...Beech-Nut 6/16/2012 EMT 606 - Heinz - Beech-Nut Merger Case 1 Is the Merger necessary to develop efficiency ? Supporting Argument #1 Efficient plants & efficient distribution system Better Recipe Saving in terms of operating costs and salary expenses between 9.4 million to 12 million. 6/16/2012 EMT 606 - Heinz - Beech-Nut Merger Case 2 Is the Merger necessary to develop efficiency ? Flaws in argument Heinz could achieve the efficiency of merger without eliminating Beach Nut as competitor. Although beach nut has inefficient distribution system , it can enhance it without merger. 6/16/2012 EMT 606 - Heinz - Beech-Nut Merger Case 3 Is the Merger necessary to develop efficiency ? Supporting Argument #2 G -100% Heinz -40% Beech-Nut – 45% Lacks a sufficient shelf presence or All Commodity Volume (ACV). Heinz and Beech-Nut claim new product launches are cost-effective only when a firm's ACV is 70% or greater 6/16/2012 EMT 606 - Heinz - Beech-Nut Merger Case 4 Is the Merger necessary to develop efficiency ? Flaws in argument All that the chart plotted was revenue against ACV ,Because the graph did not plot the profitability , does not prove that 70% ACV is required for a launch to be "successful" in an economic sense. The number of data points on the chart was few; they were limited to launches in a single year. They involved launches of all new grocery products rather than of baby food alone. 6/16/2012 EMT 606 - Heinz - Beech-Nut Merger...
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...The Health Nut Case Brief In this situation I would recommend Bregmann and Bury consider declaring bankruptcy. At the outset, it is clear there is not enough cash and the situation is vital and urgent. When you consider that The Health Nut in early January 2006 had $21,000 in bank loans and approximately $25,000 in credit card debt and at the time of purchase from the previous owners the business was purchased for $22,000, it is obvious that there is an overreliance on debt. At the end of the first year when sales were half of what had been projected in the business plan, it is an ominous sign and maybe they should have reevaluated at that point in time due to the gross miscalculation. Gross Margin in 2005 was approximately 40.83% ($46,547/$114,007), in 2004 it was 29.72%, and in 2003 was 24.88%; this shows that over the years more of each dollar of sales is being used to service The Health Nut’s other costs and obligations. The Debt to Equity ratio for 2005 was (0.9) [$49,421/($52,776)]. The company’s negative net worth is troubling because it is indicative that The Health Nut has been losing money for some time. By proactively looking into Chapter 11 bankruptcy, they will be able to do it on their own terms and have better cooperation with the creditors without risking losing their home. Chapter 11 bankruptcies have also been seen as a way of ‘restructuring’ and The Health Nut may be able to continue operating with some...
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...The Beech-Nut case is primarily a case testing the behavioral ethics and decision processes of key stakeholders in the crisis. This case primarily gives an overview on different roles of the key players and their outlook toward the adulteration speculation. I would like to briefly introduce the key characters, their responsibilities, and issues faced by them in their communication strategy, all of which in the wake of the crisis formed a basis for a crucial decision-making by the CEO. Peter Anderson Role: President and CEO Responsibilities: As the newly appointed CEO of Beech-Nut Nutrition Corporation Anderson was responsible for the following * Turning the loss making Beech-Nut into a profitable company * Increasing the market share of Beech-Nut * To supply healthy products rich in nutrition in the market which met Nestlé’s product standards * To undertake changes in the operational and marketing activities of the company which directly influenced the profitability of the company Ethical issues those faced by Anderson while addressing his role are listed as follows * The most important dilemma Anderson was facing during the speculative adulteration crisis situation was whether Beech-Nut Corp needs to join PAI in a lawsuit against Universal Juice Company who were the suppliers of apple juice concentrate to Beech-Nut * Whether Beech-Nut needed to continue selling its apple juice products from the finished inventory which was around 700,000 cases of the...
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... 2000. 116 F. Supp. 2d 190; 2000-2 Trade Cases (CCH) ¶73,066. The Federal Trade Commission seeks a preliminary injunction pursuant to Section 13(b) of the Federal Trade Commission Act, 15 U.S.C. § 53(b), to enjoin the proposed merger of the baby food divisions of H.J. Heinz Company and Milnot Holding Corporation ("Beech-Nut"). . . . I. BACKGROUND A. Market overview Four million infants in the United States consume 80 million cases of jarred baby food annually, representing a domestic market of $865 million to $1 billion. There are only three major manufacturers and distributors of jarred baby food in the United States: Heinz, Beech-Nut, and Gerber Products Company. Gerber is by far the largest domestic manufacturer. It enjoys, and has enjoyed for some 40 years, a dominant market share that has recently grown to between 65 and 70 percent. The Gerber market share is now 65 percent, the Heinz share 17.4 percent, and the Beech-Nut share 15.4 percent. . . . Heinz's domestic baby food products are manufactured at its Pittsburgh, Pennsylvania plant, which was recently updated at a cost of $120 million. The Pittsburgh plant now operates at 40 percent of its production capacity and produces 12 million cases of baby food annually. . . . Beech-Nut manufactures all of its baby food in Canajoharie, New York, at a manufacturing plant that was built in 1907 and began manufacturing baby food in 1931. The plant is not technologically current. Beech-Nut submitted proof that it would be prohibitively...
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...The case describes the problem faced by Peter Andersen CEO of Beech-Nut Nutrition Corporation about a delivery of apple juice concentrate from the Beech-Nut supplier for making apple juice. A private detective dramatically arrived at Beech-Nut plant situated at Canajoharie, New York and announced that the truckload of apple juice concentrate which had just been delivered to Beech-Nut by a supplier was in reality a truckload of flavored sugar water. The detective wanted Beech-Nut to join lawsuit against the supplier of the bogus concentrate. Andersen had conversation with his team members about the issue to get better understanding and consult with his legal advisers for the solution of the problem. Beech-Nut Nutrition Corporation: Company was founded in 1891 as a purveyor of smoked meats. Then diversified the business and entered into the business of selling food concern such as Life Savers, Table Talk pies and Tetley Tea. It was taken over by Squibb a large pharmaceutical and health care products company in 1969. In 1973 baby food division was taken private under the name of Beech-Nut by a small group of Pennsylvania businessmen led by lawyer Frank Nicholas. Nicholas as CEO tried to build the company image as provider of natural foods under the name of “Mr. Natural” and removed added salt and sugar from the Beech-Nut products. Due to financial problems Nicholas decide to sell the company in late 1970s. In 1979, world largest food company Nestle, S.A purchased Beech-Nut for...
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...BEECH-NUT’S APPLE JUICE By Donna J. Wood and Alden Detwiler During the 1970s and early 1980s, the Beech-Nut Nutrition Corporation, with primary plant facilities at Canajoharie, New York, and headquarters near Philadelphia, was the second largest maker of baby foods in the United States, with roughly a 15 percent market share (comparable to Heinz’s market share), compared to Gerber’s 70 percent. From its origins as a meatpacker in 1891 to its modern status as a diversified food manufacturer, the company had built a reputation for pure, natural, high-quality products (Welles, 1988; Traub, 1988). In 1973, lawyer Frank Nicholas and a group of colleagues bought the baby foods division of Beech-Nut from Squibb Corporation, which had acquired the company in 1969. The new owners were undercapitalized and overloaded with debt from the beginning, and the company began to lose money. Beech-Nut signed an agreement in 1977 with a wholesaler run by Zeev Kaplansky, Interjuice Trading Corporation, to purchase apple juice concentrate. Interjuice was able to offer concentrate well below the market price (Welles, 1988), an opportunity that Beech-Nut was reluctant to turn down, given its financial troubles. By 1978, with apple juice products accounting for 30 percent of total sales, the Interjuice contract provided significant cost savings to a firm deeply in debt (Welles, 1988). Early savings from the contract amounted to about $250,000 a year on a $50 million operating budget....
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...In 1981, when Las Hoyvald join Beech-Nut, the company was in financial trouble. In the competitive baby food industry, the company was a distant second behind Gerber, with 15 percent of the market. Although he was new to Beech-Nut, Hoyvald had wide experience in the food industry, and his aim, as stated on his resume, was “aggressively marketing top quality products.” In June 1982, Hoyvald was face with strong evidence that Beech-Nut apple juice for babies was made from concentrated that included no apples. The concentrated was bought from the supplier of the low-cost apple concentrated, Universal Juice Company since 1977. First investigation by two employees of Beech-Nut showed that there are presence of corn syrup, but the Vice President of Beech-Nut, Mr. Lavery dismissed the report. A turning point occurred when investigation by private investigator showed that Universal plant only produced sugared water and invited Beech-Nut to join a suit against Universal. Some of the executives have urged Hoyvald to switch the supplier and recall all the apple juice on the market, but he was hesitant because he claimed that even if the apple juice was bogus, no evidence that the juice was harmful. Switching supplier required Beech-Nut to pay additional cost of $750,000 for the juice and recalling all the apple juice on the market would cost about $3.5 million and means that they are admitting that the company has sold adulterated product. He also said that it tasted like...
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...SNACKS TO GO (CASE 11) 1. Sathers’ company objective was to be one of the first companies to produce a healthy zip lock package filled with nuts and natural snacks. The objective was to tap into the market of people who led busy lives and wanted to eat a snack in a package that was resealable to enjoy at a later time. Since the Sathers’ nuts and snacks weren’t as well-known as their candy, they were able to build stronger brand awareness that was introduced through their Snacks to Go line. 2. In developing Snacks To Go, Sathers’ product conducted a market development strategy. His product, which was ultimately selling healthy snacks, was already in place but he was selling to different kind of customer. The customer he was selling to was the one on the go. With his innovative zip lock resealable bag it appealed to a new market, which would put this snacks to go in the Market development. It can also be used as a penetration to the existing customers who previously enjoyed nuts but now can enjoy the convenience of the snacks in a busy setting. 3. Their study revealed, “that most consumers who preferred resealable packaging would switch brands and pay more for the food protection, convenience, and freshness that resealable packaging offered.” In their case, over half of the their respondents preferred nuts in a resealable packaging, and for those who ate nuts more often, most “believed that it was important to preserve the freshness of the food, to keep it from drying...
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...CASE: ‘’BEECH –NUT’S BOGUS APPLE JUICE’’ TOPIC: UTILITARIANISM When Lars Hoyvald joined Beech-Nut in 1981, the company was in financial trouble. In the competitive baby food industry, the company was a distant second behind Gerber, with 15 percent of the market. After faltering under a succession of owners, Beech-Nut was bought in 1979 by Nestle, the Swiss food giant, which hoped to restore the luster of the brand name. Although he was new to Beech-Nut, Hoyvald had wide experience in food industry, and his aim, as stated on his resume, was “aggressively marketing top quality products.” In June 1982, Hoyvald was faced with strong evidence that Beech-Nut apple juice for babies was made from concentrate that included no apples. Since 1977, the company had been purchasing low-cost apple concentrate from a Bronx based supplier, Universal Juice Company. The price alone should have raised questions, and John Lavery, the vice president in charge of operations, brushed aside tests that showed the presence of corn syrup. Two employees who investigated Universal's “blending facility” found merely a warehouse. Their report was also dismissed by Lavery. A turning point occurred when a private investigator working for the Processed Apple Institute discovered that the Universal plant was producing only sugared water. After following a truck to the Beech-Nut facility, the investigator informed Lavery and other executives of his...
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...S_ kL_ _ i ] _!iii_ i_iiii_ _:_!_ _ _i!_ i!i_:_ii_ _:_'::_s:_'_i SECTgOHAL OORS D ONE PIECEDOORS Before You Start.,. identify your door •follow specific index for assemblyand installation Sectional D DOt With Curved Track UX gx One Piece Door. Jamb Hardware_ Horizontal Track° One Piece Door, No Track. Jamb Hardware,, One Piece Door. No Track, Pivot Hardware, .f /il DOOR ,,/_, ,, / // // DOOR \ \ TRACK \ \ / ! TRACK // DOOR 9 iNSTRUCTiON Assembly installation ......... ...... INDEX Pg_ 6 Pg, 8 // // JAMB HARDWARE PIVOT iNSTRUCTION Assembly installation INDEX ......... ....... pg. 6 INSTRUCTION Assembly Installation ........... iNDEX pg, 6 INSTRUCTION Assembly Installation INDEX P_ 6 .............. ............ Pg., 14 .......... Pg. 14 Pg 14 COMMON INDEX : Warranty ............ Maintenance ......... 2 3 Safety Rules Radio Controls ........... ........ 3 17 Wiring Diagram ....... Parts Lists ............. 20 21 CartonCheck List-SEARS Has packaged your Garage Door Opener in 2 cartons with handles,,_ THE LARGE CARTON 1 Box of Radio Controls 1 1 1 1 Operator assembly (in foam end caps) Plastic light lens Box of rail assembly hardware Owners manual CONTAINS: I 1 1 1 1 Box of chain Curved door arm _,_ ' Straight door arm Bag of installation hardware Handy hints labeF "_J_!Ji_i!#_ THE SMALL CARTON CONTAINS: I Three-section Tee rai! 2 Sections of hanging...
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...04……………………………………………………………..08 Question 05……………………………………………………………..09 Conclusion……………………………………………………………...10 . 2 Executive summary Transition from closed economic system to an open economic system invariably has its positives and negatives. Most importantly if manufacturing companies do not completely read the signs of the times and completely respond adequately to this transition this can have heavy toll on the company. What happened to the Bolts & Nuts Co. is a classic example of failure to make this necessary required transition. It also shows the complicated and complex issues that are involved in such a transition especially in terms of Industrial Relation and how to cope with the problems that emerge as a result of such conflicts. Had the company made the right decision it could have been a winner. The wrong decisions it made pushed it to be a loser. 3 QUESTION 01: EVALUATE CRITICALLY THE ABOVE FACTS AND TRY TO FIND OUT WHAT EXACTLY THE CAUSE FOR THIS UNFORTUNATE SITUATION. Bolts and nuts was the company which was manufacturing bolts and nuts which had a fair share of the market in the said product during the time when there was the closed economy which restricted imports from the international market. The organization was enjoying the said large market; consequently was making profit and was a successful organization. The change in the government made a huge impact on the economic system of the country as it transformed the economic system from closed economy to open economy...
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...Case Study: Diamant Foods Company Diamant Foods Company produces a variety of food products, including a line of candies. One of its most popular candy items is Divine Diamonds, a bag of dozen individually wrapped diamond-shaped candies made primarily from a blend of dark and milk chocolates, macadamia nuts, and a blend of heavy cream fillings. The item is relatively expensive, so Diamant Foods produces it only for its eastern market, encompassing urban areas such as New York, Atlanta, Philadelphia, and Boston. The item is not sold in grocery or discount stores but mainly in specialty shops and specialty groceries, candy stores, and department stores. Diamant Foods supplies the candy to a single food distributor, which has several warehouses on the East Coast. The candy is shipped in cases of 60 bags of the candy per case. Diamonds sell well, despite the fact that they are expensive, at $9.85 per bag (wholesale). Diamant uses high-quality, fresh ingredients and does not store large stocks of the candy in inventory for very long period of time. Diamant’s distributor believes that demand for the candy follows a seasonal pattern. It has collected demand data (i.e., cases sold) for Diamonds from its warehouses and the stores it supplies for the past 3 years, as follows: Demand (cases) |Month |Year 1 |Year 2 |Year 3 | |January |192 |212 |228 | |February...
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...Executive Summary Bolts and Nuts Company was once a big company with a good market share. But when the government liberalized the company was unable to compete in the market. The real problem was old machines and therefore the company couldn’t produce products at lower costs. But the company thought the employees were underperforming and put pressure on them. There were poor industrial relations and ultimately employees took union actions and there was a employee crisis. Apart from that the environmental authority pressed the company to implement a new waste disposal system and since it was unbearable the organization had no choice and they had to shift the company. So basically these case discuses about a scenario where poor industrial relations can cause trouble for a company Problem Statement Concise- How poor industrial relationships can affect to a company? Specific- * How should we treat employees when there is a problem going on? * What is the importance of identifying the real problem to a situation and what are the bad outcomes of handling it in a wrong way? * What is the role of Hr manager in resolving employee crisis? * Why it is important to follow government rules and regulations? 01. Bolts and Nuts Company faced problems mainly because they couldn’t stand against the competition with their competitors. They had a fair share of the market when the economy was closed and when the government liberalized the economy their market share began to drop. When...
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...HD10AMA Pull all parts necessary to case the units: 1) Top case – 100292-00 2) Bottom case – 101003-00 3) Screws – 100499-00 4) Compliance Label – 103305-00 5) Front Label – 101926-00 6) BNC hex nuts and Lock washers (No part number) Step 1) Check the unit to confirm the proper placement of the end bracket. The end connector is “D” shaped. The hole in the bracket that the connector passes through is also “D” shaped. It is possible for the bracket to be upside down but still allow the connector through. Make sure it has the correct orientation. Step 2) Case the unit: a) Add the top and bottom cases to the unit. b) Add 8 screws to the sides using the preset corded drill to secure the cases. c) Add and/or tighten all BNC nuts (using torque #9), jack screws (using torque #3) and the power nut (using torque #6). Step 3) Place the front label on the unit. Make sure the label is centered and straight on the unit and in the correct orientation; power lined up with power. Make sure it is not hanging over any edge. Step 4) Add the compliance label and serial number labels to the unit. Make sure the compliance label is straight in comparison to the hole for the switches. It should be parallel on both edges. There should be a small gap between the hole and the label (a sidewalk) to protect the label when the switches are flipped by customers. The serial number should be 3.7 centimeters from each edge. There should be a small space of .2 to .3 centimeters...
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...PALM OIL MILL CHE RAHMAT CHE MAT UNIT PENGILANGAN & PEMPROSESAN BAHAGIAN KEJURUTERAAN & PEMPROSESAN PALM OIL MILL RAW MATERIAL FRESH FRUIT BUNCH (1 Tonne) MAIN PRODUCTS CRUDE PALM OIL (20 – 22 %) BY-PRODUCTS PALM KERNEL (5 -6 %) EMPTY FRUIT BUNCH (20 – 22 %) FIBRE (12 – 14 %) SHELL (5 – 6 %) POME (60 – 65 %) BOILER ASH Process Flow Palm Oil Mill FFB LORRY FRESH FRUIT BUNCH (FFB) STRIPPER EMPTY BUNCH HOPPER CAGE STERILISER TIPPER FFB HOPPER Fruitlets FRUIT ELEVATOR Fibre DIGESTER FIBRE CYCLONE SCREW PRESS Press Cake SLUDGE TANK 1 DEPERICATER NUT POLISHING DRUM CLARIFIER BOILER Press Liqour SAND TRAP TANK NUT SILO DESANDER Standby usage SAND SLUDGE TANK 2 PUMP PUMP CRUDE OIL TUNK VIBRATING SCREEN MESH DESTONER WET KERNEL BANKER STONES Recycle Oil SLUDGE SEPARATOR PRODUCTION OIL TANK (CPO) ROLEK NUT CRACKER ROTARY BRUSH STRAINER FATS OIL TANK WINNOWING COLUMNS PURE OIL TANK PUMP VACUUM DRYER CLAY BATH Wet Shells DISPOSAL Wet Kernel KERNEL TRAY DRYER KERNEL SILO SAND SLUDGE PIT EFFLUENT TANK PURIFIER HOLDING TANK PUMP Project Planning 3 yrs before commissioning.. Submit all applications to the relevant authorities. Some of them are: MPOB - license DOE – effluent disposal PWD – access road Drainage & Irrigation Dept - river water Health dept – housing/ sanitation TNB – for power generation Mill Construction • Simple guide line 5,000 hectare will need...
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