CSUS MBA
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Global Operations Management -à |
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Marketing Management à
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University of Advanced Research MBA listed coursework
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Global
Operations Management Terms and Topics
Covered in G.O.M. Introduction
Global Operations Management. Ch 1 Introduction, History, Globalization Ch 2 Operations in Global Business Strategy Ch 3 Improving Operations Performance Ch 4 ...Improving Global Supply Chain
.....................Performance Ch 5 ...Pushing The Limits of Global ..............Operational
Performance. Notes below, with Case Concerns.
People Experience
globalization differently depending on their occupation, home country,
company, industry and understanding. For a
NIC newly industrialized country or Developing country it can mean economic
freedom or depletion of their natural resources. Worldwide
collaboration on CAR design. GOM it
must happen to learn from customers and to line up their work between parts
of the organization. GOM must
make more and better products a lower cost. Serving customer’s world wide
with common production processes and component design. Elimination
of many middle management jobs and Industrial engineers also are cut back. Now the
key players are experts arranged in teams. It used to be money and physical
labor. Effects
of GO are bringing in money from outside sources, selling outside of it, sell
more, and to invent product. Computer
and microprocessors are a key reason here along with lowering of trade
barriers. New
approaches, new technologies. Must use
mind and hands. Successful
with senior mgmt support. OM mgmt must also learn new mindset and methods.
~japan took over. ROOTS Trade
supplemented by investment for compliment of the trade. Managerial
influenced the local biz more as time went on. Traders
usually sought these for cheaper cost or for being available. Also to support
THEIR trade. Invested
locally to support colonies. Returns
on investments were higher but riskier. Huh… In 1914
direct foreign investment to world GDP reached a level it has not matched
since. DFI
managers have direct influence from corp.office. Portfolio
investments do not. Reason
for trade was is getting resources,Tariffs made local mfg a needed evil… European
saved material while Americans saved labor. After
WWII USA *4 its DFI. In 1973
over ½ of the worlds biggest companies were USA. 2/3 of worlds DFI and
exports. SHIFTING NIC
rapid growth. JAPAN growth less than 1/3 of USA. By 1992 it was 10% more…
where was our leaders ?? World
DFI and trade increased by factor of 4 1978-1990. Most of
DFI still to developing countries. Others investing in USA. 1963 4
TIGERS of Republic of Korea,Hong Kong,Singapore,Taiwan. From 1% to 7% from
1963-1990. Growth
will be from DC.=developing countries. Exchange
rates are determined more by private operation than government. DFI into
China increase. Volume
of currency increased exponentially after 1986 and controls ant tariffs
loosened by governments. European
front also did this and worked in harmony with local countries. NAFTA
for us. GATT
agreement on trade and tariffs lowered barriers 38 percent. NAFTA
and CHILE in 1994 and former Soviet Union is getting involved also. Multi
Nationals completing within the traid. 300
businesses do 80% of worlds foreign production. 90% have headquarted in
Developed Countries. 6 firms
accounted for 66 percent of the firms on the fortune 500 list. 1993
this dropped to 58 percent. Many of these were around in 1914 when DFI was
king. TRIAD=JAPAN,WESTERN
EUROPE, and USA. Game
name is to not give competitor a free "net profit " ride anywhere.
It will use these funds to attack you later. Global
Competition in Industrialized Markets. Human
and Technological resources available in all economies are becoming more
similar. RATIO of
foreign sales to TOTAL SALES. FOREIGN
ASSETS TO TOTAL ASSETS. They
have more assets than growth, this shows growth. Mcdonalds is expanding
outside USA faster than inside. America
has more than ½ of worlds MNC in 1973 NOW 30%…Voting helps? Sometimes
some companies need to be global. GOAL is
to produce new product quicker.. 1980
alliances with competitors were a common way to stay on cutting edge. Firms were
forced to. Or left behind. Global
competition in the NIC’s. Government
supported them. It is said that Japan would of not happen without support by
govt. These
counties were hungry for info on knowledge. The 4
TIGERS grew fast. 1966-1977 10 to 27 % imports to USA. European to USA
increased 2%.. JAPAN
cost now raises while the NIC come up to bat with homework done. MORE new
kids are Brazil,Poland,India,IrelandPortugal,Thailand, Spain etc………….. OPERATION
FOUNDATIONS OF GLOBALIZATION. Managers
must learn this area from basic knowledge to culture changes needed for it. Common
corporate goal across all boundaries. Global competition is fierce and nobody
can wait to see… INNOVATIONS
IN INFORMATION AND COMMUNICATION TECHNOLOGIES. INNOVATIONS
IN THE MANAGEMENT OF MANUFACTURING AND TECHNOLOGY. DIFFICULTY
OF IMPLEMENTING INNOVATIONS IN OPERATIONS AND TECHNOLOGY MANAGEMENT. TWO
MAJOR TRANSITIONS IN OPERATIONS,TECHNOLOGY AND MANAGEMENT IN 20TH
CENTURY. MANAGERS
CHALLENGES DURING GLOBALIZATION. OPERATIONS
IN GLOBAL BUSINESS STRATEGY. IMPROVING
OPERATIONS PERFORMANCE. PUSHING
THE LIMITS OF GLOBAL OPERATIONS PERFORMANCE Evolution
of global operation manager and their work. Evolution
of purchasing. EVOLVING
SKILLS OF GLOBAL OPERATION MANAGERS. OBJECTIVES
AND STRUCTURE OF BOOK. CHAPTER
2 INTRODUCTION. STRATEGIC
CHANGES REQUIRED BY GLOBALIZATION. OPERATIONS
IN MULTINATIONAL BUSINESS STRATEGY. GLOBAL
PRESSURE TO COMPETE ON SEVERAL DIMENSIONS AND TO CONTINUALLY IMPROVE. GLOBAL
OPPORTUNITIES AND PRESSURES TO OPERATE IN MORE COUNTRIES. GLOBAL
OPPORTUNITIES TO INTEGRATE INTERNATIONAL OPERATIONS. DIFFERENCES
BETWEEN MULTINATIONALS AND GLOBAL BUSINESS STRATEGIES. OPERATIONS
STRATEGIES REQUIRED BY GLOBALIZATION. MULTINATIONAL
AND GLOBAL APPROACHES TO OPERATIONS STRATEGY. TABLE
2-2 MULTINATIONAL. GLOBAL. MARKET
SELECTION. PRODUCT
DEVELOPMENT AND TECHNOLOGY CHOICE. HOW MANY
MCDONALDS FORMULA. RESOURCE
ALLOCATION. SUMMARY
OF OPERATIONS STRATEGY CHANGES REQUIRED BY GLOBALIZATION. DIFFICULTIES
IN MANAGING GLOBALIZATION. EXAMPLES. SOURCES
OF DIFFICULTIES IN GLOBALIZATION. TRADE
OFFS IN GLOBALIZATIONS. APPROACHES
TO MANAGING GLOBALIZATION. CHANGES
IN ORGANIZATION STRUCTURE. CHANGES
IN MANAGEMENT UNDERSTANDING AND BRAIN WORK NEEDED. DEVELOPMENT
OF CORE COMPETENCIES FOR GLOBAL LEARNING. OPERATIONS
IN GLOBAL BUSINESS STRATEGY. CHAPTER
3 IMPROVING OPERATIONS PERFORMANCE. see web for all |
Marketing Management Terms and Topics
Covered in Marketing Mgmt. selected
text MBA
Marketing. Chap
1 The
role of marketing in the organization. The
business has 2 main objectives. Marketing. Innovation. get the
same respect. LEVELS: Corporate
Marketing. Advocate for customer. Analyze customer needs and requirements. Analyze
competitive offering in that market. Assess competitive effectiveness. Carry 11
hats. FIGUREHEAD. LEADER. LIASON. MONITOR. DISSEMINATOR. SPOKESPERSON. ENTREPRENEUR. DISTURBANCE
HANDLER. RESOURCE
HANDLER. RESOURCE
ALLOCATOR. NEGOTIATOR. Chap 7.Product development
and testing. Why development new products? Boost Profits. Chap 8….Product and Brand
Management. Chap 9…Services Marketing. The
Role of Personal Selling. Chapter
16….International Marketing. Chapter 17…………..Marketing Planning and Implementation. |
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Diagrams /
Graphs / Ratios / Tables used in G.O.M.
Lance Lawson Emerson
Electric Company Air Comfort
Products Executive
Summary The
Organization. ACP is a
division of the EEC. It is one of fifty divisions. Sales of
the parent company is five billion per year. Eighty three percent of the
parent companies products hold the first or second position. Company Growth
has occurred for 30 years. Emerson Electric has over 200 manufacturing Locations
worldwide in 16 countries. In
response to a strong dollar and declining exports EE gears up for a
world assault with an increasing Engineering and Development budget. EE wants
20 percent of sales to come from new products. Their E & D budget
is increased from 2 percent of sales to 3.1 percent. EE also
wants sales growth of 15 percent and each division must pay as they
go for their expenses. They
(EE) has just went through some layoffs and had sold off 100 million worth of
their non producing units. ACP was
a consumer product division and its size overall compared to the
others was small. ACP had started in 1895. EE
philosophy was to produce the best produce at the best price. Huh? The
Ceiling Fan Market. Seasonal
and Mature. Competition
(because of imports) is fierce. The
ACP Product Line. Two
lines of models. Sizes
from 36 to 56 inches. One Line
Assembled in Taiwan. One in America. One Line
middle-notch and the other at the lower end. A total
of 17 models were produced. The
assembled one in America had the components acquired from Asia. These
"Kits" came to America to be Assembled. called "subpacks" The
Sub-Packs. Assembled
from many over sea vendors. Auditor
assigned for quality control with one vendor having overall authority
and responsibility of the contract. Subpacks
arrived in lots of 2000-4000 to Tennessee. Motor
and Misc. was installed in USA. ACP
bought contracts based on lowest cost. Logistical
problems were rare. But must add cost to assure this. Facts
related to present Operations. Sub pack
quality is having some problems with the overall quality. One
month transport time can create problems with the above. Sourcing
product from Taiwan limited their knowledge to Taiwan. Currency
exchange rates were beginning to work against ACP. The
Alternatives. 1.
Continue with existing operation. This
had no major problems and had
several benefits. PRO's Deep
Water port, Past relationship, Works with other ACP Products. CON's Two
assemble sites, Manual Operations, Out-dated Operations~Painting. Worker
health did not cause concern with caustic chemicals used. Had to
sub-out undoable operation. Quality
did suffer but concern was minimal by existing mgmt. EE had
to buy tools and misc. Cannot
have ownership of operation. 2.Change
to alternative Taiwan Vendor. PRO's More
modern operation. Single site operation. More Worker concern. Did not
require any sub-out work. ~better control. Company
was more vertically integrated. Made own tools and fixtures. Plating
and anodizing was automated and timed. Capacity
seemed to be running below what was capable of it. Could
easily be switched to ACP needs. CON's Not
proven. No past relationship. Some analysis can not be factuated. By
accepting this fabricator, ongoing relationship with above might suffer. Can not
have ownership of operations. 3.
Full Assembly in America. PRO's Control
on all aspects of assembly and fabrication. Cost
could possibly be lower. Transportation cost savings. CON's Existing
relationship with original vendor. ~ other products. Make
shipping cost go up for other products sourced from Taiwan. Sourcing
and labor costing unknowns exist. How
would "overhead" be handled by corporate. 4.
Sourcing from Mexico. PRO's No
import duties on incoming materials. Labor
rate about 75 cents an hour. Hiring and
management personnel were "supplied" by "infrastructure". Exchange
rate in our benefit is continuing. ~1987 Savings
over Taiwan in Transportation costs. Operation
could be completely foreign owned, unlike Taiwan. Closer
to corporate. CON's Work
force would require training. Work
force had high turnover and high absenteeism. Would
have to supply all tools and related equipment. Poor
developed infrastructure. Data
Not provided but Crucial. 1. What
are further cost estimates of operations in America. 2. What
percentage are these components overall in the products sourced
from this vendor. ~ lose shipping cost present pricing. 3. Is
existing Vendor willing to update operations and facilities. 4. What
is the cost of brokers, auditors, and related costs now. 5. What
are their long-term desires and strategies with product. AKA.. is
it necessary to have 17 models of a product. First
Overview and Analysis. Problem. Number
of products (17) and parts (50). Solution. Reengineer
~ reduce number of parts by reinvention. Problem.
The 5
unknowns listed above. Solution. Only the
Author knows. ~ answer them. First
Analysis of Alternatives.
· · · ·
· · · · ·
· Recommendations.
My calculations reveal between 50
and 150 grand difference. 3x safety factor. Would not risk operation when time
is running out on this season to make decision.
· · ·
· · · · ·
· · Final Analysis Linear
programming model to optimize usage of resources. Regardless of supplier. Final
decision of supplier to be made at later date with more data and information
present. |
Marketing Management Marketing
5410 Spring
1997 Dr.
Al Petrosky Case
10-3...Horizon Travel Basics: By
1983 Horizon was involved in all stages of the package tour business.
~including airline. Horizon
expected to offer more "holidays" than ever before in 1983. Forecasting
is completed six months ahead of departure. Horizon has own travel agents
even though this is a small fraction of overall sales. Horizon also owns
hotels and villages. Horizon
is not the largest and must now react to new trends by the "Industry
Leader". "Industry
Leader" will soon release a new brochure with new prices and others in the
industry are using other methods which are of concern to Horizon. Horizon
can add travel agents, buy assets ~ hotels, reduce prices, do nothing, add a
"new customer focus", etc... and / or a combination of all. Overview Up-Down
market, Forecasting very important role. Best
year ever, even when industry was down in general....numbers good. Except for
money tied up in assets. Objectives Continue
growth. React to industry leader in positive way. SWOT S Been
in business 20 years before present. Strategy
of quality and consistency. Airline
new but increasing profits on ever increasing scale. Involved
in all facets of tourist industry. W Problems
of planning...due to big part of forecasting and environmental variables. Travel
agent child company doing poorly on selling holidays. Smallest
of big four. Airline
division new.~ least experienced. Assets
tied up and increasing each year. O Expanding
on available holidays 16 % this upcoming year. Holidays
abroad increasing ~ total. Clientele
of executives in 30's were chosen optimal by authors. Authors
attitude was positive on the company. If
courts reverse existing method of travel agents operations in UK. Will create
new industry. Leaders
had collapsed before. Thompson
used a split brochure, good idea. ~ Instead of a single printing which sets
"prices in stone". Company
has been growing ~ doing something right and now is the time to continue
doing it. T Economies
and the industries thin margins. Fuel
prices, weather, Exchange rates. Cultural
factors at other locations. ~ big one. Probability
of price war. Competition
bigger..head start in areas of operation. Competition
is better diversified. ~ larger. Competition
continuing to inovate..growing. Inclusive
tours decreasing as a whole. Competition
increasing travel agent division. Brand
Loyalty with customer low. Independent
travel agents can alienate you with small or no ill-effects. Others
discount prices, Horizon does not. Some
estimations ~ hotels, are done years in advance. Newcomers
and veterans alike are trying new techniques from direct selling to
"discounting". Issues
impacting alternatives. Court
decision on ABTA and present method of operations. Price
War.....Fuel Cost....Economies...Other environmental areas~weather. New
brochure by industry leader. What will they do. Competitors
moves. Money
is tied up in assets making some an increased possibility of "cash
strapping". Alternative
Solutions 1.
Improve existing operations with existing travel agents. Pro
Agents can add much to overall sales and return customers. Con
Agents can sell any product and customers have little brand loyalty. 2.
Be happy with existing operations~except travel agents~not acceptable. ~ best
year yet. Pro
No added cost. Con
Could lose more share. Market demands dynamics ? 3.
More travel agents and improvement of existing. Pro
Increase sales and market share. Con
Increased money out and no one can own them all. Might obtain backlash from
existing agents. Court decision plays here however. 4.
Be a trend setter and figure out problem of setting operations so far ahead
of actual usage. Pro
Better overall final estimates. Better use of cash flow. Con
Unproven method in market. Risky. If easy everyone would be using it.
Seasonal and a "planning" type of thing. 5.
Become a "discounter" to react to others. Discounts can mean
several techniques. PRO
I believe this would add customers. CON
But would it add to increased profits. 6.
Start a separate division which uses a different customer base and different
marketing methods. Pro
Increase sales and share. Con
Money out, Risk, Copycat by others. 7.
Continue to diversify with car rentals, Entertainment packages, and other
methods. Pro
Increased profits. Con
More money in assets, risk. Market downturn and cash would be tied up. Recommendations Continue
existing operations...Improve travel agent division...Look into expanding
travel agent division. Watch
competition....Work on forecasting methods... Watch
court rulings....Watch industry environment. Start
WEB operations to attract customers. Have "virtual travel" with computer
multimedia and 3D applications. Keep
abreast of technology and apply it to keep ahead and gain on the competition. The
major problem I see here is the cash flow tied up in assets. Horizon profits
and new airline are doing well except for the first stated fact. Use
some linear programming or other modelings to find optimal combinations of
entities to operate. Direct
mail to established customers to repeat business and notify of specials and
suggestions. Use
media vehicles such as magazines, TV channel infomercials and similar means
for market share. Contingency
plans UP-Down, Forecast ahead makes this area fuzzy. 1.
Be ready to discount if necessary. ~ others do. 2.
Be ready to adjust quickly. Become the first mover. 3.
Have a "cash acquiring plan" and or be ready to increase cash
holdings. see
my web for rest. |
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