...also been many companies that have suffered greatly due to poor management or poor implementation of the project. Often times the project itself was just ineffective as a whole and would have failed no matter how the process was managed. One company that failed to implement a new process of customer relations was Snap-on Inc. In 1997 Snap-on tried to keep up with the ever-changing ways of the consumer. In turn they suffered greatly due to the poor project itself as well as implementation of it. While the overall project was not a terrible idea there were many other routes that could have been taken. Along with other routes being taken there were many variables that could have made the unsuccessful project very successful instead. Snap-On Inc is a leading U.S. designer, manufacturer and marketer of high-end tools and equipment to professional tool users. It was founded in 1920 by Joseph Johnson and William Seidemann and was originally branded the “Snap-On Wrench Company.” It was founded in Kenosha, Wisconsin and currently employs about 11,500 people worldwide. It is presently worth just over $2.4 billion. Snap-on is a very solid company financially and in recent years Snap-On’s stock has soared to new highs. The company, however, has not always been on the up and up. They suffered greatly due to a project that they thought would launch the company to new levels. They expected huge gains due to the new project but instead almost put themselves out of business (Yahoo,...
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...Younger Never put someone else infront of your family Because family is blood. [pic][pic] Don’t judge someone if you don’t know their true colors. Quote 1: “There are some ideas we ain't going to have in this house. Not as long as I am at the head of this family” Qoute 2: “Honey . . . life don't have to be like this. I mean sometime people can do things so that things are bet” What I put in my thinking head is FAMILY. You should never give up on your family even if your falling off and don’t have nothing no money you will always have your family there to support each other no matter what the struggle is. You should always fight and never give up because you never know a miracle might happen and your life could change in a snap of a finger. You shouldn’t put nothing before your family because your family is blood they will always be around no matter...
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...and respectful to her elders and higher authorities especially to her parents, sharp-minded yet sassy, patient but can have a quick temper, panics very easily when she’s on the edge but she’s high spirited when a victor comes her way. Skills: Master of the legendary blade Soul bane, the nightmare to all monsters. This blade can only be wielded by the bloodline of the Spektors. A black belt in hand-to-hand combat, for the skills and knowledge she obtains are from her great, great, great grandfather Garfield Arthur Spektor. A real sharpshooter with her Caliber Bow which doesn’t include her having the eyes of a hawk. Excellent with various sorts of magic. From various spells to advance exorcists she can master any spell with the snap of a finger. This also include her knowledge with her arsenal of weapons and gadgets some would be her Latchwhips, Capture Cards, Reading Glasses, Power Bands, Dash Boots, Cloak of Stone, the Boundless Bag and her signature Freezerburn Scrunchee. Magic Arsenal Her weapons skill is not only in top shape, for the various gadgets and hidden spells she’ll obtain during her journey are very useful while others may not be. Cloak of Stone An ordinary piece of cloth at first, however when worn the wearer shall become invisible and undetectable to all beings. Reading Glasses Laura is very studious when she works. The reasoning is because of these specially design reading glasses. They don’t just make her cute, but have her able...
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...A report of Team D-1’s Analysis Of The Black & Decker Corporation in 2000 Executive Summary Black & Decker had always been a market leader in the power tools industry. Many changes took place that helped out in the company in the short run, but hurt in the long run. In 2000 Black and Decker Corporation was still reeling from the financial and strategic problems stemming from the company's acquisition of Emhart Corporation in 1989. In late 1998 Black & Decker management celebrated the completion of an almost decade-long effort to divest nonstrategic business gained through its 1989 acquisition of Emhart Corporation and expected the company to enter a long-awaited period of growth as its entire management refocused its attention on its core power tools, plumbing, and security hardware business. Archibald believed that "This portfolio restructuring will allow us to focus on core operations that can deliver dependable and superior operating and financial results." However the portfolio restructuring did little to improve the market performance of the company's securities. Yet Archibald and the management continued to express confidence that the company's streamline portfolio would allow Black & Decker to achieve revenue and earnings growth that the market would find impressive. So far the 1998 divestitures have not produced steady increases in the company's stock price, but look promising for the future due to the efforts to refocus efforts on the successful power tools...
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...study: Snap-on Credit LLC Snap-on Credit LLC has been an Experian user for more than 10 years and relies on Experian data when making credit decisions within its leasing program. “I have seen a steady improvement in the quality of Experian data and products. Their customer service is excellent, and with access to their BusinessIQ platform, we can be more confident with our decisions.” — Steve Spinozza, Vice President of Credit Client Snap-on Credit LLC operates as a subsidiary of Snap-on Incorporated and provides various financing activities that include financing programs for franchise customers and Snap-on’s industrial and other customers for the purchase or lease of tools, equipment and diagnostic products. Snap-on Credit utilizes Experian’s BusinessIQ product to administer its leasing program, which is offered primarily to small-business owners in the auto repair industry. The equipment product category supported by Snap-on Credit includes solutions for the diagnosis and service of vehicles and industrial equipment. Products include wheel alignment equipment, wheel balancers, tire changers, vehicle lift and other service equipment. aviation and aerospace, mining, natural resources and power generation. The company sells its products and services through its franchisee, company-direct, distributor and Internet channels. Founded in 1920, Snap-on is a $2.9 billion S&P 500 company headquartered in Kenosha, Wis. Snap-on Incorporated...
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...Name: _________________________ The following questions are to be answered and typed. A. Meeting Nutrient Recommendations – Outcomes (25) 1. How close were you to meeting the amount of each food group as recommended by the U.S. Dietary Guidelines and represented in MyPlate? Explain. (5 pts) Financially, I was close to meeting the amount of each food group as recommended by the U.S. dietary guidelines and represented in Myplate. When you are trying to budget, you have to sacrifice from time to time. Actually you don’t have much choice. It is very difficult to meet the each food group. Adding lot of fruits to your diets will be very good to treat wellness. The problem is fruits are not very cheap. 2. Considering the outcomes of your week’s intake, what adjustments would need to be made to your current menu in order to manage each of these chronic diseases? Tell me what changes need to be made and how you would make them. Be specific. This is based on the menu you prepared. (5pts each) A. Hypertension Potassium, magnesium, and fiber helps control blood pressure. Fruits and vegetables are high in potassium, magnesium, and fiber. In my weekly diet. I would try to more of Tuna, Orange juice, yogurt(fat free), or bananas. Try to switch it up with more vegetables like broccoli. B. Obesity Calories matter for weight and some foods make it easier for us to keep our calories in...
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...If you can take the SNAP challenge, please follow the first set of rules below. If you have dietary or health restrictions, please scroll down and take the ALTERNATIVE SNAP CHALLENGE. Please keep in mind: no matter which challenge you take, you MUST complete this assignment by Wednesday, October 23rd at noon. SNAP CHALLENGE RULES: 1. Do the SNAP challenge for 3 days. 2. Your entire budget for these three days has to be $4.50 (about $1.50 per meal). This needs to include all food and beverages. 3. Please do not accept free food from friends, family, while at work, or at your dorm. The task here is to experience what it is like to live on $4.50 per day. 4. During the SNAP challenge to not eat or drink anything that you purchased prior to the challenge. 5. Keep receipts of all the food that you purchased for this exercise. 6. Blog about your experience by answering the questions posted for each day: DAY 1: How did your shopping cart look compared to a normal day? What choices did you make about the types of food that you could afford and/or where you shopped? DAY 2: What did you cut out of your diet that you would consumed on a normal day? DAY 3: How has a limited budge impacted your mood? Did you think more about food than usual? Day 1: Before beginning the SNAP challenge, I brainstormed potential ideas for how I would spend less over the next three days. I understood that in order to meet the tight budget designated by the SNAP challenge, shopping...
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...1. What are the four key components of the Snap-on marketing strategy? According to product, price, place, and promotion analysis of Snap-on, four key components are easily to be recognized and concluded. First, Snap-on product is high quality and considered as “gold standard” by tool-lovers. Snap-on tools are satisfying because of their utility. Second, Snap-on has a premium pricing strategy – about 10% higher than it direct competitors. On the other hand, Snap-on insists on a credit program of selling to mechanics on credit with weekly time payment. This measure is a great deal for mechanics because they do not have to pay a possible high cost immediately when they buy some tools. This measure is also a wise decision for Snap-on because it can increase the sales volume and revenue. Third, Snap-on has a good promotion strategy because it communicates with customer effectively. It sees mechanic consumers who need plenty of tools when they work as its core customers. Snap-on tries it best to avoid expansion into other related areas like construction and home improvement so that they can focuses on the need of its core customer well. Fourth, Snap-on utilizes four distributions: mobile van franchises, company-direct, distributor and the Internet. The company provides with individuals with convenience as much as it can. The company has only 3% of its revenue from its direct selling. The rest 97% of its revenue is through the franchising, cooperating, or distributorships...
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...the four key components of the Snap-on marketing strategy? First, their products quality, they use credit payment to sell their products. Second, charging premium prices which is about 10 more percent than its direct competitors. Third, presenting the tools directly to the mechanics. Fourth, establishing franchises for each independent dealer. 2. What one element of Snap-on’s marketing mix do you think separates it from its competition? The distribution separates it from its competition. Snap-on introduced the distribution method by selling territories to individual sales dealers and having them carry product inventory in their vehicles for immediate delivery to the customer. 3. How would you describe Snap-on’s marketing channels (distribution)? There are four channels: mobile van franchises, company-direct, distributor and the internet. Company-direct and vans comprise only small percentage of business and are used in the open market. You can go to the company to get the new products or you can buy it from the mobile van franchises. Snap-on sells most of their products directly to a select number of distributors, and then they resell products. 4. Assume that average annual per-square-foot sales for specialty retail are approximately $400 per square foot. How does this compare to Snap-on’s revenue generation per square foot? Why do you think there is such a difference? $400,000/160 sqft = $2500 $2500 - $400 = $2100 Snap-on sell at a much lower price...
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...Snap Fitness Cost-Volume-Profit and Break-Even Analysis Anne, Bratcher Kim Collins, Heather Davis ACC/561 August 13, 2012 Dr. Sandra Welch Snap Fitness Even though owning a business can be costly, finding one that aligns with an individual’s ability to invest and operate is challenging. Health and fitness continues to be one of the biggest markets today. Snap Fitness is a growing franchise chain of fitness clubs that is a reasonably priced investment with relatively fast turn around on investment. Franchise History Peter Taunton founded this chain of fitness clubs in 2003 in Chanhassen, Minnesota. This fitness operation presents individuals looking for a way to own their own business in the fitness industry by offering affordable franchising opportunities. These franchise opportunities are client-friendly and can be found across the globe. Snap Fitness clubs are open 24 hours daily and seven days a week. Memberships in one of these fitness clubs give clients opportunities to fit a work out in at their convenience. Many fitness organizations require members to enter into annual contracts that can offer savings if purchasing two or more year plan. Another good feature of the fitness club allows the client to work out at any Snap Fitness facility in the United States...
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...A. Introduction to Legal Section Should the underprivileged have help from the government? Should the underprivileged have rights to use these benefits on fast food? Would it change your opinion if the underprivileged were specifically the “elderly”, “disabled” or “homeless?” Under the law people have these opportunities, even though everyone may not agree with it. The general concern is the “unhealthiness” that fast food brings to America; obesity and diabetes is already a concern and the government using American tax dollars to promote unhealthy eating doesn’t help. B. Statement of Relevant Legal Principles and Rules of Law Food Stamps Act of 1977 Under the Food Stamp Act of 1977 eligible households may be issued coupons with which to purchase from approved food stores. It was enacted to promote the general welfare by permitting low-income households to obtain a nutritious diet through normal channels of trade by increasing food purchasing power for all eligible households who apply for participation. Under this Act, the Secretary of Agriculture is authorized to formulate and administer a food stamp program under which eligible households will be provided with the opportunity to obtain a more nutritious diet through the issuance of coupons. These coupons are to be used solely to purchase food from retail stores which have been approved for the participation on the program. (3 C. J.S. Agriculture § 36) The Secretary of Agriculture will propose allowable amounts...
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...Generation snap From the case “Generation snap”, several surveys are conveyed to illustrate the idea that although there are some differences between the different generations, the discrepancies are not the ones people used to know about and they are tiny ones. According to the popular media and people’s permanent reorganization about Generation Y, people who born in late 1970s to late 1990s are often thought to be knowledgeable at specific areas, engaged in social trend more easily, thirsty for success and easy to leave job position to find another. Generation Y might be a generation with various problems and hard to deal with in other’s minds. While in many studies, little or trivially small differences were found which were obviously opposite to what the media told. Actually, differences may arise more easily in members within a generation instead of between the generation. From the research, the mind of Gen Y and Gen X to top sic motivators is generally the same so the differences in personality and motivator drivers have been conducted in further studies. There are many factors that affect employees’ attitude towards job. Showing a positive feeling about job which results from an evolution of its characteristics is what job satisfaction means. To make Generation Y satisfied with the job, salary can be rose, job can be alternated, and interest can be fostered. For the generation, they are desire to earn more money not only to feed himself or herself, but also raise his...
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...about 200,000. I believe that to eliminate the child poverty issue, there should be more attention to and use of the program known to many as SNAP. The SNAP program I believe is so helpful because it offers assistance to families with low incomes and promotes the health and well being of millions of children all across america to ultimately get out of poverty. In this paper, I will discuss...
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...MARKETING (MKT333) Case Study #5 Snap-on Tools began its business in Milwaukee, Wisconsin, in 1918. The original business sold an interchangeable socket wrench set directly to auto mechanics. Snap-on Wrench was incorporated in 1920. They intended to grow the business in a typical fashion by offering its wrenches in an indirect marketing channel through distributors. The distributors, at that time, were less than impressed with the product and Snap-on had difficulty getting its product into the hands of end-users. The founders developed a selling strategy that presented the tools directly to the mechanics with a demonstration and opportunity for the mechanics to try out the product. By 1927 the transition to direct selling-- “from factory-to-warehouse-to-you”—was completed. Although in the past 80 years the sales force dynamics have changed, the basic commitment to direct selling has remained the cornerstone of the Snap-on marketing strategy. In 1939, the Teamsters Union attempted to organize the branch sales force. In direct response, Snap-on introduced a new distribution method by selling territories to individual sales representatives (dealers) and having them carry product inventory in their vehicles for immediate delivery to the customer. The final step in the marketing evolution was establishing each independent dealer as a franchised owner carrying a rolling stock of Snap-on small hand tools. In an effort to increase volume, Snap-on started a program (that still...
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...Snap Fitness Exercise Centers 12 May 2012 Part A & B –Variable Costs and Target Net Income Analysis CVP analysis requires that all company costs be identified as variable or fixed. Investopedia defines variable costs as, “costs that vary depending on a company’s production volume; they rise as production increases and fall as production decreases”(pg 1). Fixed costs do not change with an increase or decrease in the amount of production. Snap Fitness’ fixed costs are $4,000 a month for operating expenses and $2,000 for the equipment lease (Total $6,000). The amount of members estimated to break-even is 300 at a monthly price of $26. To find variable costs, the equation is listed below: (a) Break-even point = Variable costs + fixed costs + Net income 300*($26.00) = Variable costs + $6,000 + 0 $7,800 = Variable costs + $6,000 Variable costs = $7,800 - $6,000 = $1,800. (b) What would the monthly sales have to be to achieve a target net income of $10,000. (Fixed costs + target net income) / contribution margin ratio = required sales in dollars. Contribution margin ratio = contribution margin / sales. Contribution margin = Sales – variable expenses. $7800 – 1800 = $6,000 6000 / 7800 = 77% contribution margin ratio. ($6000 + $10,000) / 77% = $16,000/0.77 = $20,779 Based on the fixed costs provided, $20,779 in monthly sales would...
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