...Morgan. However, the problem was apparent in many corporations and General Motors was no exception to that. The problem for General Motors began in the board room, where the leaders of the company thought themselves too big to fail and as such, attempted to dominate every aspect of the automobile market by creating a vehicle for every consumer. This decision ultimately soaked up all of General Motors cash flow and ultimately led to a government bail-out. The public climate at this time was one of very little appetite for the companies taking government bail-outs and as such, created another mountainous problem for GM: one of public opinion. That is the problem that the new CEO Mary Barra faces in addition to the fiscal monster that is their balance sheet. To fully digest the issues that Ms. Barra faces, it is important to realize that in a company as large as GM, it is not an easy task to redirect company culture and attitudes back onto a healthy track when “cost-culture” has dominated...
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...Culp MG350 March 14, 2014 Business Article 2 In this article, it explains how GM has recalled more than 1.6 million cars worldwide due to defective ignition switches which caused cars to either shut off, causes accidents, and defective deployment of airbags. This defect has been known about by the GM Company but they failed to act upon the action and complaints till now. Now GM and other sources claim that they did not have enough evidence to call a major recall of the many vehicles that’s being recalled. The recall even includes the Chevy cobalt’s and the Chevy Cruzes that recently came out. A GM spokesman said that without rigorous analysis, it would be just speculations to assume that these allegations would have anything to do with them and draw any meaningful conclusions that would lead to the recall of many vehicles. Recently, GM has recalled six cars due to defective ignition switches. The problems led to that if it was bumped or weighed down by heavy keys, it will shut the engines and power systems off, and disable airbags. It was bad enough to where the 2003-2007 Saturn ions, the 2006-2007 Chevy HHRs, and Pontiac Solstice and 2007 Chevy sky is no longer in production anymore. Currently, research and investigation is underway to investigate why GM waited so long to take action on these allegations, and why they chose not to act upon this problem till now despite the fact that GM knew long ago about these problems. First off, I would have to relate this to our management...
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...A CASE STUDY ON THE INDIAN SMALL CAR INDUSTRY Prof. Tapan Panda A Case Study on the Indian Small Car Industry A BRIEF OVERVIEW ON THE INDIAN SMALL CAR INDUSTRY If there is one big market that is forcing the global auto majors to think small, it is India. Until yesterday, all the world's auto-manufacturers expected to create success out of their midsize products. There were as many as five players in the mid car segment and just one--the Rs 7,956-crore Maruti Udyog Ltd (MUL)--in the small car segment. Suddenly Daewoo Motors India and Hyundai Motors India--are changing lanes midway, making the small car market as the pivot of their marketing strategy in India. Couple that with the fact that two domestic manufacturers--the Rs 10,074-crore Tata Engineering & Locomotive Co. (TELCO) and the Rs 223-crore Kinetic Engineering--are ready with similar indigenously-designed products to compete in this market The last two years has really been the period of war in the small car market The story Behind…. The auto majors read the market wrong. Since the small segment was dominated by MULwith a market share of 96 per cent and given that the Trans –national brands already had tried-and-tested mid-size models in Indian market, this segment was more attractive than the existing ones. This perceptual change was because of two reasons. • • The clutter in the large and midsize segment due to entry of many international players. The small segment grew faster than the mid-size one, driven...
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...Women face greater challenges at the workplace. Do you agree or disagree? Write an essay, giving reasons to support your viewpoint. A photograph recently caught my attention. It was a mother carrying her 18 month old daughter in one hand and a document in the other. What’s special about it? She is a member of the European Parliament, Licia Ronzulli, and this photograph was taken when she was addressing the parliament. This epitomizes modern motherhood, and takes multitasking to new dimensions. Just stringing together the two words “women” and “workplace” automatically conjures the third word in our mind- “Challenge”. But as work places are constantly evolving, what one perceives as a challenge is indeed changing. A few decades ago nurse , receptionist or secretary was all a working woman could aspire to be. Any woman who dreamed beyond was ridiculed and her integrity was questioned. Corporates viewed women as weaker and less committed than male counterparts. “Lady Candidates Need Not Apply”- was the common last line in job advertisements. Those 5 words in a ‘TELCO’ advertisement sparked Sudha Murthy to send the famous postcard to JRD Tata in 1974 saying “I am surprised how a company such as Telco is discriminating on the basis of gender”. When I first walked through TML factory, I wondered how Sudha would have felt 37 years before, knowing that hers were the first feminine footsteps there. Did she possibly know then that she had taken a giant leap for her kind in TELCO...
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...plagued by a variety of setbacks, including slumping sales, under-utilized assembly lines and multibillion-dollar losses. But perhaps most worrisome of all are signs that the company’s flaunted quality has been slipping. Long hailed as the industry benchmark, some key Toyota products have suffered quality snags in recent years regarding the overall safety of their vehicles. The auto media seems to believe that Toyota’s reputation is ruined. Consumers, though, are still under the impression that Toyota’s quality is tops when compared to all other automakers. Toyota had a rough 2009, to put it mildly. Toyota didn’t have a much better 2010 since the company announced a voluntary recall of 2.3 million vehicles to correct “sticking accelerator pedals.” Oddly enough, that new recall has...
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...Daewoo Cars: Changing the Rules about How to Compete I. Introduction Daewoo-the South Korean corporation- was highly successful launched in entering the UK car market. It was successfully selling 35,000 vehicles in less of two years. This corporation continuously invests for £ 700 million in setting up a car factory in Britain, which considered to the large scale investment in design, development, and marketing and sales. In preparing the car launched, they were promoting themselves as ‘the biggest car company you’ve never heard of’. Daewoo was the second Korea’s bigger car maker and the 33rd largest business group and also has an aggressive plan for expansion and globalization. The pre-launched was stated the Daewoo presence and the market strategy in controlling the distribution chain by dealing direct customers. Daewoo’s market position was based on an innovative packaging of benefits and services around the car, a totally new approach to distribution, and the customer’s purchasing experience, and an emphasis on customer service. For evidence, Daewoo achieved 0.9 percent share of UK new car market by selling 10,000 vehicles within six month. The competitiveness in UK market car was fiercely challenging. According to the market research by Daewoo, motorist found that traditional motor dealers were not making customers feel welcome. The researches also found that one third of buyers were women. This market opportunity was used by Daewoo in implementing the...
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...Global Expansion Strategies of Two Korean Carmakers- Case Analysis B6110: Supply Chain Optimization and Outsourcing January 27, 2012 Two Korean Carmakers- Strategic Situations Daewoo and Hyundai are two Korean carmakers who enjoy many structural similarities. Yet the two are direct competitors in the Korean automobile industry, where they are jostling for position, pushing for economies of scale, and hoping to sure up a competitive advantage. Both Daewoo and Hyundai look to international expansion as their recipe for success. Each has formulated a specific expansion strategy in the past based on its particular market situation. Both Daewoo and Hyundai now look to international global expansion for future success. Expansion & Supply Chain The direct competition with each other in the Korean car market had an enormous influence on each firm’s past globalization strategies. The Korean automobile industry has been dominated by Hyundai since the 1970’s. By 1993, Hyundai had established a 50% market share in the Korean market, whereas Daewoo only held 20% (Bowon, 2005, p. 148). In 1993, Hyundai also enjoyed 58% of the market share of automobile exports by Korean companies, whereas Daewoo’s exporting efforts had failed (Bowon, 2005, p. 148). Moving forward from 1993, Daewoo and Hyundai took into account their competitive position against each other when deciding how to conduct their global expansion strategy. “Daewoo focused on expeditiously achieving...
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...“A PROJECT OF MARKETING PLAN” PRE SE NTE D T O PROF. DR. NADEEM AHMAD BASHIR PR ES ENT ED BY MAZHAR HUSSAIN I.D # 023111 ABDUL HAFEEZ I.D# 023117 MUDASSAR HAMEED I.D # 023392 MUHAMMAD NADEEM AHMAD I.D # 023114 Institute Of Management Sciences Lahore To the people who have worked tediously through the ages to uphold the principles of determination, commitment and devotion for the sake of humanity. ACKNOWLEDGEMENT We wish to place on record our indebtedness to the following people for the continuous support we received during the process of compilation of this report. In particular to Dr. Nadeem Ahmad Bashir, our teacher, for his unrelenting interest, keeping constant contacts and help that he gave during the process. We are also thankful to Daewoo people for providing material relating to this report. TABLE OF CONTENTS 1. Executive Summary 2. Daewoo International Corporation Introduction General Information Company Chronology Departments Management 1 2 3. Daewoo in Pakistan Introduction Why Daewoo in Pakistan? Start in Pakistan Investment 6 4. Services 5. Special Features 6. SWOT Analysis 7. Marketing Plan • • • • • • • • • Mission statement People vision Marketing objectives Target market Market positioning 8 9 10 11 8. Marketing Mix Product Place Promotion Price 13 9. Conclusion & Recommendations 15 Executive Summary The Diagnostic study on Daewoo Express Bus Service is indeed...
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...Article 2 I chose to read an article titled “Lawmakers accuse GM of possible criminal cover-up.” General Motors has been accused of covering up a problem of defective ignition switches in some of their cars. The problem with the ignition switch is that it can move from the “run” position to the “accessory” position if a heavy key chain is attached to the key. If the ignition switch changes positions, it can cause the engine to shut off, which in turn causes several other problems. This problem has been linked to thirteen deaths and many more accidents. General Motors has been accused of covering up this problem because they waited a decade to recall cars with this problem. A replacement switch was approved in 2006, but General Motors did not change the part number to indicate that there was a problem with the first part. Senator Claire McCaskill said General Motors had “a corporate culture that chose to conceal rather than disclose.” General Motors had ample opportunity to tell owners about the recalled cars, but chose not to. General Motors asserts that they are now more focused on their consumers and their safety, but this statement is unconvincing to lawmakers. I would have a hard time trusting General Motors after hearing about the cover-up of this problem. Being dishonest shows a lack of ethics. In a society where safety and honesty is valued, General Motors has not shown that their cars are safe for customers or that they care about their customers. Anytime...
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...Report 1 Grade: ……. The effect of organisation of visual material on subsequent recall Abstract Fifteen participants were tested in a repeated measures experiment. They were shown two sheets of visual images, one of which was organised into categories, while the other one was uncategorised. Recall was significantly higher in the categorised condition. This supports the view that organised materials can provides cues, even when they do not appear obvious. The study suggests that cues are also available for visual material, not just verbal material. Introduction Memory is a very complex and interesting area of psychology. It can take several different forms and is made up of a variety of different cognitive and social processes. As memory is a regularly occurring phenomenon which an individual will use every day, it is important to carry out research into the different aspects of memory to gain a better understanding of it and to be able to manage and control it. There has been a lot of interest in improving memory through organisation. Miller (1956) showed that one way of improving recall from short-term memory is by ‘chunking’ the information as it comes in. This is the process of breaking a large object, such as a phone number down into several smaller sections to make it easier to remember. There has been more work carried out into recall from long-term memory, where items have recently been presented and/or learned. Mandler (1967...
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...Fundamentals of Cognitive Psychology 2 240 words Contents Motion after effect: An assessment of Inter-ocular transfer 2 Primacy and recency effect and its Role on the serial position effect 8 Motion after effect: An assessment of inter-ocular transfer. Ruvimbo B Fellowes Anglia Ruskin University Abstract Prolonged observation of an unchangeable configuration produces adaptation which can be shown by an optical after effects such as the tilt illusions. The purposes relating aftereffect level to adapting contrast and adaptation time were comparable under the two testing conditions, with inter-ocular transfer remaining fairly constant. Complete inter-ocular transfer indicates physiological processes which causes perceptual fluctuations is not located in the retina but in central pathways common in the two eyes. The experiment shows motion after effect contains components or both peripheral and central. In typical observers these normally reveal inter-ocular transfer (IOT), being witnessed when the adapting and test inducements are revealed to alternating eyes. Introduction Physical stimulation and perception do not often correspond...
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...1982 John Doe Business Society September 30, 2015 Abstract In this paper I talked about the Johnson and Johnson Tylenol case of 1832. I explained the case and defended Johnson and Johnson’s ethical decision. I learned that this case paved the way for companies to start recalling their products if there is something wrong with them. Tylenol crisis of 1982 Johnson and Johnson’s Tylenol product had become one of the most successful over the counter product in the United States. Then mysterious deaths all around the US were being linked to Tylenol. Johnson and Johnson was faced with the ethical decision whether or not they should have a recall on their product or not. Many companies have been put in the ethical decision of right and wrong before. Johnson and Johnson decided that the best decision they could make was to recall their product from the market. Even though this decision may have set Johnson and Johnson back in the short term, eventually they were able to come back even stronger in the long term. Johnson and Johnson’s Tylenol was cashing in 19 percent of its profits. Tylenol was becoming one of the most successful products ever. The fall of 1982 comes around and there are reports of deaths that doctors are relating to Tylenol. Many Tylenol bottles were reported tampered with. Somebody had replaced the pills in a Tylenol bottle with cyanide-laced capsules. These pills were killing people. These deaths put the pressure on Johnson and Johnson to fix what had...
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...automobile industry. First, automobile industry is connected with many other relative industries. In addition, it is a labor intensive industry which needs a lot of fixed cost and the capital for further investment. These characteristics also evoke many alliances between the relative firms in order to reduce the costs. Second, rivalry among existing firms has become very fierce in this industry since the economy started to decline. One of the wise ways to get through this crisis would be the alliance strategy. 2. In the first JV, did GM and Daewoo have the necessary relational capabilities to make the JV work? In the first Joint venture between GM and Daewoo, I would like to say they fail to develop their relational capabilities. At the beginning, it is true that they had the relational capabilities in order to make the JV work. GM was willing to give their superior technology to upgrade Daewoo’s quality of product, and Daewoo was willing to help GM enter the small car market in both North America and Asia. However, it did not worked very well due to the poor communication. When the problems such as labor strikes and the poor quality of LeMans occurred, their efforts to overcome these problems were poor and uncooperative to each other. Daewoo argued that the poor sales were not primarily due to quality problems, but due to GM’s poor marketing efforts that had not treated the LeMans as one of GM’s own models. Further, Daewoo was...
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...CASE – 1 INTERNATIONAL CASE: MCDONALDS’S – SERVING FAST FOOD AROUND THE WORLD Ray Kroc opened the first McDonald’s restaurant in1955. He offered a limited menu of high-quality, moderately-priced food served in spotless surroundings. McDonald’s QSC&V (quality, service, cleanliness, and value) was a hit. The chain expanded into every state in the nation. By 1983 it had more than 6,000 restaurants in the United States and by 1995 it had more than 18,000 restaurants in 89 countries, located in six continents. In 1995 alone, the company built 2,400 restaurants, and by 2001 it had more than 29,000 restaurants in 121 countries. In 1967, McDonald’s opened its first restaurant outside United States, in Canada. Since then, international growth has been accelerate. In 1995, the “Big Six” countries that provide about 80 per cent of the international operating income are: Canada, Japan, Germany, Australia, France, and England. Yet fast food has barely touched many cultures. The opportunities for expanding the market are great, as 99 per cent of the world population are not yet McDonald’s customers. For example, in China, with a population of 1.2 billion people, there were only 62 McDonald’s restaurants in 1995. McDonald’s vision is to be the major player in food services around the world. In Europe, McDonald’s maintains a small percentage of restaurant sales but commands a large share of the fast-food market. It took the company 14 years of planning before...
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...The Baldwin-Wallace College Journal of Research and Creative Studies, Fall 2007, 1(1):12-24 Performance of the South Korean Automobile Industry in the Domestic and United States Markets Robert R. Ebert1 and Mariel Montoney2 1 2 Department of Economics, Baldwin-Wallace College, 275 Eastland Rd., Berea, OH 44017; Economics Program, Baldwin-Wallace College, 275 Eastland Rd., Berea, OH 44017 The South Korean automobile industry has undergone considerable growth since its inception in the 1960s. That growth was initially driven by domestic demand. Since the Asian financial crisis of 1997, however, production increases for the South Korean automobile industry have been primarily a function of export sales. The research presented here explores changes in the structure of demand in its two principal marketsdomestic South Korean market and the United States market. Two models of demand are developed- one for each of the markets. Several macro economic variables are identified that have a statistically significant relationship with the demand for automobiles in each of the markets. An interesting finding of the research is that the factors apparently driving demand are different in the two markets suggesting the structure of automobile demand in South Korea differs significantly from the demand for that country’s vehicles in the United States. A major challenge facing the South Korean automobile industry is how to utilize its capacity when confronted with...
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