Superior Grain Elevator was located at Thunder Bay, Ontario, Canada’s third busiest port. With 14 giant grain elevators, Superior was able to load ships constantly sending grain to all parts of Eastern Canada and the globe. The ships were contracted for by agents who lined up the required tonnage of shipping capacity to fulfill the various contracts held with Superior. Although the agents tried to arrange for ships to arrive at Thunder Bay in a steady stream, the vagaries of lockage transfer times
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Review of Warehouse Receipt System and Inventory Credit Initiatives in Eastern & Southern Africa Final report commissioned by UNCTAD under the All ACP Agricultural Commodities Programme (AAACP) *The views expressed in this paper are those of the author and do not necessarily reflect the views of the United Nations September 2009 CONTENTS CONTENTS ...........................................................................................................................................
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established as a grain elevators board. In the mid-1980’s grain elevator’s board had changed to a grain handing authority and when the passing of the NSW Grain Corporation Act, the company became the first Government organization named to be privatized in Australia .It had sales of $100million in 1992 and was named Graincorp. In 2009 after purchased of United Molt Holdings, Graincorp became known as Graincorp Malt. Now Graincorp is an international company with 280 country elevators in Australia and
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1. Otis has been the market leader in both sales and service segments. Consider the time when OTISLINE was just being conceived. Why do they need to do anything at all, and that too in the service sector? Higher Margins in Services-Elevator industry was highly competitive with players comprising Otis, Westinghouse, Dover, Montgomery, Schindler, U.S. Elevator and Fujitec. Otis was the industry leader in sales and service. The manufacturing companies were more focused on getting service contract
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Business Context/Key Business Drivers * Otis is the largest manufacture, installer, and servicer of elevators, escalators, and moving walkways in the world * Specialize in logistics, service excellence, and total solutions for customers * Key drivers: * Transform the culture of Otis to become a single-customer centric business model to increase profitability, attract new and maintain current customers to beat out competition * Shift focus of the Otisfrom manufacturing to
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EXECUTIVE SUMMARY Businesses; no matter the industry, be it food; automobile, clothing or others product as well service sectors had their own quality management system. In the early 80’s, business organizations had already began to build their quality management system based upon the principles of Total Quality Management. A less known but very successful quality management system, Achieving Competitive Excellence (ACE) operating system is one of the successfully evolved systems. This system
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Market Scenario: The study of North America sales and services shows the industry of elevators is very competitive and stable with steady demand and high profitability that attracts new entrants. Use of similar technology in all the elevators led to increase in many small companies devoted purely for service. The competitive edge exists in acquiring the long-term service contracts, as elevator sales market was very competitive with marginal profits. Thus the focus was mainly on targeting
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companies%mdash;not just elevator companies—worldwide." o Bousbib challenged ... launch a new initiative that would help make Otis the #1 service company in the world p 235/15 • Continue strong revenue growth • Maintain / improve operating margins, already substantially above industry averages • Establish strategic advantage in emerging markets e.g. China • Make the transition from a manufacturing to a service organization • Reorient Otis to a customer-centric organization
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market became saturated; the construction boom terminated abruptly and demand for elevator gear was projected to fall by 15 percent. Competition for new installations was intense, large companies sold their equipment at or below cost to customers. Service contracts were commonly closed with companies that originally installed the equipment. Six major companies dominated the German market in 1995: Schindler, Otis and Thyssen, with KONE placing fourth. 150 small local companies, as well 30 mid-size
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courageous and knew about the elevator business. Those characteristics that Mr. Alfred N. Schindler was looking for Mr. Silvio Napoli has. He was 33 years old and full of energy, aggressive, risk taker and was willing to move to South East Asia. Plus Mr. Napoli demonstrated to Mr. Schindler before this job position was even opened that he was capable of accomplishing this job, after the Swatch Project he did back in 1985. In which he was able to develop a standard elevator, incorporate the process and
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