...Cumberland Metal Industries: Engineered Products Division, 1980 • CMI was about to introduce a new product – curled metal cushion pads – an integral part of the process of driving piles • Curled metal cushion pads seemed to have more potential than any other product the company had every introduced • A successful introduction to the market could double the sales of the company as well as compensate for a decline of some existing product lines • The key factor was pricing of the new product which would have a significant impact on everything they do with it • Cushion pads prevented the shock of the hammer from damaging the hammer or pile. • Despite the importance of these pads to the pile-driving process, little attention had been paid to them by most of the industry. Hardwood blocks had been used and the performance of them was considered poor. Most of the industry had shifted to using asbestos pads, which performed adequately. • Cumberland Metal Industries (CMI) was one of the largest manufacturers of curled metal products in the country • Overtime, CMI evolved it’s philosophy from selling metal as a finished product to selling products that used it as a raw material • CMI purchased the wire from outside vendors and performed the flattening and curling operations in-house. The advantage gained in the manufacturing process was that any diameter pad could be produced. • CMI persuaded Colerick Foundation Company to try its pads on a project • Colerick first drove a number of pads...
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...CASE: Cumberland Metal Industries: England Products Division, 1980 Cumberland metals must realize that the potential market development for the new coiled metal pad is huge. First order of business should be to patent the innovation to establish differentiation from the generic and unbranded pads formally available in a variety of materials. The second main concern is not how quickly the different market segments will catch on and increase demand for the innovation, but rather how quickly Cumberland can surpass their current manufacturing limitations. During the first year of the new product line, Cumberland must be strategic; they must develop brand recognition, establish premium pricing, increase demand for the innovative product and be careful not to promise more product than they can initially produce. Two of the most critical segments are the pile hammer manufacturers and architectural and consulting engineers. The pile hammer manufacturers have great industry power by controlling standard quality and safety usage of their equipment. CMI’s metal coil pads contribute to increased performance and safety – two key points the manufacturers can use to boost brand image. The architectural and consulting engineers advise builders on the most efficient industry processes. CMI’s new product has the potential to increase productivity, reduce pile-driving time, decrease safety issues involving extreme temperatures and remove the long term health concerns of working with asbestos...
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...Cumberland Metals: Case Study Analysis Tim Hayes © 2000-5 Timothy A. Hayes All Rights Reserved 602/315-8696 Saturday, January 22, 2005 DISCLAIMER: I have, to the best of my abilities, researched, analyzed, organized, and presented findings for this case study. However, it must be noted that irreconcilable discrepancies within the available data made some of the calculations both a daunting and imprecise task. This is especially true in regards to revenue and cost figures. Please be aware of the influence of unreliable cost and revenue data in regards to the pricing, production, and marketing recommendations presented in this study. However, it must also be noted that many of the discrepancies are legitimate differences in data collection methods and tests used in the case. Introduction Cumberland Metals faced a both a pricing and channel marketing decision for metal pile cushions utilized during pile driving. Cumberland’s approach to pile cushions had significant efficiency advantages over other asbestos methods that were currently available in the 1979 market. However, Cumberland faced several barriers to entry into the pile cushion market. The primary barrier was that most companies viewed role of cushions as a necessary accessory or tangent item instead of viewing cushions as a potentially value adding or cost reducing part of pile driving. In order to penetrate the market, Cumberland would have to alter...
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...Hei. Cumberland Metal Industries (CMI), a company specialized in making of curled metal products, has develop a new product, metal cushion pad with health safety and long durability, to help contractors drive piles faster. Based on the successful tests, CMI now wants to launch this new product to the market. The main challenge CMI is facing is to price its new pads. Since the pad is totally new in the market, CMI should use perceived value pricing method and apply marketing mix programs comprised of advertising, education, and distribution channels to launch this product as well as develop it to get full market share in the future. CMI should set the objective of this new business to be the monopoly and to maximize profits. However, the prerequisite for this objective is to get a patent to prevent this product from being copied and imitated. As long as CMI did not get patent for this product, CMI should not sell it as it would invite the entry of competitors because this cushion pad is not a high technology product and easy to be copied. Thus the following pricing strategy will be based on the scenario of getting patent protection. To price the new product, CMI should apply perceived value pricing method to deliver its value to customers and CMI must make them perceive this value. CMI also needs to apply several marketing-mix programs such as advertising and roles of influencers to communicate and enhance perceived value in customers’ minds. The price calculation is...
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...1 We recommend Cumberland Metal Industries capitalize on their evolving position as a leader in the curled metal industry and effectively launch their new curled metal cushion pads to be positioned as the “new industry standard” in the pile driving market. In order to successfully launch this product, we first and foremost recommend that CMI acquire a patent to prevent this product from being copied and imitated, thus avoiding the entry of competitors. The associated value and advantages of CMI’s metal cushion pads are evident from the results of the two comparative performance tests by Colerick and Fazio. CMI pads drove piles 33 percent faster than asbestos per hour and lasted the entire job while also eliminating the downtime required for changeover compared to asbestos, resulting in significant savings for the contractors. Additionally, the health dangers associated with using asbestos pads is a growing concern, making CMI pads that much more attractive. The pile driving industry has paid little to no attention to cushion pads and no manufacture has dominated the business thus far, making the entry of the CMI metal pads featured as a work-saving tool both ideal and crucial in setting the new cushion pad industry standard. 2 We recommend that CMI utilize a value-based pricing strategy to introduce the 11 ½ inch metal pad and price it at $299.00 per pad. The value and efficiency of the metal pad will be the driving force behind this price strategy and will offer the customer...
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...Analyse du cas : Cumberland Metal Industries __________________________ Cumberland Metal Industries (CMI), l’un des plus grands fabricants de produits métalliques recourbés au pays, souhaite introduire un nouveau produit sur le marché. Ce nouveau produit consiste en un coussinet métallique, utilisé dans le processus de battage qui est supérieur à tous les autres produits sur le marché. Plus efficace et sécuritaire, il s’agit d’une innovation sur le marché par rapport au coussinet actuellement disponible sur le marché qui sont fait de bois ou d’amiante. Pour CMI, l’introduction réussie de ce produit sur le marché pourrait permettre de doubler les ventes de la compagnie, ainsi que compenser le déclin de certaines lignes existantes. Le principal défi auquel est confronté CMI est de déterminer le mix marketing pour lancer ce produit, et plus important encore, de décider du juste prix. Le nouveau coussinet de CMI offre un avantage concurrentiel en terme d’efficacité par rapport aux coussinets en amiante. Selon les tests effectués, les coussinets de CMI permettent une augmentation de la performance de 33 %. Toutefois, Thomas Simpson estime que ces résultats sont inhabituels et qu’une augmentation des performances de 20% est probablement plus raisonnable surtout qu’il n’y a aucune certitude que des coussinets d’un plus grand format performeraient aussi bien. Ce gain d'efficacité fournit une argumentation de poids face aux clients de l’industrie qui devraient influencer leurs décisions...
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...Executive Summary Cumberland Metal Industries (CMI), a company specialized in making of curled metal products, has develop a new product, metal cushion pad with health safety and long durability, to help contractors drive piles faster. Based on the successful tests, CMI now wants to launch this new product to the market. The main challenge CMI is facing is to price its new pads. Since the pad is totally new in the market, CMI should use perceived value pricing method and apply marketing mix programs comprised of advertising, education, and distribution channels to launch this product as well as develop it to get full market share in the future. Perceived Value Pricing – strategy for future success CMI should set the objective of this new business to be the monopoly and to maximize profits. However, the prerequisite for this objective is to get a patent to prevent this product from being copied and imitated. As long as CMI did not get patent for this product, CMI should not sell it as it would invite the entry of competitors because this cushion pad is not a high technology product and easy to be copied. Thus the following pricing strategy will be based on the scenario of getting patent protection. To price the new product, CMI should apply perceived value pricing method to deliver its value to customers and CMI must make them perceive this value. CMI also needs to apply several marketing-mix programs such as advertising and roles of influencers to communicate and enhance...
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...see it as a free source of fertilizer. It helps produce ample crops. Creating biosolids is a form of recycling which prevents humans from dumping it in landfills. Biosolids have been regulated since 1977 and have been created since the establishment of wastewater treatment plants a century ago, making this method of fertilization reliable. It has been proven to be a safe practice, if it is done correctly of course. Still, not everyone agrees with the idea of using biosolids as agricultural fertilizer. Some people believe that this method is unsafe, unregulated and toxic because it is human waste. There are many substances within biosolids that make people feel uneasy about using them, such as pharmaceuticals, steroids, flame-retardents, metals, hormones and human pathogens among other things. There has been research done on the long-term health effects of biosolids and researchers from the National Academy of Sciences concluded that “there is no documented scientific evidence” that the E.P.A’s (Environmental Protection Agency) standards for the use and disposal of sewage sludge have “failed to protect public health”. The use of biosolids as agricultural fertilizer can be a realistic alternative to our current agricultural practices. Biosolids go through a long process to make sure that all the bacteria is killed...
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...MBA 6050 Marketing Management and Strategy College of Business Administration Bowling Green State University Spring 2014 Instructor: Dr. David A. Reid Phone: (419) 372-3410 Office: 285 Business Administration Building Fax: (419) 372-8062 E-Mail: dreid@bgsu.edu Class Hours: MW 1:30 - 2:45 p.m. (in BA116) Office Hours: MW 12:30 - 1:15 p.m.; 3:00 – 4:15 p.m., and other times by appointment “Marketing…is the whole business seen from the point of view of its final result, that is, from the customer’s point of view. Concern and responsibility for marketing must, therefore, permeate all areas of the enterprise.” - Peter F. Drucker, People and Performance, 1977 Required Textbook • Managing Marketing in the 21st Century: Developing and Implementing the Market Strategy, 3rd ed., by Noel Capon (www.axcesscapon.com, 2012). Available through www.axcesscapon.com (as a PDF file or in paperback), as well as Amazon.com or BN.com in either paperback or electronic format and in paperback through the University Bookstore. Required Cases • Harvard Business School Cases: listed in course outline. Cases are available for purchase online through Harvard Business School Press (Coursepack Link for purchasing cases listed below with list of cases). Introduction and Overview In their never-ending search for the ultimate secret to business success, many businesses continue to overlook the most fundamental premise of all business. While their search for...
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...ue [pic] Final paper Lars Isaksaetre, Henrik Oiseth, and Jason Casey BUSA 499, Section One Professor Pham May 13, 2009 Table of contents Executive summary……………………………………………………………… page 2 Company profile…………………………………………………………………… page 3 Overview of the jewelry industry………………………………………………. page 4 External environment………………………………………………………… page 5 Industry analysis……………………………………………………………… page 10 Jewelry supply chain…………………………………………………………. page 16 Industry value chain, Jewelry Retail………………………………………….. page 19 Company analysis……………………………………………………………… page 24 SWOT…………………………………………………………………………… page 46 Financial ratios…………………………………………………………………… page 50 Strategies………………………………………………………………………… page 53 Preferred strategy……………………………………………………………….. page 60 EVA……………………………………………………………………………… page 62 Blue Nile balance sheet…………………………………………………………… page 63 References…………………………………………………………………………. Page 64 Executive Summary Blue Nile is a publicly traded company. The company was established in 1999 and is headquartered in Seattle, WA and is one of leading online retailers of diamonds and fine jewelry. In addition to serving the U.S. market, Blue Nile offers products to selected countries through its Canadian and UK websites. 70% of their sales are from engagement rings and wedding bands and they are known for being a high-end jewelry retailer. The company offers its products on its websites without actually holding the...
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...MARKETING COURSE Articles Books & Chapters Cases Course Modules Online Courses Simulations 2012 MATERIALS Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and eLearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications: Babson College Business Enterprise Trust Business Expert Press Business Horizons Magazine California Management Review Darden School of Business Design Management Institute HEC Montréal Centre for Case Studies Ivey School of Business International Institute for Management Development (IMD) IESE Business School INSEAD John F. Kennedy School of Government Kellogg School of Management Perseus Books Princeton University Press Rotman Magazine Stanford Graduate School of Business Sloan Management Review Social Enterprise Knowledge Network Thunderbird School of Global Management Tsinghua University University of Hong Kong Customer service is available 8 am to 6 pm ET, Monday through Friday. Phone: 1-800-545-7685 (1-617-783-7600 outside the U.S. and Canada) Tech support is available 8 am to 8 pm ET, Monday through Thursday, 8 am to 7 pm ET Friday. Phone: 1-800-810-8858 (1-617-783-7700 outside the U.S...
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...Company First Last 1 Solution, LLC 2 Dog RC 440 Mission Support Group 440th Mission Support Group 82nd Airborne A-‐Safe A-‐Safe A1 CONSULTING GROUP, INC. A1 CONSULTING GROUP, INC. A1 Supply Company A1 supply company A1 supply company AAFMAA Wealth Management & Trust AAFMAA Wealth Management & Trust ABB Academy Securities Academy Securities Academy Securities Adaptiv Adaptiv Adaptive Therapies Adayana Government Group ADS Inc ADS Inc Advaero Technologies Advanced Electronic Services, Inc Advanced Electronic Services, Inc Advanced Technology, Inc. Advantage International Registrar, Inc. Advantage International Registrar, Inc. afpe All in One Drug Testing Services ALL STATE SUPPLY CO., INC. ALL STATE SUPPLY CO., INC. Almavision ALOTECH, INC. American Product Distributors, Inc. American Source, Inc. AMERICAN SYSTEMS American Systems American Systems Amidon, Inc. Amidon, Inc. Amidon, Inc. Amidon, Inc. Anderson Engineering & Associates, P.A. Anderson Engineering & Associates, P.A. Angler Environmental Anistar Technologies Anistar Technologies Apple Rock ARC ...
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...For example, diamond is highly transparent, while graphite is opaque and black. Diamond is among the hardest materials known, while graphite is soft enough to form a streak on paper (hence its name, from the Greek word "to write"). Diamond has a very low electrical conductivity, while graphite is a very good conductor. Under normal conditions, diamond has the highest thermal conductivity of all known materials. All carbon allotropes are solids under normal conditions with graphite being the most thermodynamically stable form. They are chemically resistant and require high temperature to react even with oxygen. The most common oxidation state of carbon in inorganic compounds is +4, while +2 is found in carbon monoxide and other transition metal carbonyl complexes. The largest sources of inorganic carbon are limestones, dolomites and carbon dioxide, but significant quantities occur in organic deposits of coal, peat, oil and methane clathrates. Carbon forms more compounds than any other element, with almost ten million pure organic compounds described to date, which in turn are a tiny fraction of such compounds that are theoretically possible under...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0262-1711.htm JMD 30,1 Successful leadership practices during turbulent times Joseph P. Cangemi Western Kentucky University, Bowling Green, Kentucky, USA 30 Harold Lazarus Frank G. Zarb School of Business, Hofstra University, Hempstead, New York, USA Ted McQuade PSC Metals, Cleveland, Ohio, USA Jaime Fitzgerald Fitzgerald Analytics, Inc., New York, New York, USA James Conner Bridgestone/America’s Tire Operations, Austin, Texas, USA Richard Miller Western Kentucky University, Bowling Green, Kentucky, USA, and William Murphree Bison Investments, Bowling Green, Kentucky, USA Abstract Purpose – During difficult economic times the media often highlight examples of failing or failed business organizations. In some cases the demise of corporations is examined in considerable detail often resulting in the following take-home messages: these are the sins that have brought about your failure; and if things had been done differently you might still be a viable company. This paper aims to point out success stories from creative leaders who successfully navigated through challenging environments. Design/methodology/approach – The paper draws on existing cases from the literature highlighting leaders who led their organizations to positive ends during turbulent times. Findings – There are opportunities for company success despite difficult business environments....
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...Contents Preface Prologue: We have it Made Part I: The Mission Chapter 1: A Consumer Goes Global Chapter 2: Tattoo’s Tropical Paradise Chapter 3: Fake Blood, Sweat, and Tears Part II: My Underwear: Made in Bangladesh Chapter 4: Jingle these Chapter 5: Undercover in the Underwear Biz Chapter 6: Bangladesh Amusement Park Chapter 7: Inside My First Sweatshop Chapter 8: Child Labor in Action Chapter 9: Arifa, the Garment Worker Chapter 10: Hope Chapter 11: No Black and White, Only Green Update for Revised Edition: Hungry for Choices Part III: My Pants: Made in Cambodia Chapter 12: Labor Day Chapter 13: Year Zero Chapter 14: Those Who Wear Levi’s Chapter 15: Those Who Make Levi’s Chapter 16: Blue Jean Machine Chapter 17: Progress Chapter 18: Treasure and Trash Update for Revised Edition: The Faces of Crisis Part IV: My Flip-Flops: Made in China Chapter 19: PO’ed VP Chapter 20: Life at the Bottom Chapter 21: Growing Pains Chapter 22: The Real China Chapter 23: On a Budget Chapter 24: An All-American Chinese Walmart Chapter 25: The Chinese Fantasy Update for Revised Edition: Migration Part V: Made in America Chapter 26: For Richer, for Poorer Update for Revised Edition: Restarting, Again Chapter 27: Return to Fantasy Island Chapter 28: Amilcar’s Journey Chapter 29: An American Dream Chapter 30: Touron Goes Glocal Appendix A: Discussion Questions Appendix B: Note to Freshman Me Appendix C: Where Are You Teaching? Acknowledgments Copyright © 2012 by Kelsey Timmerman...
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