What opportunities made Cinemax’s success possible? Did these opportunities last? The recent explosion of competition amongst movie theaters tends to stem from various factors that can affect the market. Factors such as consumer demand, customer amenities, the economy, convenience and price. For Cinemex this played a vital role in its decision to create a distinguished brand that was appealing to the general public.
Appex Corporation Case Study Amit Misra WMP12004 Amit Samdani WMP12005 Amit Shankar WMP12006 Debasish Deka WMP12017 Q1. What were the challenges that Shikhar Ghosh faced when he joined Appex Corporation Appex Corporation was a start-up organization established in 1986 with domain expertise in the Telecom sector. It catered to the booming mobile sector providing solutions in two particular categories – Intercarrier Services and the Cellular Management Services. The work force was dedicated but however not disciplined. While there was no formal structure, the existing one was fluid in nature and had very good team co-ordination – horizontal linkages were excellent.
Often the work conducted in Kodak’s research labs related to digital technology was left unappreciated by other by the rest of the company who still believed in silver halide film as the industry standard. Kodak also faltered in its ability to put its acquisitions to use. In addition to some questionable acquisitions, Kodak’s shear inability to convert the acquired technical expertise to successful knew products proved many of its acquisitions to be a waste of time and resources. As an example, Sterling Drug was acquired in 1988 by Kodak for $5.1 billion. The company was purchased solely because the Kodak managerial team felt that the pharmaceutical industry was at its core a chemical business like itself.
But that was a huge challenge to be faced and failed due to different problems. The main problem was Kodak did not fully realize the potential of digital. And also Kodak did not realize its own limitations, and therefore their attempt in adopting was not completely successful. The target of Kodak had been expressed by the chairman as “To make Kodak do for photos what Apple does for music: help people to organize and manage their personal library of images. In an ideal world, consumers of the future will snap pictures on Kodak’s cameras, save them on its memory cards, put them on paper through its printers, and edit them on in-store digital kiosks.” Trying to catch the consumer in to a world of Kodak was not practically possible.
After Kodak decided to convert Nagase & Corporation into its own subsidiary, Kodak had taken a further step in which increased its workforce from 12 employees at the beginning to 4500 employees. Meanwhile, when Kodak has a huge number of employees it gave benefit to Kodak because it automatically will facilitate Kodak to enhance the number in production and delivered the finished product to the market. It also might help the customer to easiest obtain their desired product to be used in their life due to the huge opportunity to consume the product. Apart pros, they also have cons for strategies adopted by Kodak. The first cons that can be determined are conflict arising between Kodak and Nagase Co. Before Kodak converts Nagase & Co. to its own subsidiary, Kodak had joint venture with that company named as Kodak-Nagase.
Name of Unit: Sintex Industry Limited Sintex was incorporated in 1931 and commenced its operation with its textile mill at Kalol in Gujarat . Company diversified into manufacturing of water storage tanks in 1975 and has over the years moved up the plastic value chain by offering several technology intensive products and complete solutions including prefabricated structures, custom molded composites and monolithic construction etc. Plastic segment is now the Company’s flagship business which accounts for more than 90%of top line of the company with remaining 10% coming from textiles. Textile segment mainly caters to high-end and design intensive segment of the market, giving it better operating margins .the Company is implementing a diversification
However, in term of strategic leadership we have to consider Jeff Immelt’s era of rapid change in economy environment and immediate challenges such as the impact of 9/11 attacks and a sequence of high profile corporate scandals. In 1981, Jack Welch started his role as CEO of GE to lead a new period of internal efficiency and performance management. He forcefully pushed and encouraged employees to adopt aspiring targets and constantly develop their performance, with a comprehensive systems for monitoring performance and a powerful incentives for their achievements. Also, he executed a leading restructure of all GE’s business portfolio to focus on the areas associated with growth potential and to a shift towards technology-based businesses and service
These methods made it possible for it to make profits again. Moreover, Tesco had tried to use many methods in order to remedy the problem with profit loss in 2015 by reducing its product costs. Tesco decided to reduce its product prices in order to create more demand of its customers, which it claimed that it still gained small profits from this price reduction (“Tesco sales return”, 2015). The survey showed that Tesco’s sales had increased by 0.3% in February 2015 (“Tesco sales return”, 2015). This shows that Tesco is able to successfully bring up its profit from its profit
Timeline of events: • WorldCom was founded in 1983 by Bernie Ebbers and it began as a re-seller of long-distance telephone services. • WorldCom bought around 50 other small long-distance firms, the Mississippi-based company set its sights on MCI, America’s second-biggest long-distance carrier, in 1997. • WorldCom outbid its competitors with help of high share price, securing a $37 billion merger in September 1998. • Mr Ebbers tried to buy Sprint, another American rival two years later but could not complete the deal owing to antitrust regulators on both sides of the Atlantic. • Mr Ebbers resigned as chief executive in April 2002 with WorldCom’s share price tumbling, and a probe by regulators taking place.
Xerox tried to save the cost by oversaw the process to ensure the quality and cut off the waste fee. For example, Xerox’s workforce dropped nearly 45,000 employees in just four years. Moreover, the efficiency of production can be increased through outsourcing from different suppliers who are professional to manufacture products with high quality. ii. Conducting research to development in the market Before developing new products, Xerox should design the research focus on each customer groups.