assessment of the new performance evaluation process at Morgan Stanley? Ⅰ.BUSINESS GOALS & ACCOMPLISHMENTS I am good at “Market penetration”, “Cross-selling”, “New product development”, “Key relationships/enhanced”. But my weakness is “Expense control/profit enhancement”, “Capital usage/risk management”, “Client upgrades/downgrades”. Ⅱ. PROFESSIONAL DEVELOPMENT ①What do you consider to be your three greatest strengths? “Market penetration”, “Cross-selling”, “New product development” ②What
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E C R A W F O R D STRATEGIES FOR NEW PRODUCT DEVELOPMENT Guidelines for a critical company problem C. Merle Crawford is a faculty m e m b e r at the University o f Michigan. In spite o f much evidence o f its success, many managers hesitate to establish a policy for new product development. Their indecision often arises f r o m two reasons: they fear that a defined strategy may discourage innovation and they are uncertain how to formulate a new product strategy. The author o f this article
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is facing some difficulties within their new product development strategies after a major customer pulled out of their agreement with Modine to produce the exhaust- gas recirculation cooler (ERG). From this point, the company has three options to regain their standings in the industry, one is to make the European market the companies focus, the second alternative is to attempt to do some internal re-structuring to bring back the originality of the product development process, and finally streamline
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Case study – New Pressures for Learning and Development in the Fork-Lift Truck Factory of Smarna Gora Holdings Question 1 The positive and negative pressures on learning and development in the fork-lift truck factory of Smarna Gora Holdings Positive Internal | Positive External | 1. In the fork-lift truck factory the commercial department has combined buying and selling to reduce head count and to simplify horizontal communication across the organization. 2. Storage has been moved from
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Entrepreneurship and New Product Development Winter 2015 Draft Syllabus January 2015 Instructor: Farhad D. Rostamian, PhD., MBA Office and Office Hours: By arrangement Teaching Assistant: TBD E-mail: fdrostamian@gmail.com Messages: Valerie Myers, (310) 206-3011, vmyers@anderson.ucla.edu Enrollment: Open enrollment. Time: Wednesdays, 4 to 7 PM First Class meets: Wednesday, January 7 Room: Anderson Complex, Cornell Hall, D-307 Course Description New products are the lifeblood of
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Christensen, 9-697060, March 2003 CASE 2: Creating Project Plans to Focus Product Development, Steven C. Wheelwright and Kim B. Clark, Reprint number 92210, HBR March-April 1992 CASE 3: Innovation Versus Complexity: What is Too Much of a Good Thing, Mark Gottfredson and Keith Aspinall, Reprint R0511C, HBR November 2005 CASE 4: Microsoft Office 2000, Alan MacCormack and Kerry Harman, 9-600-097, June 2000. CASE 5: Product Development at Dell CorporationCorporation, Stefan Thomke and Vish Krishnan
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Barco Projection Systems (A): Worldwide Niche Marketing Case Write-Up – Decision Case – BPS and its Product Line Strategy: Barco N.V originally started as a producer of radio broadcast receivers in 1934 and gradually made its way to the broadcast monitor and professional video equipment markets. After a global recession that followed the 1977 oil supply shock, the company decided to redefine its focus from consumer markets to industrial markets in order to keep its position in the industry. Dejonghe
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LP 1 New Product Development Idea Generation: This is the stage where the idea is created and designed Development: The CDs will be designed and tested, during this stage manufacturing process will be considered in developing the CD it must play the highest quality and should be durable. Test Marketing: During the testing stage it should be tested in the lab, friend and families before proceeding to the real customers. Business Analysis: Information should be collected by recording label on
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Bill Ellis Individual Assignment Unit 2 – Marketing and Brand Management Nissan is currently considering expanding its product line to introduce a new product. This product will complement the current products offered to consumers. The company would like to provide consumers with a differentiated innovation that will increase both sales of current products as well as the new product line. Nissan is involved in the transportation industry, namely the sale of various automobile models. The company
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wine and wine-related products. Case Background Vincor: Project Twist details the decisions that Vincor’s marketing team had to make in order to create a new alcoholic beverage to bring to the market. This task was challenging due the fact that “what’s trendy today may not be trendy two years from now,” as stated by Vincor’s marketing manager Kelly Kretz. Key Issues and Decisions The key issue in this case was coming up with a concept for a new alcoholic beverage product. Decisions to be made
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