...Table of Contents Assignment – Part A 3 Section 1: 3 Section 2: 5 Assignment –Part B 7 Section 1: 7 Section 2: 8 References 10 Assignment – Part A Section 1 – Site Breakdown: The SCR website has been entered and reviewed with the following acknowledgement and understanding applicable to the corporate request conducted by Jesse: • The data library includes essential corporate information including personnel records within each subset identified below: o SCR Function and Organizations - This includes senior management, as well as existing groups with assigned personnel and, applicable objectives and missions associated with these groups. o SCR Training Records (2-months) - Shows training data with personnel contact information for past two month time period. o JAD Session Example - Outlines effective utilization and employment of JAD team members through correspondence and brainstorming of techniques and processes for efficiency honing. o Cost - Benefit Summary- Outlines potential impact associated with salaries, training, supplies and misc. in conjunction with earned revenue to establish baseline for potential profit achievements and ROI possibilities. o Sample of Questionnaire Results - Establishes sample questionnaire for students taking courses to include, top classes and applicable rating trends associated with classes achieved by instruction presenters...
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...Bain & Company is an American global management consulting firm headquartered in Boston, Massachusetts. The firm provides advisory services to many of the world's largest businesses, nonprofit organizations, and governments.[1] Bain has 50 offices in 32 countries[2] and more than 6,000 employees. It is objectively considered one of the most prestigious management consulting firms in the world.[3] The new millennium began with Bain & Co. guiding its clients through managing the changes involved in the "New Economy". The economic slowdown following the dotcom boom was painful to all the major consulting players. In response, the firm invested in its leadership ranks with internal promotions and key external hires. Subsequently, the economic recovery has been followed by another period of sustained growth. In 2007, the firm expanded its global footprint to 37 offices, with office openings in Kiev, Moscow, Helsinki, and Frankfurt. The worldwide consulting headcount increased to approximately 2,700. Bain now has more offices in Europe than in any other region; the upshot of which being more revenue comes from its Continental operations than either the North American or Asian markets.[citation needed] With the company facing financial duress, Bain Capital partner Mitt Romney was asked to rejoin and lead Bain & Co. as interim CEO. Bringing along two lieutenants from Bain Capital, Romney began a traveling campaign to rally employees at all Bain offices globally. Romney...
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...Case Study – Organizational Development of Bain & Company July 2, 2012 Organizational Development of Bain & Company Bain & Co. Inc. (“Bain”) is a consulting corporation, established by Bill Bain and six former professionals from Boston Consulting Group (BCG) in 1973 to develop a strategy implementation that was markedly different from industry norms (Ormiston, 1990). According to Bill Bain, there were four problems he wanted to fix in the traditional consulting process specifically 1) short-term duration of projects with the report seen as the end product; 2) recommendations not supported by relevant data; 3) no follow-through on given recommendations and 4) performance metrics (i.e., Results of the recommendations) were mostly internal (peer reviews) not independent measures (Ormiston, 1990). Bain`s approach was to make a commitment to one company per sector/industry – refusing to work for competitors. In the 1990s, this strategy aided Bain in developing a deeper level of involvement with a limited number of clients. Sometimes, a customer had as many as fifty professionals working on all aspects of the business analysis (Harvard Business School Journal, 1990, pp. 95-96). The company de-emphasized the hype around the ‘report’, focusing instead on helping the client successfully execute policy recommendations. The results of these recommendations are judged by independent matrices such as the growth (or decline) of client`s stock prices when compared...
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...all of its television stations. • The LBO came to the forefront and the Randalls met with private equity firms Blackstone and Providence Equity. Blackstone and Providence presented a bid as a consortium to buy Clear Channel for $34 per share. The independent board of directors swiftly rejected the price as they felt it was not adequate. Blackstone and Providence then indicated they might be willing to increase their bid to 35.50. Soon after private equity firms Thomas H Lee Partners expressed interest in bidding along with Bain Capital and TPG to form a competing consortium. Two more consortiums also had come together Apollo Management and the Carlyle Group, and Cereberus Capital Management and Oak Hill Capital Management. • Each consortium separately proposed a price of $ 36.50 per share. The board felt the bids were too similar to each other to choose and requested they improve their share price. In November 2006 the consortium of T.H. Lee and Bain Capital presented a bid of$ 37.60 which placed the enterprise value at 22 billion. • What else should they have done if anything to increase the offer price? In 2005 Clear Channel spun off 10 % of its CCO business and used the net proceeds from that sale to buy back shares. Rather than have done that to raise capital (although it was not the only reason for the spin...
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...Schwartz’s 10 values are driving the behavior of managers at Bain and Company, Home Depot and Best Buy. At Bain & Company they seem to be driven is driven by achievement and power. The CEO is using the downturn of the economy to “grab very talented people” Kreitner and Kinicki (2013). This means that people will be looking for work and may be willing to take a lower salary. They also show stimulation. Even though they are in the midst of downsizing they are still finding ways to expand, when people are new to a job they bring a wealth of excitement to that job. In the case of Home Depot it seems as if benevolence and universalism are being exhibited. The CEO Frank Blake tries to boost moral by lowering the sales and profit targets that hourly employees were to meet to receive bonuses. This was met with an unimaginable response when a higher amount of achievement by the staff than ever before was generated, here we see Security at play since there is a reciprocity (“You take care of me, I take care of you”). Home Depot appeals to the values tradition and security. Even though they downsized the number of employees, they made a huge effort to help the current employees. At Best Buy we see self- direction at work as the employees are part of the solution as they searched for ways together to cut cost. This act by the company shows appreciation for the contributions of the employees. This helps with employee morale, the employees feels apart of the team when the can contribute...
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...The three presidential debates during this 2012 election were in the very least, good television. It is clear that these presidential debates do not accomplish much, but it is also clear that they can play a factor into the poll numbers. The debate at the University of Denver on domestic policy and the town meeting formatted debate at Hofstra University had similarities and vast differences and both certainly played a factor in the polls. In the world of politics, domestic policy can be defined as the most important issues to a nation, and the debate that the incumbent president must win. The debate was split into several 15 minute segments to discuss specific issues and by the second segment it became rather difficult to merely pay attention to what the President was saying. Having strong facts and evidence comes second to eloquence and style in these debates. President Obama was very withdrawn and lacked confidence as he was speaking the whole night. The President lacked eye contact with both the audience and Governor Mitt Romney as the governor spoke and would instead look down at the podium. From purely auditory and visual perspectives, Romney was bold and confident while Obama was weak and awkward. The moderator of this debate, Jim Lehrer, for the most part made sure to stay unbiased. Lehrer, however, did a rather poor job of managing the time allotted for both candidates to speak. In fact, there were times during the night in which we might as well have not had a moderator...
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...” said Rollins, “the key to our success is years and years of DNA development that is not replicable outside the company.” Added Michael Dell, “Culture plays a huge role.” They’re hardly alone in their belief that culture is at the heart of competitive advantage, particularly when it comes to sustaining high performance. Bain & Company research found that nearly 70% of business leaders agree: Culture provides the greatest source of competitive advantage. In fact, more than 80% believe an organization that lacks a high-performance culture is doomed to mediocrity. (See Figure 1.) At a time when enterprises can stretch around the globe, culture is the glue that holds a complex organization together. It inspires loyalty in employees and makes them want to be a part of a team. It motivates people to do the right thing, not just the easy thing. At companies with winning cultures, people not only know what they should do, they know why they should do it. Yet, while business leaders recognize culture’s crucial role, our research also indicates that fewer than 10% of companies succeed in building a winning culture. According to a Bain survey of 365 companies in Europe, Asia and North America, even those firms that manage to foster high-performance cultures often find them hard to sustain. The best companies succeed, we found, on two dimensions...
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...Burger King Burger King, often abbreviated as BK, is a global chain of hamburger fast food restaurants headquartered in unincorporated Miami-Dade County, Florida, United States. The company began in 1953 as Insta-Burger King, a Jacksonville, Florida-based restaurant chain. Over the next half century, the company would change hands four times, with its third set of owners, a partnership of TPG Capital, Bain Capital, and Goldman Sachs Capital Partners, taking it public in 2002. In late 2010, 3G Capital of Brazil acquired a majority stake in BK in a deal valued at $3.26 billion (USD). The new owners promptly initiated a restructuring of the company to reverse its fortunes. The Burger King menu has evolved from a basic offering of burgers, French fries, sodas, and milkshakes in 1954, to a larger, more diverse set of product offerings. After knowing the good facts about burger king I wanted see where is burger king lacking behind. So I visited the burger king outlet which is inside the international plaza. The reason why burger king is lacking behind is because of its old store and with its old brand image. Every time when I visit burger king I never see the outlet cleaned it is always messy never saw good promotion outside the outlet to attract customers. The staffing of the burger king is not sufficient where people gather in a big hall of 50 packs. The hierarchy of the outlet should be changed. I saw that different staff position where doing the same work as if there is no respect...
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...has Dell been able to outperform its competition consistently over the past decade? Strategy, certainly. Operational discipline, without a doubt. Talented people, of course.But when asked in an interview with Harvard Business Review what best explains the company’sspectacular success over the years, Dell founder Michael Dell and CEO Kevin Rollins focused on something else.“While Dell does have a superior business model,” said Rollins, “the key to our success is years and years of DNA development that is not replicable outside the company.” Added Michael Dell, “Culture plays a huge role.” They’re hardly alone in their belief that culture is at the heart of competitive advantage, particularly when it comes to sustaining high performance. Bain & Company research found that nearly 70% of business leaders agree: Culture provides the greatest source of competitive advantage. In fact, more than 80% believe an organization that lacks a high-performance culture is doomed to mediocrity. At a time when enterprises can stretch around the globe, culture is the glue that holds a complex organization together. It inspires loyalty in employees and makes them want to be a part of a team. It motivates people to do the right thing, not just the easy thing. At companies with winning cultures, people not only know what they should do, they know why they should do it. Yet, while business leaders recognize culture’s crucial role, research also indicates that fewer than 10% of companies succeed...
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...MERCK AND RIVER BLINDNESS 1. Think about the definition of stakeholders — any parties with a stake in the organization’s actions or performance. Who are the stakeholders in this situation? How many can you list? On what basis would you rank them in importance? People suffering from the disease or those who potentially may be infected – would directly benefit from the cure Merck employees at all levels – profitability and the economic health of the company affects current employees Merck shareholders – inability to profit from the drug might have a negative effect on shareholder’s value, but taking the stand on “doing the right thing” might have a favorable effect on company’s reputation and increase the value of the stock Various healthcare organizations – Merck is one of the leaders in the industry whose actions or inactions may affect the state of the industry as a whole One way to rank stakeholders in importance is by their level of benefit from the drug putting people suffering from the disease in the first place as they would benefit the most from the invent of the cure. Then, employees and shareholders would share the second place, provided that the company would most likely not be able to recover funds invested in the long and expensive process of developing the drug which in turn would affect company’s profitability. Finally, various healthcare organizations would rank third; the effect on them would depend on the level of their involvement in the process...
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...In his prologue to Daphnis and Chloe, Longus refers to his four books as “a0na/qhma me\n7!Eroti kai\ Nu/mfaij kai\ Pani/” (Pr 2.3-4). Coming before any of the action of the novel, the reader asks, and for good reason, why these three gods or sets of gods? Then in the final book, Daphnis gives “a0naqh/mata…tw~| Dionu/sw|…tw~| Pani\...tai~j Nu/mfaij” (4.26.6-8). Here Dionysus has filled the place of Eros, or, as I shall argue, Dionysus represents the same universal force as Eros in the earlier books. These divinities, Eros/Dionysus, Pan, and the Nymphs, directly influence the lives of the titular protagonists. Their influence serves different purposes depending on what the situation calls for, but, overall, the influences could be labeled as such: Eros/Dionysus controls their lives, the Nymphs nurture the youths, and Pan enflames their passion. In many Greek novels, Eros functions as a stock figure, “not much more than a convenient method of setting [the] plot in motion” (Turner 119). Critics have heavily studied the role of Eros in this novel, and many find that the text of Daphnis and Chloe can be seen as an introductory text for syncretic monotheistic religions, specifically that of Orphic Dionysus. This argument holds valid, yet, I think, over reads the text, and Chalk admits as an introductory text, it is merely “allusive” and not clearly instructive (36). Philetas certainly describes the “cosmic Eros” found in Hesiod’s Theognis in his interaction with Eros in his garden...
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...Caso Merck & Co: Evaluación de una oportunidad de licencias de medicamentos El caso está ambientada en el año 2000. Merck & Co. es una compañía global, impulsada por la investigación farmacéutica, investiga, desarrolla, fabrica y comercializa una amplia gama de productos para personas, así como productos de salud animal. Opera directamente a través de empresas conjuntas establecidas y prestas servicios de gestión de productos farmacéuticos (PBM). Durante los últimos 5 años, la compañía ha lanzado 15 nuevos productos de éxito, las drogas más populares han generado la cantidad de $5.7 mil millones en ventas en todo el mundo. Entre 1998 y 1999, un aumento del 20% en las ventas se observó. Merck posee las patentes de los medicamentos más populares, sin embargo, expirará en 2002. Una vez que las patentes han caducado, las ventas disminuirán por los medicamentos genéricos sustitutos y baratos en el mercado. La compañía tiene como objetivo mantener un buen camino en el desarrollo de fármacos, por constante renovación de su cartera, lo que impide la pérdida de ventas de medicamentos que van fuera del tiempo de la patente. Los nuevos fármacos son bien desarrollados por la investigación interna (la mayoría) mediante la colaboración con empresas de biotecnología. El producto: Davanrik Davarnik fue desarrollado por los productos farmacéuticos LAB, un producto farmacéutico pequeño y relativamente joven especializada con compuestos para el tratamiento de trastornos neurológicos. Originalmente...
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...Story Tiffany & Co. is created by Charles Lewis Tiffany and John B. Young (then known as Tiffany & Young, a stationery and fancy goods emporium at 259 Broadway in New York). All items were marked with a non-negotiable selling price, which was a first at that time. The first day’s sales total $4.98. 1837: Introduction of the Tiffany Blue Box The well-known shade of blue was chosen to symbolize the company’s renowned reputation for quality and craftsmanship. The colour is well known globally and widely used on Tiffany & Co. boxes, catalogues, shopping bags, brochures and in their advertising mediums. Today, it has become Tiffany & Co’s trademark colour. No box can be taken out of a Tiffany & Co. store except with an article which has been sold by them. This adds to the exclusivity of the brand. The tradition of the famed Tiffany Blue Box has endured over the years as its contents are unsurpassable in quality and design. 1845: The First Blue Book The first ever Tiffany catalogue is published. This tradition still continues at present day. 1851: The Heritage of Tiffany Silver Tiffany becomes the first American company to use the 925/1000 sterling standards which is later adopted as the United States Sterling Standard. Tiffany’s silver designs also start capturing attention worldwide. 1853: Tiffany & Co. is “Officially” Named Charles Tiffany assumes control of the company and renames it. 1867: Tiffany & Co. at the Paris Exposition Universelle Tiffany & Co becomes the first...
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...It starts with an idea s t a g e s o f innovation Best Practices in Brand Extension: Effective Application of Brand Recognition BRAND EQUITY CAN BE DIVIDED INTO THREE COMPONENTS: EXPERTISE, EMOTIONAL ATTACHMENTS AND PRODUCT ATTRIBUTES Brand extensions are an effective and popular method of gaining a competitive advantage when entering a new product area. Consumers are faced with an increasingly complex and confusing marketplace. The ability of a brand to act as a mental shortcut for consumers, thereby simplifying the decision-making process, makes it one of, it not the, most important asset for a company. The ability of a brand to influence consumer behavior, and its subsequent value to companies, will increase as consumers face a growing amount of information in the marketplace. By placing a well-known brand on a new product, a company can imbue that product with all the positive associations of that brand, thereby giving it a competitive advantage. With some estimates of the failure rate for new products at 90%, the added value of being associated with a trusted brand can be critical to a new product’s survival. Given the increasing value of established brands and the difficulty in launching new products, the popularity of brand extensions is understandable. However, the brand extension process must be carefully planned in order to insure the value of the brand is successfully transferred to the extension without jeopardizing the brand’s equity. To do so, a company...
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...THE MAIN STRATEGIC PROBLEMS PROBLEM: ‘Tiffany’ was very focused on their brand name. In most of the cases it is very good for a company and for Tiffany it would be right decision as well but the management preferred to do it starting from the bottom point. In my opinion, it was wrong decision. The company put very high prices on jewelries which do not have very high value according to the materials, and furthermore the company did not have the name what would attract people to buy its products. The company had chosen fundamental strategy to keep their name up and make it more famous. The second strategic fault, in my view, was the licensing the Tiffany brand to an Italian fashion-eyewear manufacturer – it means they have no control over the products which are produced by other company, so most probably the quality also will not be the same. It can be the reason for sales to fall down. Solution 1: I think they should have licensed the name for other sphere of production – this point would assure people that the products they used to buy from Tiffany are still made by the same way, and quality is going to be saved as usual. Solution 2: I would enhance the range of the products, and at the same time to have a control over of their quality. I think, in this case the sales would go up with the income. Recommendation: In my opinion the second solution would be better for this case. According to the Tiffany’s history: in most of the times the company was making decision exactly...
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