Moneysworth's Business Growth Strategy

1252 Words6 Pages

Mariz Dhempsy E. Bermudez BSCE
INTRODUCTION/BACKGROUND:
“Far too many companies fail to achieve their growth targets in revenue and profitability. However, the probability of achieving profitable growth is heightened whenever an organization has a clear growth strategy and strong execution infrastructure. One without the other impairs the probability of success.” Bill Liabotis quoted.
A business growth strategy starts with market insights. Though in research, it can bring the insights to bear on an ad-hoc basis. Companies that are into growth and at the same time in expansion can develop processes for a continuous flow of the business.
The aim of this case study was to have a good expansion of the small-to-medium sized company which focuses …show more content…

On the other hand, Cashman developed a monthly cash flow chart for the allotment of project cost and be recorded as part of the company’s normal book-keeping. Upon Moneysworth’s insistence, EID submitted their fixed-price quotation and it made him shocked for it amounted 20 million and an eighteen month schedule. Along way on their project, designs are now tackled with the help of Schemers and Plotters (S&P) and John’s friend Ian Leadbetter who is a bright young mechanical engineer with specialization in programming semi-automatic manufacturing machinery. In addition of people, Miles Faster jumped to an opportunity to get involved and decided to change the production train specification to increase capacity. Under the construction, site clearing was tackled and they found little difficulty for it needed to add another five (5) feet to the length of the new building. This was only discovered when holding-down bolts for the new train. Two years after the project was first launched, the time to get the plant into production rapidly approached and neither Moneysworth nor Leadbetter had prepared any meaningful planning for …show more content…

The change in production train specification made it necessary for them to add another five feet to the length of the new building. The catalogue descriptions and specifications, for other equipment selected were similarly not received and reviewed where Leadbetter leads to disappointment. He was not entirely satisfied with the installation of the mechanical equipment for the dust free paint shop. Another difficulty arose with the paint shop because the local inspection authority insisted that the surplus paint disposal arrangements be upgraded to meet the latest environmental standards. Moneysworth and Leadbetter failed to insist that EID obtain the building occupation certificate. Furthermore, the tie-in of power and other utility connections scheduled for the annual maintenance shut down due to late delivery of the production train. These factors together resulted in a loss of several weeks of production. Customer delivery dates were missed and some general contractors cancelled their contracts and placed the orders for millwork. Other sales opportunities were gone in the special products areas because of the depletion of the finished goods

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