...Case Study Analysis Midwest Office Products Case Timothy Bower ACC6140 Dr. John Knight Midwest Office Products Case The content of this essay describes the case study analysis of the Midwest Office Products company. With an excellent reputation for customer service and responsiveness, Midwest Office Products is a regional distributor of office supplies to institutions and commercial businesses. The company offers a comprehensive product line ranging from simple writing implements (such as pens, pencils, and markers) and fasteners to specialty paper for modern high- speed copiers and printers. With all the advance technology the company had incorporated in making the company more efficient, John Malone, the general manager was concerned why the company has not shown a profit. Based on the interviews and data provided in the case, estimates will show the costs of processing cartons through the facility, entering electronic and manual customer orders, shipping cartons on commercial carriers, and the cost per hour for desktop deliveries. There will be calculated data for the cost and profitability of five exhibited orders, with a comparison of the costs and profitability to those calculated by Midwest’s existing costing system. The analysis provides a difference explanation for profitability of the five orders by the ABC system and the company’s existing cost system, and what actions John Malone should administer to improve...
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...Case Study Analysis 2 - Midwest Office Products Questions: Based on the interviews and the data in the case, calculate: a) The cost of processing cartons through the facility. The costs that occur through the facility are warehouse expenses (excluding personnel) and facility/warehouse personnel expenses (excluding truck drivers). The total cost of processing cartons through the facility is $4,320,000. It represents a cost per unit of $54/carton ($29 for warehouse personnel expenses and $25 for warehouse expenses). see table exhibit 1 b) The cost of entering electronic and manual customer orders The cost of entering each electronic customer order is $3.00 ($3.50 based on productive hours). The cost of entering each manual order is divided in two parts: entering the basic information on a manual customer order and entering each line item on the order. They respectively take 9 and 4.5 minutes and cost $4.50 and $2.25 ($5.65 and $ 2.63 based on productive hours). Total manual order is $6.75 per order ($7.88 based on productive hours). Productive hours rate will be used for the rest of the assignment. see table exhibit 2 c) The cost of shipping cartons on commercial carriers The cost of shipping cartons on commercial carriers is $450,000.00 per year and $6.00 per carton. see table exhibit 3 d) The cost per hour of desktop deliveries The cost per hour of desktop deliveries is $75.00 (Total Cost $450,000.00 / Total Truck Drivers...
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...A Case Study of China’s Commercial Pork Value Chain Jacinto F. Fabiosa, Dinghuan Hu, and Cheng Fang MATRIC Research Paper 05-MRP 11 August 2005 Midwest Agribusiness Trade Research and Information Center Iowa State University Ames, Iowa 50011-1070 www.matric.iastate.edu Jacinto Fabiosa is with the Center for Agricultural and Rural Development at Iowa State University. Dinghuan Hu is with the Institute for Agricultural Economics at the Chinese Academy of Agricultural Sciences, Beijing, China. Cheng Fang is with the Food and Agriculture Organization, Rome Italy. This paper is from the project “Cost of Production, Productivity, and Comparative Advantage of Feed and Livestock Industry: Comparison of Midwest of the United States and Six Regions of China,” Midwest Agribusiness Trade Research and Information Center (MATRIC). Available online on the MATRIC Web site: www.matric.iastate.edu. Permission is granted to reproduce this information for non-commerical purposes with appropriate attribution to the authors. Questions or comments about the contents of this paper should be addressed to: Jacinto Fabiosa, 579 Heady Hall, Iowa State University, Ames, IA, 50011-1070. Ph: (515) 294-6183; Fax: (515) 294-6336; E-mail: jfabiosa@iastate.edu. MATRIC is supported by the Cooperative State Research, Education, and Extension Service, U.S. Department of Agriculture, under Agreement No. 92-34285-7175. Any opinions, findings, conclusions, or recommendations expressed in this publication...
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...satisfaction and customer loyalty are important in managing relationships with customers, but an excessive focus on improving customer performance with only these metrics can lead to deteriorating financial performance. To balance the pressure to meet and exceed customer expectations, companies should also be measuring the cost to serve each customer and the profits earned, customer by customer. 6-2 Examples of differences between customers who have high and low costs-to-serve may be drawn from the chapter’s Exhibit 6-1, part of which appears below. |High Cost-to-Serve Customers |Low Cost-to-Serve Customers | |Order custom products |Order standard products | |Small order quantities |Large order quantities | |Customized delivery |Standard delivery | |Manual processing; high order error rates |Electronic processing (EDI) with zero defects | |Large amounts of pre-sales support (marketing, technical, and sales |Little to no pre-sales support (standard pricing and | |resources) |ordering) ...
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...ABC Inc. is a small Midwest company priding themselves on their timely service and high quality products. ABC Inc. is planning to expand in the summer. Boosting their production lines to output more merchandise can only be done with a larger workforce. For the company to expand ABC turns to their Operations Supervisor Monica Carrols to help with this change. Monica is a veteran with ABC and is the most qualified for the task at hand. With Monica heading the operations and Carl Robins under her management, they should achieve extraordinary things. Background ABC Inc. has a new campus recruiter, which who has been with them for six months. His name is Carl Robins. Carl has his first recruitment task coming up. Carl hired 15 new trainees to work for Monica Carrolls. Which Carl is responsible for the new trainees. Carl is to have the training schedule, orientation, manuals, policy, booklets, physical, and drug test. With Monica Carrols leaving Carl in charge with this task, Carl’s time frame is a couple of months to have everything ready for the company’s expansion. In that time frame Carl has some problems. Key Problems At ABC Inc. there seems to be a little problem with training and guidance. Monica Carrolls hires Carl Robins as the new campus recruiter. Monica could have just assumed that Carl CASE STUDY Was a well trained recruiter who is applying for that position he should be, but he could possibility not be trained to ABC’s standards. A problem here could be the lack...
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... NREL is a national laboratory of the U.S. Department of Energy, Office of Energy Efficiency & Renewable Energy, operated by the Alliance for Sustainable Energy, LLC. Subcontract Report NREL/SR-6A20-50988 April 2011 Contract No. DE-AC36-08GO28308 Consumer Attitudes About Renewable Energy: Trends and Regional Differences Natural Marketing Institute Harleysville, Pennsylvania NREL Technical Monitors: Lori Bird and Jenny Sumner Prepared under Subcontract No. AGG-1-11880-01 NREL is a national laboratory of the U.S. Department of Energy, Office of Energy Efficiency & Renewable Energy, operated by the Alliance for Sustainable Energy, LLC. National Renewable Energy Laboratory 1617 Cole Boulevard Golden, Colorado 80401 303-275-3000 • www.nrel.gov Subcontract Report NREL/SR-6A20-50988 April 2011 Contract No. DE-AC36-08GO28308 This publication received minimal editorial review at NREL. NOTICE This report was prepared as an account of work sponsored by an agency of the United States government. Neither the United States government nor any agency thereof, nor any of their employees, makes any warranty, express or implied, or assumes any legal liability or responsibility for the accuracy, completeness, or usefulness of any information, apparatus, product, or process disclosed, or represents that its use would not infringe privately owned rights. Reference herein to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise...
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...KINNAIRD COLLEGE FOR WOMEN SALES MANAGEMENT AND ADVERTISING SEMESTER-5 OTHER-ASSIGNMENT Read the following case study and answer the questions that follow: Sue Wilson, purchasing manager for the Humboldt, Tennessee, plant of National Agri-Products Company, is back in her office reviewing her notes from a meeting she just finished with Tom Roberts, Vicki Sievers, and Greg Runyon. Tom is the plant manager of the Humboldt plant, Vicki is the plant engineer, and Greg the production manager. The four met for the last hour to discuss the equipment National needs to buy to complete expansion of the Humboldt plant. National Agri-Products Company produces various agricultural products at its four manufacturing locations throughout the Midwest. The Humboldt plant was built seven years ago to produce cornstarch and dextrose for use as food ingredients. Five and a half years after the plant was completed, top management decided to expand it to produce corn syrup, which is an ingredient in soft drinks, candy, and various baked goods. Humboldt will be the second National Agri-Products Company plant with the capability to produce corn syrup. As Sue reviews her notes, she notices that Tom, Vicki, and Greg have various requirements for the equipment that would be needed to produce the corn syrup. During the meeting, Tom said it was very important to "get everything right" in completing this project. The company already had invested a lot of money in the expansion, and Tom didn't want...
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...KINNAIRD COLLEGE FOR WOMEN SALES MANAGEMENT AND ADVERTISING SEMESTER-5 OTHER-ASSIGNMENT Read the following case study and answer the questions that follow: Sue Wilson, purchasing manager for the Humboldt, Tennessee, plant of National Agri-Products Company, is back in her office reviewing her notes from a meeting she just finished with Tom Roberts, Vicki Sievers, and Greg Runyon. Tom is the plant manager of the Humboldt plant, Vicki is the plant engineer, and Greg the production manager. The four met for the last hour to discuss the equipment National needs to buy to complete expansion of the Humboldt plant. National Agri-Products Company produces various agricultural products at its four manufacturing locations throughout the Midwest. The Humboldt plant was built seven years ago to produce cornstarch and dextrose for use as food ingredients. Five and a half years after the plant was completed, top management decided to expand it to produce corn syrup, which is an ingredient in soft drinks, candy, and various baked goods. Humboldt will be the second National Agri-Products Company plant with the capability to produce corn syrup. As Sue reviews her notes, she notices that Tom, Vicki, and Greg have various requirements for the equipment that would be needed to produce the corn syrup. During the meeting, Tom said it was very important to "get everything right" in completing this project. The company already had invested a lot of money in the expansion, and Tom didn't want...
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... Clark Chairman Commissioner Commissioner Commissioner Commissioner Chief of Staff Executive Director Director, Bureau of Competition Director, Bureau of Consumer Protection Director, Bureau of Economics General Counsel Director, Office of Congressional Relations Director, Office of Public Affairs Director, Office of Policy Planning Secretary of the Commission Report Drafters and Contributors Louis Silvia, Assistant Director, Bureau of Economics David Meyer, Bureau of Economics Sarah M. Mathias, Office of General Counsel Policy Studies Michael S. Wroblewski, Assistant General Counsel Policy Studies Phillip L. Broyles, Assistant Director, Bureau of Competition J. Elizabeth Callison, Bureau of Economics Jeffrey Fischer , Bureau of Economics Nicolas J. Franczyk, Bureau of Competition Daniel E. Gaynor, Bureau of Economics Geary A. Gessler, Bureau of Economics James F. Mongoven, Bureau of Competition John H. Seesel, Associate General Counsel for Energy Christopher T. Taylor, Bureau of Economics Michael G. Vita, Assistant Director, Bureau of Economics Anthony G. Alcorn, Bureau of Economics Sarah Croake, Bureau of Competition Madeleine McChesney, Bureau of Economics Guru Raj, Bureau of Competition Natalie Shonka, Office of General Counsel Policy Studies Inquiries concerning this report should be directed to: John H. Seesel at (202) 326-2702 or jseesel@ftc.gov Sarah M. Mathias (202) 326-3254 or smathias@ftc.gov. Acknowledgments: The FTC appreciates the expertise and time contributed...
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...CASE STUDY Kayem Foods, Inc. al fresco BzzCampaign Brand Evangelists Drive Trial, Sales of Growing Brand BzzAgent Copyright © 2004 BzzAgent Inc. 273 Summer Street 4th Floor Boston, MA 02210 Ph 617.451.2280 Fx 617.451.9922 1 CASE STUDY New Brand Enjoys “Ripple Effects” of Targeted Word-of-Mouth K ayem Foods, Inc., the New England company founded in 1909, offers eight leading brands of hot dogs and sausages. In response to healthconscious consumers who were looking for high quality alternatives to traditional sausage products, Kayem created the al fresco brand of chicken sausages to “provide people with delicious foods that are healthy and convenient, meeting today's active lifestyles,” offering flavors such as roasted garlic, sweet apple, sundried tomato and basil, spicy jalapeno, teriyaki ginger, and sweet Italian. The award-winning sausage is prepared without artificial flavors, preservatives or nitrates and contains less fat and sodium than pork sausage. Kayem engaged BzzAgent, Inc. to conduct a word-of-mouth marketing campaign resulting in exponential trial and increased sales of al fresco in target markets. access to a BzzCampaign online homepage with these features: • A communication guide about the lifestyle benefits of al fresco • Instructions about where to find al fresco in local markets • A printable request form to encourage stores to carry the brand • A basic profile of likely consumers i.e. BzzTargets • A list of nine suggested BzzActivities...
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...qualified individuals or teams while improving those not chosen. Through a more personal approach to quality management we can we replicate what has been done at our location and bring the same quality to our future five locations. Job Design Job design involves identifying appropriate, job-related knowledge, skills and abilities to ensure that assigned work can be complete successfully. As the district manager I am responsible for the day to day operations of five locations. I am responsible for maintaining the standards put forth by Dunkin Donuts and its brand. I communicate and properly execute marketing programs through five store managers. I have strong skills in developing and leading people. I work hand in hand with the corporate office in adhering to all departmental policies. As the district manager, I am looking for store managers that are strong...
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...511 CASE Can This Relationship Be Saved? The Midwestern Medical Group’s Integration Journey Introduction 5 On a snowy January evening, the Midwestern Medical Group (MMG) management team held a retirement party for Judith Olsen, MMG president. During the evening, Olsen reflected back on the years she had worked for MMG with mixed feelings about her experience. Over the course of their eight-year integration This case was written by Rhonda Engleman and Jisun Yu under the supervision of Professor Andrew H. Van de Ven of the Carlson School of Management at the University of Minnesota. We also appreciate the editorial assistance of Julie Trupke and useful comments of Gyewan Moon and Margaret Schomaker. We gratefully acknowledge Stuart Bunderson, Shawn Lofstrom, Russel Rogers, Frank Schultz, and Jeffery Thompson who assisted in collecting data during this eightyear longitudinal study of MMG’s integration journey. The case was prepared to promote class discussion and learning. It was not designed to illustrate either effective or ineffective management. Used with permission from Rhonda Engleman. both05.indd 511 11/11/08 11:37:27 AM 512 C A S E 5 : M I D W E S T E R N M E D I C A L G R O U P ’ S I N T E G R AT I O N J O U R N E Y journey within the Midwestern Health System (Midwestern), the MMG management team experienced many encouraging moments, achievements, and successes as well as many struggles, disappointments, and conflicts. She was scheduled to meet with the board chair...
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...Journal of Hospitality Marketing & Management ISSN: 1936-8623 (Print) 1936-8631 (Online) Journal homepage: http://www.tandfonline.com/loi/whmm20 Managing the Distribution Channel Relationship With E-Wholesalers: Hotel Operators' Perspective Eunha Myung , Lan Li & Billy Bai To cite this article: Eunha Myung , Lan Li & Billy Bai (2009) Managing the Distribution Channel Relationship With E-Wholesalers: Hotel Operators' Perspective, Journal of Hospitality Marketing & Management, 18:8, 811-828, DOI: 10.1080/19368620903235837 To link to this article: http://dx.doi.org/10.1080/19368620903235837 Published online: 09 Oct 2009. Submit your article to this journal Article views: 387 View related articles Citing articles: 3 View citing articles Full Terms & Conditions of access and use can be found at http://www.tandfonline.com/action/journalInformation?journalCode=whmm20 Download by: [Computing & Library Services, University of Huddersfield] Date: 16 December 2015, At: 08:17 Journal of Hospitality Marketing & Management, 18:811–828, 2009 Copyright © Taylor & Francis Group, LLC ISSN: 1936-8623 print/1936-8631 online DOI: 10.1080/19368620903235837 Managing the Distribution Channel Relationship With E-Wholesalers: Hotel Operators’ Perspective Downloaded by [Computing & Library Services, University of Huddersfield] at 08:17 16 December 2015 Journal 1936-8631 1936-8623 WHMM of Hospitality Marketing & Management, Vol. 18, No. 8, August 2009:...
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...Competitive Advantage 14 Target Market (Segmentation) 16 Position 18 Financial Goals 19 Non-financial Goals 20 Product 21 Pricing Strategy 23 Place 26 Promotion 27 B2B 30 References 31 Executive Summary We are proposing a new addition to the OFF! brand for SC Johnson. The product is a skin-safe, spray-on insect repellent that incorporates a new, specially formulated fragrance that will not attract insects called OFF! Scented. OFF! Scented will take a position within two current OFF! product lines, the Family Care and Active lines. Through our marketing plan, OFF! Scented will be positioned in the consumer’s mind as a fun, comfortable, edgy alternative to traditional insect repellents. OFF! Scented will be perceived as a more wearable, but equally effective repellent that will keep people safe from insect threats while enhancing social interaction with the pleasing aroma in the product. OFF! Scented will initially be targeted to a segment of the U.S. market. The segment is defined by geography by focusing on the Midwest and southern states. Demographically, the focus is on both genders age 18-34 singles, or couples without children and having incomes of $25,000 and up. Various lifestyles are considered part of the target segment as well. OFF! Scented will be sold intensively as a premium bug spray that is still a convenience product. It will be distributed through two main channels. One channel will involve two intermediaries (a wholesaler and...
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...As early as 6.00 am in a dark and cold morning of Midwest winter, a few people walking on an icy sidewalk. Under chilling wind, those people walk to a large, old building. Inside the building, the people work for repetitive, backbreaking low waged jobs. In the same day, late at night, you can see similar scene: some people walking out of the building under heavy snowstorm. Being one of those people, I know the feeling of a minimum waged worker. Like all of those workers, I feel exhausted after finishing my job. Everyday, I wait with impatience to hear my supervisor say “That is it, turn off the belt.” After put off my safety gloves and sweep my sweat, I can only think to return to my room and sleep. I lost most of my time and energy just for a few dollars. There are a lot of people that work harder and earn less than me. The poor, especially less-skilled workers, has access only to “bad jobs at bad wages” (Blank 64). Those workers always face bad situation. They are poor. They are struggling to sustain the life of their families. On the contrary, the owners of the company where they work have a high standard of living. Bad wage is advantageous for the group of people known as traditional elites who own labor-intensive firms because it lowers production cost, thus increase the competitiveness of the product. For that reason, it is natural for the traditional elites to keep wage as low as possible. This action creates what Karl Marx wrote in The Communist Manifesto as...
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