals
DBC (DIGITAL BUSINESS COUNCIL)
8. CATEGORIZE BY
INVESTMENT TYPE
CATEGORIZE BY
APPLICATION TYPE
COMPILE PROPOSALS
PRIORITIZE ACCORDING
TO GOALS
SUBMIT TO DBC
•Base enterprise IT platform
•Enterprise application
•Customized point solutions
PHASE II PHASE III
•Stay in business
•Return of investment
•Option-creating investment
•With phase I projects
9. DBC DAY 1
MEETING
YES TOP 3 YES
DBC DAY 2
MEETING
REGROUP INTO
5 MAIN GOAL
PORTFOLIO
YES
GOAL
ACCURACY
BUSINESS UNIT
FINAL GOAL
PORTFOLIOS
BUDGETFINAL APPROVAL
PHASE III
1. Customer loyalty
2. New vehicle value
3. Stable business
infrastructure
4. Pre-owned vehicle
business
5. Optimize the supply
flow
10. PROS AND CONS OF THE IMPLEMENTED SYSTEM
PRO
• High-level organization structure
• New system keeps his IT employees
• Company goals connection
CONS
• Lack of companies goals consideration
• Lack of IT knowledge
• Core projects remained unfunded
11.
12. How should Matulovic respond to his fellow executives who are calling to ask him
for special treatment outside the new priority management system?
15. SUGGESTIONS
How should Matulovic respond to his fellow executives who are calling to ask him
for special treatment outside the new priority management system?
•Matulovic has to work with these executives as part of the Executive
Leadership Team. On the one hand he should consider the
relationship, but there does not seem to be any reasonable basis for
giving certain colleagues special treatment outside of the new priority
management system other than due diplomacy.
16. SUGGESTIONS
What should Matulovic do about the unfunded Supply Flow project?
•The prioritization process used by the team should be reviewed so
that global benefit projects are more highly ranked.
•There is a definite failure in the system and addressing the problem
should be a priority. Matulovic should make a decision as CIO
•Matulovic needs to exercise strong leadership, prioritizing
company’s profit instead of department’s profit.