...I. Industry Analysis Threat of Substitutes Threat of substitutes occurs when companies within one industry are forced to compete with industries producing substitute products or services. Substitutes can be competitive when the switching cost is low and there is less differentiation between products. With surplus cranberries and changing American households some enterprising growers began canning cranberries that were below-grade for fresh market. Competition between canners was fierce because profits were thin. Threat of substitutes is a strong competitive force. Other fruit-based juices, beverages not containing fruit, and water are considered to be strong substitutes for cranberry juice – especially in single serving packages. There are fewer substitutes for cranberry products sold for seasonal consumption. Threat of New Entrants Threat of new entry is a weak competitive force for NCC due to excess production capacity already and competition for retail shelf space. Northland Cranberries had recently entered the fruit juice industry, but had yet to gain notable success and only contributed to a further price war among producers. PepsiCo and Coca-Cola have entered the fruit juice industry through acquisitions and have met with far greater success. However, both of these beverage powerhouses were able to leverage their vast distribution capacity and bargaining power with retailers to become successful. Both companies also have tremendous scale advantages in production and bottling...
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...1.) Introduction 2 2.) Process Analysis 2 3.) Process Flow at National Cranberry Cooperative 4 4.) Installing a Light Grading System 5 5.) Decreasing the truck waiting time 6 6.) Bag pack or Bulk Pack 8 7.) Conclusions 9 1.) Introduction This case analysis looks at the two primary problems at the receiving plant no. 1 (RP 1) faced by National Cranberry Cooperative during the cranberry harvesting period, viz. 1) too much waiting period for trucks before they unload berries at the RP1 and 2) too much overtime costs. There is also a secondary problem regarding grading of process berries. Half of the berries graded top quality are actually not top quality and do not deserve extra premiums paid on the top quality berries. 2.) Process Analysis We start by making a process flow diagram for the flow of berries at RP1 from the moment berries arrive at the RP1 in trucks to the moment they leave in RP1 after being bag packed, bulk loaded into trucks or loaded into bulk tins. The capacities of the various processes are based on the assumptions or data as shown below: Dumping Capacity Number of Kiwanee Dumpers = 5 Average time taken by truck to load the berries onto Kiwanee Dumpers = 7.5 minutes (Maximum being 10 and minimum being 5 minutes) Average weight of berries in a truck = 75 bbls. Dumping Capacity = 5 * 75 * 60 / 7.5 = 3000 bbls/hr. Holding Bin Capacities Bin No. 1-16 can hold dry berries only up to 250 bbls per bin. Total capacity of bin numbered 1-16 = 250*16...
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...Team 3 National Cranberry Cooperative Analysis and recommendations 1. 2. The resource with least capacity determines the maximum long-term achievable throughput rate. Because wet and dry berries follow different routes at RP#1 there will be a maximum achievable throughput for each. The capacity of the dryers is the bottleneck for the wet berries. The maximum throughput for wet berries is 600 bbls/hr. For dry berries the separation process is the bottleneck. The maximum throughput for dry berries is 1200 bbls/hr. The percentage of wet berries to dry berries would affect the throughput rate. Given the current proportion of berries received the capacity of the dryers would be the maximum throughput of the system. The dryers are the system bottleneck. And as the trend of water harvesting continues, this situation worsens. All the process/resources at RP#1 contribute to the throughput but the limitation is the bottleneck. 3. The trucks wait because the processing capacity is less than the system input. And the temporary holding bins are inadequate to buffer the berries coming in and the plants processing capacity. But by using the Theory of Constraints to identify the system bottle necks we are able to discover the root cause of the waits. The large back log of berries is caused by several factors The plant is not currently equipped to handle the supply of wet berries. This problem has likely been increasing over the years as more cranberries are being...
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...National Cranberry Cooperative -- Key Issues OPMT 405 Summer 2006 Major Operational Problem: Long truck waiting time to dump berries -- customer service Excessive overtime -- operating costs Both “symptoms” of a common ailment -- a bottleneck in the process flow. A minor problem that can be easily solved has to do with the grading of berries. $.75/BBL premium paid for grade 3 berries. Premium paid on 450,000 barrels in 1980. Half were incorrectly labeled as grade 3. Accurate grading could save $169,000 per year. Light meter system would cost $20,000 plus annual operator salary. What does this imply to the growers who are also the owners of the plant? Bottleneck Analysis Some simplifying assumptions: 16,400 BBL are delivered per day (70% wet, 30% dry) over 12 hours. Trucks arrive evenly spaced over 12 hours. Each truck carries 75 BBLs Downstream processing begins at the same time as dumping (7 a.m.). Capacity Dumping = = [pic] = 2250 BBL/Hour Destoning = 3x 1,500 BBL/Hour = 4500 BBL/Hour Dechaffing (dry) = 2x1,500 BBL/Hour = 3,000 BBL/Hour Dechaffing (wet) =1x1,500 BBL/hour = 1,500 BBL/Hour Drying = 3x200 BBL/Hour = 600 BBL/Hour Separating = 3x400 BBL/Hour = 1200 BBL/Hour Bailey Mills = 3x400 BBL/Hour = 1200 BBL/Hour Processing Requirement Total: 16,400 BBLs...
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...Case Report: National Cranberry Cooperative Fill in your name in the header. Please read the Assignment Collaboration Guidelines in Course Syllabus: Collaboration between groups is not allowed; however, if you hear something from some other group, please give a reference. Below, write your answers to Questions 1-4 (on BB/Cases). Your analysis should be based on the assumptions listed in the Syllabus. If you need to make additional assumptions to answer a question, clearly state them, logically defend them, and then proceed to answer the question accordingly. The idea is to answer the questions concisely. Double spacing is preferred, 1.5-line spacing is the minimum (consider the reader’s eye strain). 1. Analyze the current process. Using the process flow map (available on CTools) of the current process at Receiving Plant No.1, mark the capacity and utilization of each of the resources. Show the flows of wet and dry berries separately. First we receive 18,000 barrels over a 12 hour period which leads to a 1,500 bbl/ Hr, Then 75% of 1,500 total berries per hour equal 1,125 bbl/Hr and the remaining 25% or 375 bbl/Hr are dry berries. While our Dumper is holding a capacity of 3,000 bbl/Hr and utilizing only the 1,500 bbl/Hr we are receiving. Those berries would then split up in the dry and wet storage bins. Dry bins have a capacity of 4,000 bbl/Hr which is 16 bins holding 250 bbl/Hr each. Whereas the wet bins kept a storage capacity of 3,200 with 8 bins holding 250 bbl/Hr...
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...Reference Books Sr No R-1 R-2 Other Reading Sr No OR-1 OR-2 OR-3 OR-4 OR-5 OR-6 OR-7 OR-8 OR-9 OR-10 OR-11 OR-12 Journals articles as Compulsary reading (specific articles, complete reference) The four things that a service Business must get right HBR Article , Bang & Olufsen Design Driven Innovation : HBR , Smart Product Design : HBR , Mishina, Kazuhiro. Toyota Motor Manufacturing, U.S.A., Inc. HBS Case No. 9-693-019. Harvard Business School Publishing, Boston, 1995. , Hammond, Janice H. Barilla SpA (A). HBS Case No. 9-694-046. Harvard Business School Publishing, Boston, 1994. , Latour, Almar. Nokia Handles Supply Shock with Aplomb as Ericsson of Sweden Gets Burned. The Wall Street Journal. Dow Jones & Company, Inc., 2001. , National Cranberry Cooperative HBS #688122. From Case Map , John Crane UK Ltd Case : The CAD CAM Link . HBS #691021,24p , To Move or not to Move .Case of Cathay Pacific Airways . University of Hong Kong HBS #HKU003,22p , Note on Quality: The Views of Deming, Juran, and Crosby HBS .687011 , Process Control at Polaroid , HBS, #693047 , LL Bean Item Forecasting and Inventory Management HBS, #893003, 5p , Johson Control Automotive Systems , HBS,#69308623p , Title Operations Management Concepts, Techniques & Applications Operations Management Author Evans & Collier Edition 1st Year Publisher Name Cengage Learning Tata McGraw Hill Author Norman Gaither,Greg Frazier Edition 9th Year Publisher Name Cengage Learning William Stevenson Taylor 8th Relevant Websites...
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...Marketing Communications | Syndicate assignment Case 1 Prius Launch: Harmony Installations 2011 Bronze | Media Innovation Case 2 Canon Eos Cameras: Photography beyond the still 2011 Silver | Consumer Electronics Case 3 Southwest Airlines: Grab your bag it’s on/ Bags fly free 2011 Gold | Transportation Case 4 Ocean Spray Cranberries: Straight from the Bog 2008 Gold | Renaissance 2011 Silver | Sustained Success Case 5 Sears: Don’t just go back. Arrive 2010 Gold | Retail¬ Case 1 Prius Launch: Harmony Installations 2011 Bronze | Media Innovation GET: Echo/Tech friendly minded people WHO: Are environmentally and technologically aware and enjoy innovation. TO: Think Prius is the car they should buy versus the car they want to own. See Prius as an Icon of progress. Encourage consumers to put a Prius in the mainstream consideration set. BY: Outlining that hybrid motoring is good for the environment, endorsing the idea of being proud to own a Prius. LIKE THIS: By highlighting the “harmony between man, nature and machine”. Happiness, Optimism, Pride, Imagination SUCCESS: Desired 20% increase in sales of Prius. Increase hybrid vehicle market share. Engage social media metrics. $4.5m in earned media desired through Solar flower installations/social media. Market/Commercial insight The reported market decline in the Automotive Industry for passenger cars has declined by 37% in FY2011. Financial modelling of passenger...
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...Harvard Business School 9-898-171 Rev. December 11, 2000 Nantucket Nectars Well, we knew we were in an interesting position. We had five companies express interest in acquiring a portion of the company. Sometimes you have to laugh about how things occur. Tropicana (Seagram) and Ocean Spray became interested in us after reading an article in Brandweek magazine that erroneously reported that Triarc was in negotiations to buy us. (See Exhibit 1 for a copy of this article.) At the time, we hadn’t even met with Triarc, although we knew their senior people from industry conferences. We have no idea how this rumor began. Within weeks Triarc and Pepsi contacted us. We told no one about these on-going negotiations and held all the meetings away from our offices so that no Nectars employee would become concerned. It was quite a frenetic time. The most memorable day was just a few days ago actually. Firsty and I were in an extended meeting with Ocean Spray, making us late for our second round meeting with Pepsi. Ultimately, Tom and I split up: Firsty stayed with Ocean Spray and I met with Pepsi. Ocean Spray never knew about the Pepsi meeting. Tom and I have learned under fire throughout our Nectars experience, but this experience was a new one for us. —Tom Scott, co-founder of Nantucket Nectars Research Associate Jon M. Biotti prepared this case under the supervision of Professors Joseph B. Lassiter III and William A. Sahlman as the basis for class discussion rather...
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...UNIT-1 MANAGEMENT The word Management can be styled as- Management (i.e manage-men-tactfully ). It is an art of getting things through people. But in modern approach of management it involves all kind of activities which determine the objectives of the organization. * Management is an important element in every organization. It is the element that coordinates currents organizational activities and plans for the future. * The management adapts the organization to its environment and shapes the organization to make it more suitable to the organization. * Management is the brain of an organization because it takes decision at every movement. Definition * “ Management is the art of “knowing what you want to do” and then seeing that it is done in the best and cheapest way. ……F. W. Taylor * Management as a process “consisting of planning, organizing, actuating and controlling, performed to determine and accomplish the objective by the use of people and resources.” …… George R. Terry * Management is the art of getting things done through & with people in formally organized group ……. Koontz * Management is a multi-purpose organ that manage workers & work...
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...International Marketing Management (IBU5MKG) [pic] Title : International Marketing Plan “Monster Energy Drink” Lecturer : Mr. Mike Turner Student : Ekapon Srisittichaikul - 15996703 Kasemvit Lohitkul - 15954478 Mengxi Xu - 15999067 Hsieh Hsinng-Jen - 15942765 Yaxian Tang - 15707254 Shuqing Zhang - 15498769 Hanjie Mei - 15619403 TABLE OF CONTENT Executive summary………..……………………………………………………...............……...3 Political system……………………..…………………………...……………..…...…………….5 Legal system…………………….……….………………….................................................……7 Economic statistics and activity…………….……………...……………….........…..………….8 Geographical setting……………………………………..…...…………….…..........................14 Social environment…………...………………...........................................................................15 Cultural environment…………...………………......................................................................19 Technology…………...……………….......................................................................................22 Trading infrastructure…………...………………....................................................................24 The market…………...……………….......................................................................................27 The company………...………………………………………………………............................31 Statement...
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...** ASSESSMENT EXAM QUESTIONS – THESE ITEMS WILL DEFINITELY APPEAR ON THE FINAL EXAM ** CHAPTER 1 |1-113. |Marketing will not happen unless: | |A) |e-commerce is flourishing. | |B) |facilitators are present to simplify exchange. | |C) |middlemen are present to facilitate exchange. | |D) |two or more parties each have something they want to exchange for something else. | |E) |an economy is market-directed rather than planned. | |1-120. |MACRO-marketing: | |A) |is a social process. | |B) |tries to overcome "discrepancies of quantity" and "discrepancies of assortment." | |C) |tries to effectively match supply and demand. | |D) |tries to overcome the many separations...
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...Fiscal Developments and Public Finance CHAPTER 3 4.8 per cent of gross domestic product (GDP) from 6.5 per cent of GDP in 2009-10. The Budget for 2011-12 estimated a further reduction to 4.6 per cent of GDP to be achieved through a 16 per cent growth in tax revenue, disinvestment receipts of ` 40,000 crore and moderation in growth in expenditure to 4.9 per cent. Economic developments in the current fiscal have panned out very differently than was envisaged at the time of budget formulation. With a sharp deceleration in real GDP growth, particularly in the industry sector and continued high levels of prices in key commodities, a slippage is likely in the deficit targets envisaged at the time of Budget Estimates. However, with states performing better in overall terms, the combined deficit of the centre and states appears to be on firmer footing, which augurs well for strengthening medium-term macroeconomic prospects. The medium-term outlook is firmly on the consolidation path; albeit with a likely longer tail in terms of time horizon. Rapid fiscal consolidation was effected in 2010-11 with fiscal deficit dropping to 3.2 The macroeconomic environment has been under stress since 2008-09 when the global economic and financial crisis unfolded, necessitating rapid calibration of policies. Fiscal expansion followed in 2008-09 and 2009-10 did yield macroeconomic dividends in the form of a sharp recovery in 2009-10, which stabilized in 2010-11 at the same 8.4 per cent level...
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...Doing Business in Thailand: 2012 Country Commercial Guide for U.S. Companies INTERNATIONAL COPYRIGHT, U.S. & FOREIGN COMMERCIAL SERVICE AND U.S. DEPARTMENT OF STATE, 2010. ALL RIGHTS RESERVED OUTSIDE OF THE UNITED STATES. • • • • • • • • • • Chapter 1: Doing Business In Thailand Chapter 2: Political and Economic Environment Chapter 3: Selling U.S. Products and Services Chapter 4: Leading Sectors for U.S. Export and Investment Chapter 5: Trade Regulations, Customs and Standards Chapter 6: Investment Climate Chapter 7: Trade and Project Financing Chapter 8: Business Travel Chapter 9: Contacts, Market Research and Trade Events Chapter 10: Guide to Our Services 1 Return to table of contents Chapter 1: Doing Business In Thailand • • • • Market Overview Market Challenges Market Opportunities Market Entry Strategy Market Overview • Return to top Thailand is the 27th largest export destination for the United States. Two-way trade in 2011 was about $35.75 billion, with $24.8 billion in Thai exports to the U.S. and $10.9 billion in U.S. exports to Thailand. The figures represent an increase of 12.9 percent in the value of trade between the two countries. U.S. exports to Thailand increased by 21.7 percent, while US imports from Thailand increased by about 9.4 percent for the same period in 2010. In Asia, Thailand ranks as the United States’ 10th largest export destination after China, Japan, South Korea, Hong Kong, Taiwan, India, Hong Kong, Singapore and Malaysia. The Thai...
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...SIXTH EDITION STRATEGIC MANAGEMENT IN ACTION Mary Coulter Missouri State University Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editor in Chief: Stephanie Wall Senior Acquisitions Editor: April Cole Editorial Project Manager: Claudia Fernandes Director of Marketing: Maggie Moylan Senior Marketing Manager: Nikki Ayana Jones Marketing Assistant: Gianna Sandri Senior Managing Editor: Judy Leale Production Project Manager: Kelly Warsak Senior Operations Supervisor: Arnold Vila Operations Specialist: Cathleen Petersen Creative Director: Blair Brown Senior Art Director: Kenny Beck Text Designer: LCI Design Cover Designer: LCI Design Cover Art: Svetoslav Iliev/Shutterstock.com Permission Specialist: Brooks Hill-Whilton Media Project Manager, Production: Lisa Rinaldi Senior Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management and Composition: Integra Printer/Binder: RRD/Willard Cover Printer: Lehigh-Phoenix Color Text Font: 10/12, Times LT Std Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Copyright © 2013, 2010, 2008 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458. All rights...
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...Section 17
Agriculture
This section presents statistics on farms
and farm operators; land use; farm
income, expenditures, and debt; farm
output, productivity, and marketings;
foreign trade in agricultural products;
specific crops; and livestock, poultry, and
their products.
The principal sources are the reports
issued by the National Agricultural
Statistics Service (NASS) and the
Economic Research Service (ERS) of the
U.S. Department of Agriculture (USDA).
The information from the 2007 Census of
Agriculture is available in printed form in
the Volume 1, Geographic Area Series; in
electronic format on CD-ROM; and on the
Internet at
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