Al Dunlap was a corporate executive known for turning poor performing companies into profitable companies. He utilized radical restructuring and downsizing methods, which created shareholder value. Nitec, where Dunlap held his first corporate executive position as President, eventually fired him for his abrasive management style. Dunlap was later employed at Scott Paper, where he eventually served as CEO. While in the role of CEO, he made widespread cuts and performed massive layoffs to streamline operations and make the company profitable. It was these ruthless methods he used to revitalize failing companies that earned him the nicknames “Chainsaw Al” and “Rambo in Pinstripes”. In 1996, he became the CEO of Sunbeam. This paper is going …show more content…
This approach allows a company to measure performance in four key areas, which are financial, internal business process, customer, and learning and growth. Since financial performance is based on past results, a lot of companies use the balanced scorecard, which focuses on current activities. Dunlap’s immediate action was to restructure the company so it would become profitable again. This process focuses on the financial perspective of the balanced scorecard, which would allow Dunlap to look good to the shareholders. Dunlap eliminated nearly 6,000 employees and reduced SKU’s to 1,500. This led to several warehouses and factories closing, and company headquarters being consolidated into a single location. The financial year ending 1997 was a record year for Sunbeam, with stock at an all-time high and net income reported at $160 million. Sunbeam was very impressed with how Dunlap turned around the company, and in February 1998, he was offered a new compensation package, which included a three-year contract, his salary being doubled to $2 million annually, and a free grant of 300,000 additional Sunbeam shares (Bloomberg News). Dunlap and most CEO’s receive the majority of their compensation through shares of stock. This incentive motivated Dunlap to set a goal stock price of $70 per share. To attempt reaching this goal, Dunlap aided Sunbeam in purchased …show more content…
There were more acquisitions and massive layoffs, which Dunlap thought would restore investor confidence. His plan ultimately failed because the media continued to report on his “Bill and Hold” techniques and other accounting practices he allegedly used to inflate profits and mislead investors. In June 1998, the board called a meeting with the Vice President and Controller, and they were asked to rework the second quarter estimated numbers. Their findings forecasted that second quarter was estimated to lose $60 million. This revised forecast preempted several closed door board meetings that led to the termination of
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The Capism Foundation business simulation consisted of six rounds leading to the game-ending position. Throughout the simulation, my group and I created a strategy that we thought would help maximize performance indicators such as return on sales, return on assets, return on equity, market share, earnings per share and net income. Our strategy was simple – first enter the low-tech market and then once ready, try occupying significant amounts of market share in the high-tech market. Once we established our strategy, we implemented the correct tactical execution from round-to-round by applying relevant course material and conducting the right research. At the end of the simulation, I believe that our company’s level of profitability and financial
Bus Stabber Jim is out there, in an alley. He 's smoking a cigarette, stroking the blade of his knife, and chatting up a dame. The sickly streetlights cascade a filthy glow over both of them. The bus is approaching, and Jim 's gonna lead this poor, innocent woman on board, and then what 's going to happen? Will he stab her, and continue his streak of senseless violence?
People prefer to have freedom and make their own decisions, rather than having someone always watching them and deciding what to do. As companies in the past two decades are beginning to allow their employees to have more freedom than, have a say in the company, and make decisions without having to consult a boss. Michael Lewis writes about two different style of companies, one is a pyramid system and the other is a pancake system, both important terms in his essay, “Pyramids and Pancakes.” As Lewis is describing these two styles of companies, he gives multiple examples, including one about Marcus Arnold, who is involved with a pancake style company. The company was AskMe.com which is a website that allows people to exchange information.
In chapters twenty seven through twenty nine, Alex discusses the progress made with his boss, and it is determined that Alex will need to show another increase in profits this month. This is going to be a difficult task as the orders have been caught up and the current orders will not produce the results that his boss is looking for. Alex needs to figure a way to get more orders. This he believes may be difficult as their prior reputation was not that great for shipping orders in a timely manner. Every year, I must forecast the dollar volume of mortgage originations that I believe we will be able to close.
Another, more serious, way that has proven the influence of Jack the Ripper’s legacy is the various outbreaks of many forms of discrimination that have been caused in his name or as a result of his case. Jack the Ripper’s murders were committed in Britain’s Victorian Era, a time where the British majority population was filled with “moral superiority;” in other words, a sense of nationalistic pride that had very strong undertones of xenophobia and racism (Murder). The primary victims of this nationalism’s discriminatory views were Britain’s Jewish population, and the case of Jack the Ripper’s Whitechapel murders would only serve to increase the anti-Semitism already found in Victorian Britain’s society (Murder). It is no secret that Jack the
Stan Sewell is consciously and deliberately manipulating his balance sheet to read a much higher value than it should be. Traditionally, under the Generally Accepted Accounting Principles (GAAP), reporting of assets is based on either the historical value or the fair value (Casabona, & Shoaf, 2007). However, Stan Sewell fixed the value of the franchise based on his perception and his desire to benefit more than the franchise was worth. His intention of fixing this value to $500,000 instead of reporting as $50,000 was to deceive his potential investors and creditors. The intent to falsify the facts on the financial information amounts to serious unethical practices.
How to Use a Chainsaw Safely When using any type of chainsaw, you will always be at risk. After all, you are operating a tool that has been connected together with the word massacre in an actual film. If you are using a machine that can cut you in two, it is extremely essential to practice safety measures. It is also vital to cover all these safety practices since you can also endanger the lives of those around you while working with a chainsaw. Several manufacturers of chainsaws have been designing safer unit, however, the safety function cannot cover all bases.
Edward Lampert “The ineffective leader in retail segment” In this document the author will analyse the leadership qualities of Edward Lampert on the basis of his performance in Sears. Leadership can be defined as the ability to lead and organization or a group of people and help them to achieve their objectives. Effective leaders build strong communication bond with the employees and they also help the organization to increase its revenue and sales. Emotional intelligence is also an added quality of effective leaders (Batool, 2013).
The purpose of this report was requested to determine how CEOs are compensated. We will look at the CEO of CSX specifically and determine whether or not that compensation is excessive. This study is designed to answer the following three questions: • How does CEO compensation structure work? • What is the compensation structure for the current CEO at CSX? • Should the CEO be moved to a different compensation structure?
During the 1800’s someone began destroying the innocent lives of others. Slashing throats, deforming faces, and keeping ahold of body parts became a horrifying time for many. The ghastly age alternated into dreadful myths that has stuck for a whole generation. The rumors and stories about the tragedies kept everyone in their residence and people did not want to leave. The mystery of not knowing who the murderer was made the city of Whitechapel a very frightening and menacing place to live.
There were multiple companies associated with the financial scandals in the early 2000s; Enron was one of the most famous (Ferrell, Hirt, & Ferrell, 2009). The company reported revenues of $111 billion in 2000 only to collapse a year later due to debt attributed to a mark-to-market method of accounting (Ferrell, et al, pg. 455, 2009). This accounting method gives value to an asset that has not been realized and based on current market prices, allowing the company to over exaggerate revenues by booking them in the current year. The collapse of the company led to a multitude of layoffs, thousands lost retirement savings due to stock losses, and three executives serving jail time. The major impact to this scandal was a loss in confidence of corporate
Rodney Adkin has really excellent management skills not only did he work his way up in the company, he started as a hardware engineer and is right now a senior vice president of IBM’s Systems and Technology group. He is a very good manager because he does have an excellent grasp on all three management skills, human, conceptual, and technical. So it goes to prove that if a manager works his way up he has a better grasp on the things that need to be addressed and how to treat his employees, due to the fact he was in the same place. Both the company and the employees benefit from his abilities and his efforts since he started his career with IBM and been with them for thirty years he will continue to do his best to make sure they succeed in the
SAS founder and CEO, Jim Goodnight lives by his triumphant philosophy, “ If you treat people as if they will make a difference, they will make a difference.” Jim Goodnight, being a developer himself, understood that employees want to feel appreciated. SAS focuses on its employees and their well-being. This unique approach has led to building and more importantly, sustaining, a largely successful company. SAS has devised a way to keep employees happy which in turn makes them more productive and engaged in their assigned tasks.
I. INTRODUCTION According Jensen and Meckling(1976, p 8), executives have a tendency to put more emphasis on their own interest when they share little mutual interest with shareholders. They would not take bold action but only try to maximize their perquisite. In order to mitigate such insincerity, executive compensation system have developed into two direction. First, companies offer substantial amount of remuneration to executives.
The Balanced Scorecard is a theory and management approach first proposed in the Harvard Business Review by Robert S. Kaplan & David P. Norton (1995). A subsequent book, The Balanced Scorecard, was published following