Free Essay

Evaluate Criteria Used in Purchase Decision (Paccar Case)

In:

Submitted By evakimr
Words 539
Pages 3
Evaluate Criteria Used in purchase Decision | | Functional Role in Organization | | | | Purchasing | Management | Engineering | Operations | Vendor offers broad line | X | X | X | X | Many product options available | X | X | X | X | Ease of maintenance of equipment | | | X | X | Competence of service techniques | | | X | X | Overall quality of service | | X | X | X | Product warranty | X | X | X | X | Delivery (lead time) | X | | X | X | Time needed to install equipment | | | X | | Construction costs | | | | X | Vendor has lowest price | | | | X | Financial stability of vendor | | X | | | Vendor willing to negotiate price | | X | X | | Vendor reputation for quality | | X | | | Salesperson competence | X | X | X | X | Compatibility with equipment | | | X | X | Available computer interface | X | X | X | X | Eva Rosalina/01120120099

1. Define loyalty as you understand it from the text. Does Paccar with its Kenworth and Peterbilt trucks create loyalty? Explain. * Loyalty the behavior of the customers that tend to stick with one brand or product. * Yes, because their high quality products are reliable and they also have a strong brand image that creates loyalty of their customers. 2. What type of buying process (straight rebuy, modified rebuy, new task) is the decision to buy Kenworth for Herbert Schmidt? Would the buying process be the same for all carriers? Explain. * I think it is straight rebuy. It was stated “It’s Kenworth or nothing”. Reliability is all that matters for the company, and the fact that the company has been loyal for the past 20 years means that the time needed to make a decision to purchase is short, and the size of DMU is not large.

3. Using all the possible sources of information, including the case, the internet, OTR truck dealers, develop what you think the decision-making unit looks like for a truck purchase. Does its size depend on the size of the company or other factors? Explain. * The size doesn’t depend on the company size. The decision-making unit for a truck purchase would be: * Initiator suggesting to purchase a truck * Gatekeeper controlling the information flow * Influencers asses the result with their own opinions * Buyers have the contracting responsibility * Users use the purchased trucks

4. Using all possible sources of information, including the case, the internet, OTR truck dealers, complete the following information in Table A. What implications does this have for Paccar and other truck companies in terms of their marketing efforts? 5. Explain the role of reference groups for Paccar and its trucks. * Reference groups guide the company to meet customers’ needs and expectation. 6. Describe the differences you would expect between a company that owned their own trucks versus those that lease. Relate these to internal and external influences shown in Figure 19-1. * The company that own their own trucks experiences internal influences, while the company who leases is affected by both external and internal influences 7. How does Paccar’s hybrid offering fit into its current brand image? * The company recognizes itself as a leader; increase reputations where its trucks will be considered as a leader in quality. Also by increasing the customers’ perception that Paccar is leading in technology, expertise in trucking industry as it will be regarded as a company that recognize customers expenses in fuels by introducing fuel-efficient-vehicles and environmental friendly vehicles.

Similar Documents

Premium Essay

Porters Five Forces

...direct competitors. Yet competition for profits goes beyond established industry rivals to include four other competitive forces as well customers, suppliers, potential entrants, and substitute products. The extended rivalry that results from all five forces defines an industry’s structure and shapes the nature of competitive interaction within an industry. As different from one another as industries might appear on the surface, the underlying drivers of profitability are the same. The global auto industry, for instance, appears to have nothing in common with the worldwide market for art masterpieces or the heavily regulated healthcare delivery industry in Europe. But to understand industry competition and profitability in each of those three cases, one must analyze the industry’s underlying structure in terms of the five forces. (See...

Words: 11910 - Pages: 48

Premium Essay

Fluor

...6MAR2013032 Fluor Corporation 6700 Las Colinas Boulevard Irving, Texas 75039 March 13, 2013 Dear Stockholder: You are cordially invited to attend the Fluor Corporation 2013 annual meeting of stockholders. The meeting will be held on Thursday, May 2, 2013, beginning at 9:00 a.m. Central Daylight Time, at Fluor Corporation, 6700 Las Colinas Boulevard, Irving, Texas 75039. Information about the meeting is presented on the following pages. In addition to the formal items of business to be brought before the meeting, members of management will report on the company’s operations and respond to stockholder questions. A map showing the meeting location is included for your convenience on the back page of this booklet. We hope that you will be able to attend the meeting. However, whether or not you plan to attend the meeting, we encourage you to review our proxy materials and promptly cast your vote over the Internet or by telephone. Alternatively, if you request or receive a paper copy of the proxy materials by mail, you may vote by signing, dating and mailing the proxy card in the envelope provided. Voting in one of these ways will ensure that your shares are represented at the meeting. Thank you for your continued support of Fluor Corporation. I look forward to seeing you on May 2nd. Sincerely, 4MAR201114342169 David T. Seaton Chairman and Chief Executive Officer NOTICE OF ANNUAL MEETING OF STOCKHOLDERS To Be Held May 2, 2013 The annual meeting of stockholders of Fluor Corporation...

Words: 53622 - Pages: 215

Free Essay

Six Sigma

...Control Charts and Introduction to Six Sigma Session 12: Control Charts and Introduction to Six Sigma concepts Control Charts and Introduction to Six Sigma Control Charts - Topics of Discussion – – – – – Control Chart History Control Limits Individuals and Moving Range Charts X-bar and R Charts Subgrouping Control Charts and Introduction to Six Sigma Typical Process Metrics • • • • • • • • • Cycle times Lead times Productivity Schedule variance Budget variance Employee satisfaction Customer satisfaction Safety incidents System users (# hits) • • • • • • • • • Days sales outstanding Customer service calls Request for quotes Proposal development Attrition/retention Bid win rate Transactional defects Sales orders Revenue dollars What are some metrics associated with your projects? What are some metrics associated with your projects? Control Charts and Introduction to Six Sigma Control Charts – “While every process displays Variation, some processes display controlled variation, while other processes display uncontrolled variation” (Walter Shewhart). – Controlled Variation is characterised by a stable and consistent pattern of variation over time. Associated with Common Causes. – Process A shows controlled variation. X-Bar Chart for Process A X-Bar Chart for Process A UCL=77.20 UCL=77.20 75 X a C a fo P ce B -B r h rt r ro ss 8 0 U L 7 .2 C= 7 7 Sample Mean 7 0 X= 0 8 7 .9 L L 6 .7 C= 4 0 6 0 5 0 Special Causes 0 5 1...

Words: 13809 - Pages: 56

Premium Essay

A Blueprint for Corporate Governance

...A Blueprint for Corporate Governance Fred R. Kaen AMACOM AMERICAN MANAGEMENT ASSOCIATION A Blueprint for Corporate Governance This Page Intentionally Left Blank A Blueprint for Corporate Governance Strategy, Accountability, and the Preservation of Shareholder Value Fred R. Kaen American Management Association New York • Atlanta • Brussels • Buenos Aires • Chicago • London • Mexico City San Francisco • Shanghai • Tokyo • Toronto • Washington, D. C. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Kaen, Fred R. A blueprint for corporate governance : strategy, accountability, and the preservation of shareholder value / Fred R. Kaen. p. cm. Includes bibliographical references and index. ISBN 0-8144-0586-X 1. Corporate governance. 2. Corporate governance—United...

Words: 62038 - Pages: 249

Free Essay

Ratio Analysis

...MORGAN NORTH STANLEY RESEARCH AMERICA Morgan Stanley & Co. LLC Adam S. Parker, Ph.D Adam.Parker@morganstanley.com +1 212 761 1755 Brian T. Hayes, Ph.D Brian.T.Hayes@morganstanley.com Antonio Ortega Antonio.Ortega@morganstanley.com November 26, 2012 Adam J. Gould, CFA Adam.Gould@morganstanley.com US Equity Strategy The 2013 Playbook We are launching our 2013 US equity outlook today. We have been cautious on US equities for much of the last two years. Our concerns around US deficit / debt and the obvious borrowing from the future that occurs from unconventional policy, the European sovereign crisis, and slower growth in emerging markets generally remain, but the acuteness of these issues appears for now to be less sharp. Our 2013 year-end target calls for low-to-mid single digit upside (Exhibit 1) predicated on our view that 2014 corporate earnings are likely to modestly recover from our 2013 forecasted level, perhaps with profits troughing during the April 2013 earnings season. Our year-end 2013 S&P500 price target is 1434, and our bull and bear targets are 1733 and 1135 (Exhibit 1). Our EPS outlook for 2014 is $110.21, up from our 2013 forecast of $98.71, both well below consensus. Improving Michigan Confidence and tightening corporate spreads drive the relative improvement in our earnings outlook. Please see our Interactive Model: S&P500: 2013 Year-End Forecast, also published today, to play with key assumptions and change assumptions for EPS...

Words: 21028 - Pages: 85