...Case Study: The American Fur Company 1. In terms of motives, managerial ability, and ethics, Astor can be viewed as a man with practically no resolve. His thought processes were extremely egotistical and had no morals. He was self roused by benefits to end up the biggest and just American Fur organization, owning 99.9% of the stock and making a special effort to squash rivals, hoarding the business. His administrative capacities were awesome, permitting him to grow and get hides basically for about nothing, making benefits on all parts of the work including transportation and wages. Morals this man did not have, making an organization on what seemed like morals promising to manage Indians genuinely and issue stocks to other, neither of which happened. Temperance and achievement have no relationship for Astor's situation. Astor had high achievement however poor or extremely humbler temperance. Indeed, even to the end of his life he contributed little to society. For Astor achievement was a temperance and disappointment was impossible. 2. In 1832, individuals trusted that the exchange of this product was what was bringing about the spread of cholera. This made individuals quit needing to exchange the product. At that point in 1837, the steamboat, conveyed smallpox up the Mississippi, murdering more than 17,000 individuals. Additionally, in the mid 1800s the pattern changed from hide to silk . The authentic strengths that embroiled these progressions were globalization...
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...1). Astor’s motive and managerial ability are without equal. Astor may have ended his life rich, but he started out poor and hungry as a child of a butcher in Waldorf Germany. With nothing but motivation and determination he worked his way to the Americas and started working at a bakery, saving what he could to work the fur circuits. It was through his motivation for wealth that he started his fur empire, but his managerial skills that let him maintain it. Many times Astor was thrown a curve ball and when it came at him he managed to hit a homerun. This is seen when Astor had to sell Astoria, his fur empire on the pacific coast, for a fraction of its worth to the British. It was through Astor’s managerial ability that he got congress to forbid foreign fur trading in the US. After doing this he bought out their interests and his monopoly was born. As for Astor’s ethics, they were towards money and not towards fair treatment. The US congress passed a law that the Indian’s were not to bet taken advantage of, Astor did not adhere to these rules but instead traded low price trinkets for high value furs making a 4,900 percent profit to which 99.9 percent of it went to himself. Another example of Astor’s lack of ethics is when he let the Indians use credit so that they would be in debt to him and they would not be able buy from any other sellers. Astor’s career shows that there is no relation between virtue and success, his lesson would have to be (don’t let virtue get in the way...
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...The American Fur Company was one of the most prosperous company establish in America. The company was started by John Jacob Astor an immigrant from Germany. His ambitions were immense and sometime overshadow his judgment, which lead to many questionable ethical decisions. Astor’s company was based on supplying fur product to consumer mainly in Europe where the fashion trend was all about fur. The company main source of resources were from Native American whom were expect at hunting and harvesting the fur from different animal specially beaver. Astor exploits the cultural differences of the native by trading simple western trinket for fur as well as alcohol. Alcohol however was prohibit which gave him advantage over the government fur trading business which he let trade freely during transaction which also lead to inebriated native as well as making some addicted to the product. All of this was to give him leverage and advantage in the trade, which create an ethical dilemma of breaking the law as well as taking advantage of cultural differences. Then native wasn’t the only one exploited, even his trader and trapper fared no better. He would mark up trade goods heavily before selling them to traders, which lead to many being in debt and mortgaging their trading post to him. Trapper worked unlimited hours and in harsh condition with little pay. He basically created a system that amplified his fortune by diminishing those whom are caught in its working. Fur was the big commodity...
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...Case 1: American Connector Company 1. erious is the threat of DJC to American Connector Company? How s Regarding the AC Company, we can see that the market place they have been occupying the last years is changing. As their competitive advantage was the quality and customizable flexibility, and regarding that their finance people is no more letting them to buy the latest production equipment, their position in the market is going to suffer changes. In the long term, they will definitely lose their competitive advantage. On the other hand, both companies are different, and take different shares of the market. Since ACC takes the quality and quality share and DJC takes the mass production and lowcost share. Apparently there is no threat, however there is. This threat is real at the moment that the market suffers any change. If the demand for lowcost products increases and wins positions respect quality and performance, the AC Company will be automatically out. It is important to notice that this may happen even if DJC does not run a new plant in the USA. Considering this, the potential existence of a new plant, specifically focused in lowcost and massproduction performance, in the US market could be destroyer. If the new plant gets to be built, the customers may consider the option of adjust themselves to the new plant connectors, despite of the fact that previously they were continuously demanding new designs. The only way this may happened is in case the ...
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...Company Overview B ritish American Tobacco is a British multinational tobacco company headquartered in London, United Kingdom. It is the world’s second-largest quoted tobacco company by market share (after Philip Morris International), and has a leading position in over 50 countries and operations in more than 180 countries. Its brands include Dunhill, Kent, Lucky Strike and Pall Mall. BAT has a primary listing on the London Stock Exchange and is a constituent of the FTSE 100 Index. As of 26 December 2011 it had a market capitalization of £59.2 billion, the sixth-largest of any company listed on the London Stock Exchange. It has a secondary listing on the Johannesburg Stock Exchange. They are leading more than 50 countries and have their presence in more than 180 countries with approximately 50,000 employees. BAT is committed to providing consumers with pleasure through excellent products, and to demonstrating that they are meeting their commercial goals in ways that are consistent with reasonable societal expectations of a responsible tobacco group in the 21st century. BAT is designed to deliver their vision and build shareholder value. It is based on growth, funded by productivity and delivered by a winning organization that acts responsibly at all times. History Born international O n 29 September 1902 the UK’s Imperial Tobacco Company and the American Tobacco Company of the United States form a joint venture, the British American Tobacco Company, in...
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...American Eagle Outfitters, Inc.: Retail Store Analysis Company Overview: American Eagle Outfitters, Inc., a billion dollar corporation, is ranked as one of the largest retail chains in America. With their central corporate headquarters in Pittsburg, Pennsylvania, and two other corporate facilities located in New York City and Tokyo, Japan, American Eagle, Inc. operates numerous mainline stores, factory stores, franchised stores, and distribution centers across the country and the globe. Company History: In 1977, the Silverman brothers, Jerry and Mark, who owned and operated Silverman’s Menswear, a Retail Ventures, Inc. company, founded American Eagle Outfitters. Opening the first store in Novi, Minnesota, the Silverman brothers were hoping to diversify their menswear line. Several stores were opened up and a catalog was created. American Eagle Outfitters continued to grow into 1990, when a leadership change to Jacob Price led to the introduction of casual, private-label merchandise for men and women. In 1994, American Eagle Outfitters became part of the NASDAQ stock exchange, which enabled the opening of 90 stores the following year. New executives came aboard in 1996 and decided to alter the target demographics of the target market and reach more women, as well as focus on those 18-32 years of age. Shortly after, American Eagle expanded to e-commerce with ae.com. By 2000, American Eagle operated 500 stores and revenues for the company quintupled to $1 billion. The Canadian...
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...A02-01-0021 American Mining Company (AMC) in Colombia AMC Moves to Colombia By the end of 2000, the American Mining Company (AMC) had finished moving nearly all of its coal operations from the southern United States to its premier mine in Northeast Colombia. Despite telling its workers that the company would not transfer its operations abroad, AMC closed nine mines over a five-year period, firing over 5,000 United Mine Workers. Only one surface mine and one underground mine were left operational in the US, with plans to close both by 2003. AMC was one of the leading coal mining companies in the United States for the previous half century, with coal holdings of over 1.3 billion short tons and revenues of nearly US $1 billion. Worldwide, AMC enjoyed a reputation of providing high quality coal, reliable delivery, and excellent service. Before the shift to Colombia, AMC was one of the top 300 largest private companies in the United States. The company had also begun diversifying into real estate developments on both the US east and west coasts. Colombia provided numerous advantages for AMC. First, the country’s low wages provided a much cheaper labor force in comparison to the high hourly salaries of the US mine workers. Wages for Colombian mine workers, for example, ranged from $500 to $1,000 a month, while US mine workers received over $3,000 monthly plus benefits. Moreover, the company would also not have to contend with the burdensome labor restrictions of the US mine union...
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...The American Trucking Company has recently been experiencing an increase in stolen loads—a loaded tractor/trailer is stolen and the load sold. Loads of merchandise are often worth thousands of dollars, sometimes exceeding the value of the tractor/trailer. American Trucking, while wishing to recover both the load and equipment, seeks a way to locate the tractor/trailer at all times so they can dispatch their security team to retrieve the load before it is sold on the black market (as well as to retrieve the truck/trailer before it is vandalized). They have engaged the services of Truck Locators, a provider of locating services to the trucking industry. Truck Locator’s Truck Finder services is a one-way messaging service that routes messages from the truck on the road to the trucking companies offices. The trucking company is provided with detailed information: GPS location of both the tractor and the trailer, speed of the truck/trailer, whether the trailer doors are open, how much weight is the trailer carrying, etc. Truck Locator’s installs a dedicated hardware unit on the truck and the trailer before the Truck Finder service can be used. Customers generally sign two contracts, one governing the dale of the hardware (devices) and the other providing the provision of the service. Service contracts generally have a duration of 12 months and are billed monthly. Service and devices are sold at standard rates, but discounts are offered depending on the number of units purchased...
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...Manufacturing Strategy Case 1: Case Analysis of American Connector Company Submitted By: Bikramaditya Sharma (2010H149221) American Connector Co. (ACC), a US supplier of electrical components, has been forced to re-evaluate operations at its plant in Sunnyvale, California, in response to the plans of a Japanese competitor (DJC Corp.) to construct a rival plant in the United States. The essential issue at hand is whether American Connector’s customization manufacturing strategy should be modified or replaced to meet the threat posed by DJC Corp.’s low-cost manufacturing approach. The situation is particularly critical as ACC’s Sunnyvale plant has recently been experiencing rising costs and deteriorating product quality. Consequently, the present analysis will examine the manufacturing strategies of American Connector Co. and DJC Corp. from a SWOT (Strengths, Weaknesses, Opportunities, and Threats) perspective in order to determine the potential impact of JDC’s entry into the US connector market. American Connector Company Mass Customization Manufacturing Strategy • Strengths DJC Corporation Product-Focused Manufacturing Strategy • • • ACC’s Sunnyvale plant produces a large variety (4,500) of connectors. This allows the company to provide just about any kind of connector that a customer could want. Products are customized and stateof-the-art. They also exceed customers’ expectations. Batch processing and automated assembly facilitate production of large quantity...
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...OPERATIONS MANAGEMENT AMERICAN CONNECTOR COMPANY INTRODUCTION About DJC DJC is easily perceived as the typical Japanese manufacturer when considering their core principles. DJC’s corporate objective was profit maximization. DJC emphasised on high quality products at low production costs and thus creating value for the company. Initially, it followed a strategy of coping American products, which were considered to be the most advanced in the world, but over a period of years realised highly efficient manufacturing is critical for gaining competitive advantage over its competitors and thus developed its RND team to produce quality products at par with American counterparts. Facing huge challenge to maintain its current market share in connector business due to increase in labour cost, raw material cost, rising yen and wide penetration of imported goods, DJC chose to build its new plant in Kawasaki Japan to achieve “the ultimate rationalization of mass production”. The plant was established in 1986 and is designed to produce 800 million connectors per year with the aim of achieving three main goals 1. 100% utilization. 2. 99% yield on raw material. 3. Six sigma policy reducing defects to 1 per million units of output delivering high customer satisfaction. The Kawasaki plant is successfully operated by Kawasaki management by carefully integrating decisions and policies meeting company’s goal and objectives. About American Connector American Connector Company (ACC) and DJC Corporation...
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...of many employees who all have working rights so the company should retain those all rights given to their respective workers. NO Corporations are representative of many people, and as each person is an individual one company cannot support all the views of all of its employee's and beneficiaries, nor do they require the same protections form large groups or oppressive organizations or people as an individual person does. An individual needs to be protected by something when they cannot protect themselves where corporations already posses enough protections that they do not need the addition of free speech. Just because something is "made of people" doesn't mean it should get the exact same protections as people. Corporations have much greater protections through monetary means than individuals--just like governments. It is for this very reason that the constitution gave individuals these protections. Once corporations are able to feel like individuals, be exploited like individuals, and are able to suffer and feel joy like actual humans, then they can have the same rights. the people who own, run or work for corporations already have their (personal) Constitutional rights, precisely because they are people. Giving extra rights to corporations would be grossly unfair, as it would give the people who own, run, and work for corporations access to more rights than the rest of us have. For example, most adult American people have a constitutional right to vote. If corporations...
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...Higgins less fired unproductively workers, listening personal problem form subordinates, and basing promotion on seniority. Prescott want john Higgins to adapt American work customs in that company. Prescott believes American work customs is universally right and more effective than the Japanese works customs. Higgins need to use American system or value to present the American work customs. Besides that, Prescott can send John Higgins back to parent company in America. Higgins will slowly realize that his work custom is different with other workers and will change it to American work customs. Working environment in America will change Higgins work customs totally from Japanese customs to American customs. Japanese work custom will not suitable in the American company. Higgins will also realize that he make a mistakes in Japan because not using American work customs. We can see there are many different aspects between American and Japanese work customs. American work customs will be polish in Higgins when he works in America. Moreover, Prescott can find another person to replace john Higgins position as his executive assistant. This is one of the drastic actions to fire Higgins from weaver. This new person can be found in Weaver parent company and must be better than Higgins. Higgins can go to work with Japanese company and accept...
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...has focused on some of the principles and strategies of starting up a Limousine services consisting of at least 25 employees. The owner of the company, Bradley Stonefield, has an idea of offering “First Class Transportation” with a company that will be called Landslide Limousine Service. Some of the details that need to be covered prior to opening the company must focus on the employment laws and compliance. When attempting to recruit the best talent for this business, the owner of the company is asking for guidance on details about some of the services that can be offered to employees such as benefit packages, health insurance, life insurance, and pay structure. The owner is also requesting for us to organize a plan to screen potential employees so that they are getting the highest qualified applicants for the company. Because this is a smaller- sized business, consisting of only 25 employees, the company will be able to band together with other organizations to build a purchasing coalition to negotiate lower purchasing agreements with insurance providers. To keep costs down for the company and offer more incentives for the employee and this is considered a key strategy for smaller and medium- sized businesses. The needs of Bradley Stonefield and his company will be different from that of the other two companies...
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...Martini Drive 1990 Hull S90 LM0 England 13 March 2013 PRESS RELEASE FOR IMMEDIATE RELEASE Contact: Syed Muhammad Abbas Ali Press officer of Acme (0044) 25676949 syed_acme@press.com Acme brewery is the hope of Hull The city Hull is known for its many social problems and the town brewery is known for its lack of order fulfilments. That’s why the new owners of Acme are going to improve the city. HULL, MARCH 2013 --- The people of Hull are celebrating, because of the rapid expansion of the Acme brewery. The city has gotten a new voice since the American company US Beverages bought Acme. It is the new owners hope, that the company’s products will go overseas to other markets. The company has moved its premises, from a docks area to a greenfield site. This makes it possible for the company to expand its limits. There are also more job opportunities than before, which will benefit the people of Hull. There used to be a lot of social problems in the city and people had no control over their lives. Therefore the Mayor decided to sell the brewery in hope of it becoming Hull’s rescue. The Mayor of Hull says: “ If the city had continued like this, people would have moved to other places. But because of US Beverages, who made Acme a bigger name than it was a year ago, we have a future. The people will have more opportunities and these will help our city in the long run. This is all possible because of the new Acme brewery.” ---------------------------------------------...
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...Sample Study All American City, America Sample Study Page i Table of Contents Page Executive Summary .......................................................................................................................1 Three Year Growth Pattern.......................................................................................................2 Trade Area Delineation.............................................................................................................3 Economy ...................................................................................................................................3 Road Changes ...........................................................................................................................5 Population/Demographics.........................................................................................................5 Competition ..............................................................................................................................8 Site Evaluation – Site 1000.....................................................................................................15 Analysis .........................................................................................................................................17 Assumptions ...........................................................................................................................17 Competitor Information & Evaluation.....
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