...The problem bothered Cisco a lot in 2001 is an example of company doesn’t do anything about centralized monitoring. The decisions may different with company strategy, which may lead a waste of human resource and money. This case shows the importance of collaborating between all departments in business. After reading this case, bunch of questions jump out of my mind: would I approve the call center project if I were Boston? If yes, what kind of benefits will bring to company? If no, why? Admittedly, call center project was very important and valuable, but so were many others considered by BPOC. So the main questions for approving call center project are: would its benefits are much more than risk? Would it against other projects? Would it also benefit to other functional areas? How much will it cost- the percentage in total IT budget, people and training cost? To answer the question of if I will approve call center project, I need the answers of the questions I mentioned before. However, I can’t get perfect answers for these questions. Besides, the most urgent thing for Cisco now is to upgrade its ERP project. Even though Cisco had ERP system to store all the data, there was no common business logic allowed all the applications to read and interpret the raw data in a consistent manner. So it is more important to upgrade ERP system to capture more and accurate information about the customer. It would be better if Cisco do the ERP upgrade first, and then consider the call...
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...1. In what industry does Enterprise Rent-A-Car compete? Enterprise Rent-A-Car operates in the Car Rental Industry, an industry with a total market value of $20 billion. The industry consists of two segments: the airport market and the local market. Both segments account for about half of the total market value. The Airport market is a competitive market, targeting business and leisure segments with companies mostly competing on price, vehicle availability, brand reputation and customer innovation. The local market is comprised of two different segments, serving two different needs 1) discretionary rentals and repair and 2) insurance replacement rentals. Discretionary rentals are less cyclical in demand and handle lower prices than rentals in the airport market. These rentals were mostly done for leisure and business purposes. Insurance replacement rentals on the other hand were unplanned and involuntarily. This segment mostly compete on flexibility, trust and reliability of the rental company. At the time of the case, only about 10 percent of Enterprise’s offices were focused on the airport market, whereas the other 90% is focused on the local market. 2. What is Enterprise’s positioning relative to other incumbent competition like Hertz or Avis How does Enterprise’s differentiate its value proposition from that of Hertz and or Avis An effective value proposition communicates what a customer can expect to receive by using a product. Think of the value proposition...
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...Unlike most rental-car companies who compete for airport business, Enterprise focuses on the niche home-city rental business. To create its unique and valuable position, Enterprise develops a set of activities such as employing sophisticated inventory and service tracking system, adopting quirky hiring and promotion practice, maintaining good relationship with local garage, insurance agents, and auto dealerships, and providing extra services for customers. The fit among these activities, which reinforce and optimize each other, substantially reduces cost and increases differentiation, enabling Enterprise to earn Ricardian rents. Second, ex post competition is limited. The interlocked activities developed by Enterprise over the decades can hardly be imitated by other competitors. Not to mention the reputation that Enterprise has already developed within the industry. Third, the resources employed by Enterprise are imperfectly mobile. For instance, the management of fleet costs is specific to Enterprise, because other rental-car companies heavily rely on manufacturer subsidies and buybacks. Moreover, the good relationship with dealer, insurance agents, and body shops has little value to competitors who primarily serve for the airport business. Finally, the ex ante competition is limited. Enterprise is the first rental-car company that focuses on the niche home-city rental business. No competition exits prior to Enterprise establishing its superior resource position. What...
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...SUCCESS ENTERPRISES The ring of the telephone interrupted Mrs. Deen in mid-sentence, and she looked apologetically at her banker in her office as she picked up the receiver. "Success Enterprises, GM speaking," she answered pleasantly. It was Mr. Anthony Julien, one of the two supervisors in her medium sized sanitation company. The rest of the conversation went something like this: Mr. Julien: "Another truck breakdown in Area 2B, Mrs. Deen, and guess what? I think the new battery was stolen and replaced by a reject! No one knows how it was switched. Different loaders had different routes and of course that truck has been used by several drivers this week." Mrs. Deen: "I'm not surprised. "Just this morning I spoke to a few drivers who changed oils without checking with the mechanics. One truck is now under repairs because of that. They listened politely as usual but some of them won't heed instructions until you repeat them." Mr. Julien: "Actually one driver told me they checked with Mr. Singh and he said it was okay to change oils." Mr. Julien was referring to Mr. Jai Singh, the second supervisor, who was overseeing work in the company garage and on the route. Mr. Julien: "Something must be done about accountability for these mishaps. Its affecting morale. You have to take a harder line on the offenders." Mrs. Deen: "We'll see, Anthony. I know that performance must improve, but I worry that these men have families." Mr. Julien:...
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...1. Using an example, explain the difference between management and leadership. The difference between management and leadership is that leadership is the ability to influence and direct people in order to meet the goals of a group. Whereas management is the process through which company resources are used and decisions made in order to meet the objectives of a firm. For example the can with enterprise there can be leadership throughout the company it is not just senior managers it is when somebody takes the initiative to guide the group to meet objectives were as managers are usually above in the company's hierarchy the people that they are managing for example in enterprise that would be the senior managers. 2. Suggest circumstances in which leaders within an organisation might wish to use a autocratic leadership style. An Autocratic management style is when a leader makes a decision alone. The leader does not consult the workforce but instead conveys the decision and the workforce has to follow. This is good in environments when a decision needs to be made quickly this is because when the workforce is not consulted it speeds up the whole process or it would also work in environments where the workforce is low skilled and does not have the knowledge to make these decisions themselves this management style does not work in high skilled environments were the staff can make decisions for themselves as this could lead to an unmotivated workforce. For a highly skilled workforce...
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...SUCCESS ENTERPRISES CASE ANALYSIS CORE PROBLEM- Poor Management Skills which is minimizing the level of production with the company. SATELLITE PROBLEMS The satellite problems stem from the lack of performing the four functions of management which is Planning, Organizing, Leading and Controlling. Planning Planning creates procedures, rules and guidelines for achieving a stated objective or goal. It is important because it provides direction, reduces risks and wastage, facilitates decision making and also establishes standards for controlling. Mrs. Deen had no plans or policies implemented for the suspension or termination of workers when pilfering occurred or when work wasn’t done in an effective or efficient manner, neither did she had a plan which would help guide her with the best ways to structure, organize and control the company so the goals can be met effectively. Organizing Organizing is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. The structure in which Mrs. Deen’s company was organized caused problems with the way the work was being carried out because the workers routes were changed on a daily basis it allowed them not to be as productive as they should and it also allowed pilfering to occur. How the staff were supervise caused many problems within the company also, because the supervisors rotated on a weekly basis between supervising the maintenance...
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...Case Study MEMO to: | Audrey Redford, BECO 4310--002 | from: | Lauren Estrada | date: | February 13, 2015 | RE: | Enterprise Rent-A-car | | | There is an industry motto that states, “there are two types of car rental companies. Those who lose money and Enterprise”. Enterprise Rent-A-Car was started in 1957 in St. Louis, Missouri by Jack Taylor. Taylor founded the company offices in neighborhoods, and not at airports, because he believed that the Americans would welcome local option for rental cars when their vehicles were repaired. In 2010, the company had more than 6,000 rental locations in the United States and 850,000 fleet vehicles in operation. Enterprise Holdings (including Enterprise, National and Alamo brands) account for almost half of the car rental market and was more than twice as Hertz, the number two competitor. The competitive advantage of the company was the result of the combination of its practices in hiring, training, compensation, organization, customer service, IT and fleet management, among others. In the seemingly flawless company this case presents, the only thing that struck me as a problem was that they have relatively high turnover considering they put so much time, effort, and funds into training their employees. Of the entrants in their training program, 25 percent of new hires left within the first six months, and an additional 25 percent left within two years- that's just about 45 percent of their new hires gone. Based on how...
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...Werner Enterprise Case Study BADM 481 By: Jerry Smith 11/25/2014 Werner Enterprises is a superior long haul trucking and logistics company that was founded in 1956, by Clarence Warner and is headquartered in Omaha, NE. It was started as a company with a single truck and has since grown into the 4th largest trucking company in the United States with 7,300 tractors and 24,000 trailers servicing North America, Asia, Europe, South America, Africa and Europe (http://www.werner.com/content/about/) Werner Enterprises offered their initial public offering in 1986 with only an inventory of 630 trucks. In the 1990s, Werner Enterprises had increasingly moved into specialty trucking, including dedicated fleet services. Innovations such as the company's paperless log system have helped put Werner at the forefront of growth in the trucking industry (http://www.company-histories.com/Werner-Enterprises-Inc-Company-History.html) In mid-1990 they had a little over 100,000 stocks outstanding with a stock price of $3.00 as of November 21, 2014 they had just over 500,000 stocks outstanding with a stock price of $29.08. Werner enterprises has grown to become one of the trucking industry’s leaders by using late model equipment, being a leader and innovator in technology, along with their vast worldwide carriers and providers. Though Werner Enterprises is one of the main leaders in the trucking business they are not without tough competitors. Below is a chart that shows the stock prices of Werner...
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...MANNING ENTERPRISES Ms. Manning has realized that the company would be much more profitable and her managerial job would be much easier if the company made more of the components used in the calculator. She must make a decision about buying the injection mold which cost $250,000, including delivery and modification for her purpose. She is sure she does not want to ask for further loan, especially since the machine will not be able to make any contribution to 2013 earnings. With her current financial situation, she has a total cash of $66,280 dollars which is far below $250,000. Therefore, several changes have to be made to create the amount she needs. Recommendations: On Microsoft Excel spreadsheet, Manning Electronics, Inc’s projected monetary flow and projected income statement are estimated. 1) How can she raise $250,000 cash by the end of 2013? (Sheet 1) Changes in receipts: Forecasts are rarely perfect. Unforecasted events such as increase in sales can raise cash. Suppose there is a 5 percent increase in sales. Units sold therefore will increase from 60000 units to 63000 units. She decides to make few more items than she expects, thus, units sold will become 68000 units. Ms. Manning realizes that the actual sales volume would change with retail price but the small price changes, 5% or less, will not affect sales volume. Therefore, I would like to increase the retail price by 5% which $21.00. Her average collection period is 60 days. If the average collection...
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...Case 10: Steele Enterprises Main Problem: Constant fighting between Richard Leeman, Chief of Chemical Branch Public Relations and Donna Olson, Chief of Mechanical Branch Public Relations. Facts of the Case: 1. Olson and her team were tasked to take charge of the PR Dinner and she was claiming that Leeman suddenly took over the arrangements, without any directive from their boss, for the dinner which infuriated Olson. 2. Leeman was claiming that if it was not for him, the company would have to pay $4,000 on top of the $12,000 budget. He took action when he saw the cost sheet of the catering manager amounting to $16,500. 3. With the constant fighting, it has been brought to the attention of the Regional Manager, Alfred Gamble and kidded that the type of competition should be fierce in the PR business. 4. Documented cases, seven to be in particular, between Leeman and Olson. Alternative Solutions: 1. Getting rid of either Leeman or Olson. PROS: * This MIGHT reduce the constant bickering between the two branches. CONS: * Losing one of the most talented employees would be a great adjustment for the company. It might also take time before they can replace a skilled employee. * This might also create more conflict between the two groups but the main problem would be ‘Who should the company dismiss? And for what grounds?’ It might be unfair for the other party. 2. Trading either Leeman or Olson for Bob Lyons at the Central Region Office at St. Louis. ...
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...Case Analysis: Marvel Enterprises, Inc.__________________________________________ Marvel Enterprises, Inc is an industry leader of character-based entertainment, building its foundation on publishing comic books and licensing character rights over the past seventy years. After encountering some hardships in the late nineties, Marvel repositioned itself as a powerful global firm under the leadership of new CEO, Peter Cuneo. He developed a strategic recovery plan, allowing Marvel to overcome bankruptcy through the monetization of its extensive content library, long term development of characters, and the assurance of high-quality for all Marvel-related products. However, by 2004 concerns arouse regarding the sustainability and continued growth potential of this business model. Marvel needed to determine whether continuing their focus on popular characters was a sustainable strategy or if it was necessary to expand into lesser known characters to reach a larger audience. Cuneo also wondered if Marvel should venture past is current business operations to invest in content creation, rather than licensing the rights to others to do so. Marvel is currently competing in a red ocean, attempting to exploit existing demand and outperform its rival competitor, DC Comics, vying to obtain a greater market share. In order to do this Marvel should consider creating two divisions of character development. The first will focus solely on maintaining popularity and profitability of well-known...
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...Southeastern University Wayne Huizenga Graduate School of Business & Entrepreneurship Assignment for Course: ISM 5014-Enterprise Information Systems Submitted to: Dr. Nainika Patnayakuni Submitted by: Date of Submission: 12/08/2013 Title of Assignment: Individual Reflection Paper CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledge and disclosed in the paper. I have also cited any sources from which I used data, ideas of words, whether quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for this course. Student Signature: z ******************************************* Instructor’s Grade on Assignment: Instructor’s Comments: The cases that we analyzed as a group as part of the class requirements were very interesting. I was able to relate to both cases especially due to the company I work for. Case number 1, was related on how to survive and adapt to a new market place. As the company I work expands, it continues to navigate and explore new markets with the different products it manufactures. Case number 2, concentrated on how pay attention to contracts and making sure one does its homework before making any type of decisions. I was able to learn from both cases different type of information system solutions and how to manage it. The group projects were very helpful by allowing us to...
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...A case analysis of “Enterprise Rent-A-Car: Measuring Service Quality” A Case Analysis of “Enterprise Rent-A-Car: Measuring Service Quality” I. Statement Of The Problem General: Enterprise’s managers wondered how they could improve the customer-satisfaction-tracking process. Specific: To identify and take action on customer service problems quickly and efficiently. II. Areas of Consideration There are two major factors contributing to the problem. First, although the company is getting a 25% response rate, in which the results indicated a big difference between the best performing and the weakest regions where the business is operating, the survey results were not meaningful enough in giving information. Second, the survey could take up to two months to get the results back, and the company believed it needed a process that would get the customer satisfaction information more quickly, so its branch managers could identify and take action on customer service problems quickly and efficiently. III. Alternative Sources of Action I may suggest a number of other possibilities rather than just mailing survey forms to their customers. Enterprise could put up a survey form in each vehicle so that people experiencing a problem could record/report it while it is still fresh in their minds. And customers could mail these in turn or turn them in whey return the car. I may also suggest that Enterprise employees could hand the customer the questionnaire...
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...Documentum | | | Setting for the Case In November 1993 Jeff Miller, Documentum's CEO, is faced with the challenge of pursuing either a vertical or horizontal marketing strategy to route Documentum towards profitability. Situation and Business Issues Documentum enjoys a leading role in an emerging and potentially lucrative space. But profiting from this opportunity will require overcoming several immediate hurdles including a limited customer base, formidable competitors and unforeseen development costs. Key Information, Facts, Assumptions Documentum was founded in June 1990 by Howard Shao and John Newton, seasoned database engineers who aimed to develop a new class of software for automating the management of documents across an enterprise. Following three years of losses, Documentum gains traction by combining an elite management team with $5.8MM of Venture Capitalist funding. Analysis Enterprise document management (EDM) is a new, paradigm-busting product category with few substitutes. The category growth is small, increasing at a rate of 1%-2% year over year . Competition within the EDM category is low, as no other company was developing the "whole elephant" solution. Profitability was extremely low, given the low number of customers and long lead time to develop and deliver the product solution. The combination of these characteristics wholly describes the EDM category as being in the Introduction Stage of the Category Life Cycle . With regards...
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...You are an attorney for Galactic Empire Health System. GEHS would like to enter into a physician-integration transaction with Luke & Leia Cardiology Associates, PC. LLCA employs 10 cardiologists, owns one office building in Tatooine, and leases office space in Endor. The Endor location also houses a diagnostic imaging lab. LLCA leases the imaging equipment from Yoda Medical Enterprises. You have been asked to draft a memorandum that outlines the possible structures that could be used to effectuate the alignment transaction and assesses the legal issues raised in each of these arrangements. Questions Presented: 1. Whether the employment model or physician lease arrangement could be used to effectuate the alignment transaction with Luke &...
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