...The Packard Automotive Plant When it opened in Detroit, the Packard Automotive Plant served as a symbol of the meteoric rise of the city's production economy that employed over 40,000 skilled workers. Construction of the plant began in 1903 and was not completed until 1911. Packard Automotive Plant was designed by the great German-American architect Albert Khan. Albert Khan one of the most prolific architects in American history revolutionized the way factories were built based off his design of the Packard Plant. The plant's 3.5 million square feet stretch over a 40-acre campus on Detroit's east side. It was once considered the most advanced automotive factories in existence, and after several years of expansion contained one of the longest assembly lines in the world. Today, the Packard Automotive Plant is known as the largest abandoned factory in the World. The historically significances of this plant is due to the representation of an era of growth and optimism for the city of Detroit based around the auto industry. Packard & Weiss was founded by James Ward Packard, his brother William Packard and their partner, George Lewis Weiss, in the city of Warren, Ohio in 1893. Due to his years as a mechanical engineer, James Ward Packard believed they could build a better horseless carriage than the Winton cars owned by Weiss. The Packard brothers were inspired to start their own car company and their dream was becoming reality in 1899 after the first Packard automobile was released...
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...shareholder return in 2012 OUR SHAREHOLDERS OUR PARTNERS OUR COMMUNITIES THE ORIGINAL DOW JONES INDUSTRIAL AVERAGE THIRTY COMPONENTS THE ORIGINAL DOW (October 1, 1928) Allied Chemical American Can American Smelting American Sugar American Tobacco B Atlantic Refining Bethlehem Steel Chrysler General Electric Company General Motors Corporation General Railway Signal Goodrich International Harvester International Nickel Mack Truck Nash Motors North American Paramount Publix Postum Incorporated Radio Corporation Sears Roebuck & Company Standard Oil (N.J.) Texas Company Texas Gulf Sulphur Union Carbide U.S. Steel Victor Talking Machine Westinghouse Electric Woolworth Wright Aeronautical THE ORIGINAL DOW JONES INDUSTRIAL AVERAGE THIRTY COMPONENTS CURRENT DOW 30 (Updated March 8, 2013) 3M Company Alcoa, Inc. Coca-Cola Co. DuPont Co. J.P. Morgan Chase & Co. McDonald’s Corporation UnitedHealth Group Inc Verizon Communications, Inc. Wal-Mart Stores Inc. Walt Disney Co. American Express Company AT&T Inc. Bank of America Corporation Boeing Company Caterpillar Inc. Chevron Corporation Cisco Systems, Inc. Exxon Mobile Corp. General Electric Company Hewlett-Packard Company The Home Depot, Inc. Intel Corporation IBM International Business Machines Corporation Johnson & Johnson Merck & Company, Inc. Microsoft Corporation Pfizer, Inc. Proctor & Gamble Co. The Travelers Companies, Inc. United Technologies Corporation on the Fortune...
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...Executive Summary: The report of the plant manager for RIO BRAVO IV, a subsidiary of Packed Electrical a division of General Motors identifies mistakes made by top management. These mistakes clearly indicate top management failure to use project management principles in starting up a new manufacturing branch. It also points out the learning outcomes when good efforts are placed at the right places and with the right human talent employed. In the new economy organizations have to focus on the customer, environment and its resources and change their approach in doing business (paradigm shift). Senior management has to give clear goals and utilize the Total Quality Management (TQM) philosophy. Failure by top managed clearly state the objective of the project meant that it had no master plan and schedule. When the project was initiated the objective was to gain worldwide respect not to satisfy a customer and let the respect follow as an outcome. Top management failure is more evident through lack of proper feasibility study on the location and the customer getting customer Users Requirements Specifications (URS). There was no plan in place as such the project team did not exist at all. The machines were hastily installed; lay out set as per other factories not designed to cater for this customer. The location was never considered as what effect it might cause to the customer. Top management did not address the diversity issue an as a result communication was hampered by language...
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...b. A hotel c. A small manufacturing firm 8. For the organizations listed in question 7, describe the inputs, transformation process, and outputs of the production system. a. A college library b. A hotel c. A small manufacturing firm Chapter 2 12. What is the distinctive competence of the following companies? If you don’t know the distinctive competence, see if you can determine it from the company’s Internet site or articles on the company. a. starbuck Coffee Company b. Hewlett Packard c. Burger King Chapter 3 1. Classify the following types of processes as continuous, assembly line, batch, job shop, or project: a. Doctor’s office b. Automatic car wash c. College curriculum d. Studying for an exam e. Registration for classes f. Electric utility 10. What are the strategies of the following organizations? Is the strategy defined in terms of product or process or both? a. McDonald’s b. AT&T Telephone Co. c. General Motors d. Harvard Business School 14. What techniques or approaches can be used to achieve mass customization in practice? 1. Why is interfunctional cooperation important for new-product design? What are the symptoms of a possible lack of interfunctional cooperation? 10.Work with one of your classmates as your customer; you are the supplier. Have your customer select a product and specify the customer attributes (CAs) that are desirable. Then you specify the...
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...Student Name Instructor Name Course Name Date Internet Ordering Website Set To Transform GM Sales From a customer perspective an ecommerce website is easy to use and definitely beats the traditional method of buying a car. From General Motors’ perspective ShopClickDrive.com was anything but easy, requiring three years of intense work, 8000 employees and the investment of millions of dollars. It may well be exactly the transformation the auto industry has needed. In an effort to adapt to changing customer demands as well as to differentiate the company, GM brought a vast amount of outsourced IT operations in-house and completely renovated its computer infrastructure, resulting in what could be a sea-change for the U.S. automotive industry. While many customers have been making smaller online purchases such as books and clothing for many years and the trend continues to grow every year, the automotive industry has long been hailed as the holy grail of online sales. As though there weren’t already enough challenges for GM in this undertaking, it is important to keep in mind that GM does not sell directly to customers. Instead, it sells exclusively through a large dealer network. Over 30 percent of the manufacturer’s 4300 dealers are on board already with more expected to join going forward. With a close rate of 30 percent, dealers have a lot to gain as they benefit from a massive channel to an eager customer base leveraging GM’s massive investment in equipment and custom...
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...1/22/07 3:37 PM Page i RP OS T ElletFM.qxp THE DO N OT C OP YO CASE STUDY HANDBOOK 1/22/07 3:37 PM Page ii DO N OT C OP YO RP OS T ElletFM.qxp 1/22/07 3:37 PM Page iii RP OS T ElletFM.qxp YO THE OP CASE STUDY HANDBOOK How to Read, Discuss, and OT C Write Persuasively About Cases DO N William Ellet Harvard Business School Press Boston, Massachusetts 1/22/07 3:37 PM Page iv RP OS T ElletFM.qxp Copyright 2007 William Ellet YO All rights reserved Printed in the United States of America 11 10 09 08 07 5 4 3 2 1 OP No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The copyright on each case in this book unless otherwise noted is held by the President and Fellows of Harvard College and they are published herein by express permission. Permission requests to use individual Harvard copyrighted cases should be directed to permissions@hbsp.harvard.edu, or mailed to the Permissions Editor, Harvard Business School Publishing, 60 Harvard Way, Boston, MA 02163. OT C Case material of the Harvard Graduate School of Business Administration is made possible by the...
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...THE ON OT C OP YO CASE STUDY HANDBOOK RP OS T ON OP YO RP OT C OS T THE ON OT C Write Persuasively About Cases OP CASE STUDY HANDBOOK How to Read, Discuss, and William Ellet Harvard Business School Press Boston, Massachusetts YO RP OS T Copyright 2007 William Ellet All rights reserved Printed in the United States of America 11 10 09 08 07 5 4 3 2 1 No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The copyright on each case in this book unless otherwise noted is held by the President and Fellows of Harvard College and they are published herein by express permission. Permission requests to use individual Harvard copyrighted cases should be directed to permissions@hbsp.harvard.edu, or mailed to the Permissions Editor, Harvard Business School Publishing, 60 Harvard Way, Boston, MA 02163. ON OT C Case material of the Harvard Graduate School of Business Administration is made possible by the cooperation of business firms and other organizations which may wish to remain anonymous by having names, quantities, and other...
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...Indian Manufacturing Industry India’s manufacturing sector is on a high growth trajectory. As targeted by the National Manufacturing Competitiveness Council (NMCC), it is set to contribute 25% to the GDP by 2025 compared to the current share of nearly 16 %. Notably, the sector contributed 66% to the nation’s exports and has been strengthening at CAGR of 20% in the last five years. The competitiveness that the sector commands in the global arena is driving its growth. India ranks second in the world as per the 2010 Global Manufacturing Competitiveness Index (GMCI) prepared by the US Council on Competitiveness, and Deloitte. As per the same source, India would maintain its second ranked and continue to dominate the global manufacturing even after 5 years. India has set benchmarks in the international market with respect to quality in manufacturing. The country is currently second only to Japan in hosting companies awarded for quality excellence. The India advantage is favouring growth in the sector as international players such as Hyundai, Nokia, Samsung and Airbus are focussing on setting up manufacturing facilities in the country. Interestingly, India’s growth in the manufacturing sector overshadows other BRIC members. This can be associated to the strength in the Indian Domestic market. In a major boost to the 'Make in India' initiative, the Government has received confirmation from top technology firms such as GE, Bosch, Tejas and Panasonic regarding their decision to invest...
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...Focus is what develops a Brand We Seem to Be Confusing Product Brands and Company Brands It's obvious that Procter & Gamble is a company brand, but what's an Apple? Like P&G, Apple is a company brand. But unlike P&G, the Apple company brand is a powerful motivating force for buying Apple product brands including the iPod, the iPhone and the iPad. Every company should have a powerful company brand, but they don't. Except for a handful of companies like Johnson & Johnson, most company brands influence very few consumers. How many consumers go out of their way to buy Procter & Gamble products? Or Unilever products? Or PepsiCo products? Or General Motors products? Not very many. How do you build a company brand? Many marketing pundits have a lot to say about this subject. Some typical approaches include: * Communicating culture, concern for the environment and sustainability programs. * Purpose-driven marketing, based on social responsibility and standing for something that inspires consumers. * Through innovation, by launching new products and services that are on the cutting edge of design and performance. All of these things are worth doing, but they don't do much to build a company brand. The problem is the noise level. It's not just the Fortune 500 that are causing the problem. That's just the tip of the corporate iceberg. It's the Fortunate 17,509. There's nowhere near enough room in the average consumer's mind to file away facts...
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...w areHow companies are named? ABN AMRO- In the 1960s, the Nederlandse Handelmaatschappij (Dutch Trading Society; 1824) and the Twentsche Bank merged to form the Algemene Bank Nederland ( ABN; General Bank of the Netherlands). In 1966, the Amsterdamsche Bank and the Rotterdamsche Bank merged to form the Amro Bank. In 1991, ABNand Amro Bank merged to form ABN AMRO. Accenture- Accent on the Future. Greater-than 'accent' over the logo's t points forward towards the future. The name Accenture was proposed by a company employee in Norwayas part of a internal name finding process (BrandStorming). Prior to January 1, 2001 the company was called Andersen Consulting. Adidas- from the name of the founder Adolf (Adi) Dassler. Adobe- came from name of the river Adobe Creek that ran behind the houses of founders John Warnock and Chuck Geschke . AltaVista- Spanish for "high view". Amazon.com - Founder Jeff Bezos renamed the company to Amazon (from the earlier name of Cadabra.com) after the world's most voluminous river, the Amazon. He saw the potential for a larger volume of sales in an online bookstore as opposed to the then prevalent bookstores. (Alternative: It is said that Jeff Bezos named his book store Amazon simply to cash in on the popularity of Yahoo at the time. Yahoo listed entries alphabetically, and thus Amazon would always appear above its competitors in the relevant categories it was listed in.) AMD- Advanced Micro Devices. Apache- The name was chosen...
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...RECOMMENDATIONS AND CONCLUSION 37 APPENDIX 44 Tesla Company Marketing Program EXECUTIVE SUMMARY This paper will mainly focus on the analysis and investigation of Tesla’s firm overall marketing strategy and program. According to a number of research based studies and reports, it is clear and evident that Tesla Motors firm is an American company that mainly designs, manufactures, and sells electric cars and electric vehicle powertrain components in various regions globally. Tesla Motors is a public company that trades on the NASDAQ stock exchange under the symbol TSLA. Furthermore, Tesla’s stock has risen substantially in recent times according to a number of research based studies and reports. It is clear and evident that in 2014 TSLA stock climbed to about seventy percent. Tesla Motors, Inc. was founded in Silicon Valley, California. Tesla Motors firm was founded and established in early 2003 especially by Martin Eberhard and Marc Tarpenning. The firm then later went public on late 2010 after raising around $227 million due to the sales of its cars and products in the society. Tesla firm is also the first American car company to go public since Ford Motor Company in early 1956. Elon Musk is the current CEO and the...
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...Marketing 506 Live Case Study “Lexus” Washington State University Spring 2005 Prepared by: Brian Johnson Shin-Kai Aaron Kau Amanda McDavid Gisle Vestnes Table of Contents Introduction..........................................................................................................................3 Hybrid Car Overview.......................................................................................................3 The RX400h.....................................................................................................................4 Problem Identification.........................................................................................................5 Analysis................................................................................................................................5 Product Extension vs. Product Expansion.......................................................................5 Brand Equity....................................................................................................................6 Strengths .............................................................................................................................7 Brand Recognition.......................................................................................................7 Brand Loyalty..............................................................................................................8 Number one rankings........................
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...FRANK T. ROTHAERMEL DAVID R. KING Tesla Motors, Inc. January 1, 2015. Elon Musk, chief executive officer (CEO) of Tesla is taking it easy on this New Year’s Day. While having his coffee, he scrolls through some recent issues of The Wall Street Journal on his iPad. A headline from one current story jumps out at him, “Gasoline prices have declined for 88 consecutive days, the longest streak of falling prices on record.”1 The slide in gas prices, which began in September 2014, also happened to coincide with the slide in Tesla Motors (TSLA) stock. With increasing oil, and therefore gas, prices, people had an incentive for purchasing electric cars. Now with gas prices drop- ping, the incentive to buy would start to become less of one, and the demand for the product would probably drop. This was one of the challenges facing Musk on this New Year’s Day. In addition to hav- ing to contend with lower selling costs due to rising production, Tesla was also confronting increasing competition and economic headwinds that were likely going to lower the demand for electric cars. Musk is a serial entrepreneur longing to leave a legacy, and he believes that Tesla just might be the company that will help him leave his mark. He has a large profile already and has been described as “Henry Ford and Robert Oppenheimer in one person,” as well as “Tony Stark, the eccentric inventor better known as Iron Man.”2, 3 (In fact, Musk made a cameo appearance in Iron Man 2.) But, with sev- eral pressing...
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...CHAPTER 3 HO W TO A NA LYZE A C A SE A case is a text that refuses to explain itself. How do you construct a meaning for it? Start by recognizing some contextual factors that help limit and narrow the analysis. Cases are usually studied in a course.A marketing case requires you to think as a marketer, not a strategist or manufacturing manager. Courses are often divided into different modules or themes defined by certain types of situations and, often, concepts, theories, and practices appropriate for these situations.You can expect to encounter the themes in the cases that are part of the modules and opportunities to put to work the analytical tools and best practices you have learned. Past case discussions provide a foundation for thinking about a new case, and study questions can call attention to important issues.You should make use of all these contextual factors, but they don’t amount to a method for analyzing a case. STARTING POINT FOR UNDERSTANDING The case method is heuristic—a term for self-guided learning that employs analysis to help draw conclusions about a situation. Analysis is derived from a Greek word meaning, “a dissolving.” In English, analysis has two closely related definitions: to break something up into its constituent parts; and to study the relationships of the parts to the whole. To analyze a case, you therefore need ways of identifying and understanding important aspects of a situation and what they mean in relation to the overall situation. Each...
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...Building a Visionary Company James C. Collins Jerry I. Porras Above all, there was the ability to build and build and build—never stopping, never looking back, never finishing—the institution.... In the last analysis, Walt Disney's greatest aeation was Walt Disney [the company]. —Richard Schickel, The Disney Version' I have concentrated all along on building the finest retailing company that we possibly could. Period. Creating a huge personal fortune was never particularly a goal of mine. —Sam Walton, Founder, Wal-Mart^ magine you met a remarkable person who could look at the sun or stars at any time of day or night and state the exact time and date: "It's April 23, 1401, 2:36 A.M., and 12 seconds." This person would be an amazing time teller, and we'd probably revere that person for the ability to tell time. But wouldn't that person be even more amazing if, instead of telling the time, he or she built a clock that could tell the time forever, even after he or she was dead and gone?' Having a great idea or being a charismatic visionary leader is "time telling"; building a company that can prosper far beyond the presence of any single leader and through multiple product life cycles is "clock building." The builders of visionary companies tend to be clock builders, not time tellers. They concentrate primarily on building an organization—building a ticking clock— From 6u/;t to Last by James C. Collins and Jerry I. Porras. Copyright © 1994 by James C. Collins and Jerry...
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