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Question;47.;Auto engines have become;more complex over the past twenty years, partly as a result of environmental;concerns about exhaust contaminants. Engineers have developed two basic;approaches to solving the contaminant problem. The first emphasized the;catalytic converter, a modification of the auto exhaust system designed to;break down pollutants. The second emphasized redesign of the auto engine's;combustion process, which adds more than twice the cost of the catalytic;converter alone. However, redesigning the combustion process usually results in;improved full efficiency.;Required;A. Comment on the strategic advantage of redesigning the combustion process;versus simply adding a catalytic converter.;B. What;are the ethical questions, if any, that should be addressed in the above;decision?;48.;Studebaker Corporation;one of the earliest auto manufacturers, prospered in the late 1940's and into;the 1950's. Its advertising after World War II emphasized quality of design and;production. The corporation also used the stability of its work force in its;advertisements, often featuring pictures of father and son working side by side;in its factories.;Required;A. From just this brief description of Studebaker Corporation, which type of;competitive strategy--cost leadership ordifferentiation--would you;guess Studebaker was using? Explain your choice.;B. Given;your answer in Part (A), speculate on what market factors might have caused the;corporation to go into bankruptcy and cease production in the mid-1960s.;49.;Many products in the;marketplace today are built from components designed and manufactured by;sub-contractors. While the extent of this practice is not well known to;consumers, manufacture and sale of multi-component units that use parts from;many different companies continues to grow.;Required;If the assembling company is using value-chain analysis in its strategic;planning, comment on the following;A. The;cost justification for subcontracting.;B. The;willingness of consumers to buy products they know contain subcontracted parts.;C. The;problems of quality control facing the assembling company.;50.;Exeter Industries;produces and markets several lines of food and beverage products. The company;plans to expand its market to cover a new geographical area, and the first products;to be introduced into this new market are three of Exeter's coffees. A meeting;of the marketing committee has been called to determine the pricing and;promotional strategy for the introduction of these coffees.;Mark Williams, vice president of marketing;has suggested that Exeter continue its policy of premium pricing for Rich Roast;Coffee in the new market. "Rich Roast is a superior blend of Brazilian;coffees and should have little difficulty gaining customer acceptance. The use;of other promotional strategies doesn't appear necessary at this time.;Carol;Randolph, general sales manager, agreed with this strategy for Rich Roast but;recommended a different approach for Vitality Coffee, Exeter's brand of;decaffeinated coffee. "Vitality is an unknown name in this region and will;require a determined promotional effort to gain market share from other very;competitive products. We could try penetration pricing or packaging options;combined with either manufacturer's coupons or rebates. Whatever strategy we;select, we should hit the market hard if we want to be successful." Dan;Felton has been appointed regional sales manager for the new geographical area;and is concerned about the acceptance of Mellow;Roast;Coffee, a blend of regular and decaffeinated coffees. "This is a brand new;type of coffee in this region and may just sit on the shelf unless we develop;an effective advertising campaign. Pricing or packaging options will be;worthless unless the product gains some visibility and the targeted customer;base is made aware of the benefits of Mellow Roast. We need a good slogan like;A gentle wakeup without caffeine stress!;Required;Mark Williams has suggested the continuance of premium pricing for Rich Roast;Coffee. Explain the strategic role ofpremium pricing, and describe the;economic circumstances in the marketplace that would encourage the use of this;pricing strategy. (CMA adapted);51.;One of the large auto;manufacturers in the 1970s developed a sport version of its family sedan. The;new version was equipped with a small V8 engine and other performance;improvements. The car was called the Pirouette, because of its graceful;appearance and performance. Unfortunately, there was a difficulty in servicing;the vehicle. The engine was too large for the space available, and it had to be;moved slightly on the engine mounts in order for one of the spark plugs to be;changed.;Required;Comment on the strategic competitive advantage of the Pirouette. What type of;management technique was likely used in itsdesign? What type of design;approach should have been used?;52.;Williams Instruments;manufactures specialized surgical equipment for hospitals and clinics;throughout the world. One of Williams' most popular products, comprising 40% of;its revenues and 35% of its profits, is a blood pressure measuring device.;Average production and sales are 400 units per month. Williams has achieved its;success in the market through excellent customer service and product;reliability. The manufacturing process consists primarily of assembly of;components purchased from various electronic firms, plus a small amount of;metalworking and finishing. The manufacturing operations cost $600 per unit.;The purchased parts cost Williams $800, of which $300 is for parts which Williams;could manufacture in its existing facility for $100 in materials for each unit;plus an investment in labor and equipment which would cost $175,000 per month.;Also, Williams is considering;outsourcing to another firm, Matrix Concepts, Inc, the marketing, distribution;and servicing for its units. This would save Williams $75,000 in monthly;materials and labor costs. The cost of the contract would be $125 per product.;Required;1. Prepare;a value chain analysis for Williams to assist in the decision whether to;manufacture or buy the parts, and whether to contract out the marketing;distribution, and servicing of the units.;2. Should;Williams continue to;(A).;purchase the parts or manufacture them?;(B).;provide the marketing, distribution and service, or outsource this activity to;Matrix? Explain your answers.;53.;Motorcycle engines have;become more complex over the past twenty years, partly as a result of;environmental concerns about exhaust contaminants. Engineers have developed two;basic approaches to solving the contaminant problem. The first emphasized the;catalytic converter, a modification of the auto exhaust system designed to;break down pollutants. The second emphasized redesign of the motorcycle;engine's combustion process, which adds more than twice the cost of the;catalytic converter alone. However, redesigning the combustion process usually;results in improved full efficiency.;Required;A. Comment;on the strategic advantage of redesigning the combustion process versus simply;adding a catalytic converter.;B. What;are the ethical questions, if any, that should be addressed in the above;decision?;54.Many;desktop and laptop computers in the marketplace today are built from components;designed and manufactured by sub-contractors. While the extent of this practice;is not well known to consumers, manufacture and sale of multi-component;computers that use parts from many different technology companies continues to;grow.;Required;If the assembling company is using value chain analysis in its strategic;planning, comment on the following;A. The;cost justification for subcontracting.;B. The;willingness of consumers to buy products they know contain subcontracted parts.;C. The problems of quality control;facing the assembling technology company.;55.;Levis Strauss and Co.;maker of Levi's familiar 501 and 505 brands of jeans, also make a;Signature" brand that was introduced several years ago for discount;retailers such as Wal-Mart. Levi's strategy with the new jeans was to sell a;competitively priced pair. The jeans were to be about one-half the price of the;familiar 501 and 505 jeans. To get costs down Levi's would;? Use cheaper fabrics and materials.;? Shun costly mass-market advertising.;? Strictly limit the number of fits;styles, and colors.;The Signature brand had a good first;year of sales, assume that results for the second year and later are not yet;in.;Required;1. Assess the new strategy at Levi. What;do you think are the potential benefits and risks?;2. How will the firm's value chain and;balanced scorecard change as a result of the new strategy?;56.;Gordon Manufacturing;produces high-end furniture products for the luxury hotel industry. Gordon has;succeeded through excellence in design, careful attention to detail in manufacturing;and in customer service, and through continuous product innovation. The;manufacturing process at Gordon begins with a close consultation with each;customer so that the finished product exactly meets the customer's;specifications. This commonly means unique designs, special fabrics, and high;levels of manufacturing quality. In addition, Gordon believes that a key;competitive edge it has over other competitors is that it has an outstanding;design staff that is able to work with customers to come up with product;designs that go beyond the customer's expectations.;Required;What is the competitive strategy for Gordon Manufacturing? Explain your answer;in two or three sentences.;57.;Gordon Manufacturing;produces high-end furniture products for the luxury hotel industry. Gordon has;succeeded through excellence in design, careful attention to quality in;manufacturing and in customer service, and through continuous product;innovation. The manufacturing process at Gordon begins with a close consultation;with each customer so that the finished product exactly meets the customer's;specifications. This commonly means unique designs, special fabrics, and high;levels of manufacturing quality. In addition, Gordon believes that a key;competitive edge it has over other competitors is that it has an outstanding;design staff that is able to work with customers to come up with product;designs that go beyond the customer's expectations.;Anticipating;a growth in the demand for luxury hotel rooms, Gordon has expanded its;operations to include one new manufacturing plant, and by refitting some of the;older plants with newer, more efficient equipment. The installation of the new;equipment has caused some delays in filling some customer orders, and Gordon;has shifted production from those plants with the delays to other manufacturing;plants. The result has been an increase in some processing costs;transportation costs, and delays in meeting customer order deadlines. Also, the;introduction of the new equipment has created some tensions with employees who;see the new, more efficient equipment as a potential threat to their job;security. There is also some disagreement among managers as to whether the new;equipment will improve or reduce quality.;Required;Develop a SWOT analysis for Gordon Manufacturing. List one or more items in;each category;58.;Gordon Manufacturing;produces high-end furniture products for the luxury hotel industry. Gordon has;succeeded through excellence in design, careful attention to quality in;manufacturing and in customer service, and through continuous product;innovation. The manufacturing process at Gordon begins with a close;consultation with each customer so that the finished product exactly meets the;customer's specifications. This commonly means unique designs, special fabrics;and high levels of manufacturing quality. In addition, Gordon believes that a;key competitive edge it has over other competitors is that it has an;outstanding design staff that is able to work with customers to come up with;product designs that go beyond the customer's expectations.;Required;Present a value chain for Gordon Manufacturing with 5-6 activities and explain;the role of each activity in the value chain.;59.;Gordon Manufacturing;produces high-end furniture products for the luxury hotel industry. Gordon has;succeeded through excellence in design, careful attention to quality in;manufacturing and in customer service, and through continuous product;innovation. The manufacturing process at Gordon begins with a close;consultation with each customer so that the finished product exactly meets the;customer's specifications. This commonly means unique designs, special fabrics;and high levels of manufacturing quality. In addition, Gordon believes that a key;competitive edge it has over other competitors is that it has an outstanding;design staff that is able to work with customers to come up with product;designs that go beyond the customer's expectations.;Required;Present a balanced scorecard for Gordon Manufacturing with 3-4 perspectives and;3-4 quantitative critical success factors ineach perspective.

 

Paper#47227 | Written in 18-Jul-2015

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