Case #3 is about Dell Computer Corporation and its development of computers. Corp. made its name with its popular desktop computer model. After huge growth and profits, Dell corp hit a wall. The company attempted to bring life back to the corporation by entering the portable computer market (laptops). The attempt at laptops resulted in failure and a damaged reputation. In the case, Dell is struggling with the development of new laptops that will hopefully resuscitate the company. Dell is faced with a decision that comes with huge risk but high reward. Michael Dell founded the company in 1983. Michael Dell, a student at the University of Texas, started upgrading IBM compatible personal computers. Within two years, the company had over 70 million dollars in sales. Dell’s success was due to many factors, but the biggest being its business’ direct model. The company focused on selling custom computers directly via mail. This eliminated the middleman. Dell also had excellent customer service, which consisted of both home and phone representatives. In 1991, the company made a decision that would have a massive impact. The company decided to enter the retail market in order to compete with its competitors. While the initial launch boosted Dell’s sales by more than $1 billion, it came at a cost. In 1993, Dell reported a profit of $10 million. By entering retail, Dell strayed away from its original direct model that allowed the company to turn over inventory 12 times a year. Also the company lacked senior management and structure in its product development. To make things worse, Dell had a recall of 17,000 laptops. This called for a new development process. The new development process consisted of core teams. Core teams were involved in the process form beginning to start, allowing for more structure. The new process also introduced the six phases. These phases allowed for work to be reviewed every three months and eliminated variability in the outcome of product. With the new development process in place, Dell was ready for a second attempt at laptops. The portable computer industry was growing. Dell’s initial entrance to the market resulted in failure, $20 million in write off expenses and a recall 17,000 laptops. Michael was quoted saying that the development of their laptops suffered from significant under investment and a shrunken desktop mentality. The laptops had many problems with it batteries, screens, and power. It didn’t help that the computer had a 386 microprocessor, which ran a lot slower than the competitor’s laptops that had a 486 microprocessor. Dell created a new portable division, lead by Mark Holliday, to create new laptops that would spark life back into the struggling company. The challenge of developing the new laptops was deciding what features to emphasize. Dell decided battery life was more important than all the other features. The company was faced with a decision to either continue using the traditional nickel metal hydride (NiHi) battery or to go with a new Sony developed lithium ion (LiOn) battery. The NiHi batteries only lasted up to three hours and didn’t charge to full capacity. The LiOn batteries didn’t suffer from any of these issues and had a power for up to six hours. Even though the LiOn battery had more…
Case study 3
Joann wanted to expand her business in the used car and get a lot with new cars. The used car side wanted to buy a lot near Carmax to expand and compete with. The new cars wanted to open their lot in the new years to avoid taxes. Both came up with really good outcomes but have some problems that were asked. Both were asked on how to expand Joann’s business.
The used car lot wanted to expand one by one with the first lot near car max. Thinking we would be competing…
ultimate interest rate risk the company will face, i.e., UCC would be less vulnerable and responsive to interest rate shifts.
We find this reasoning to be very appropriate, especially given the cyclical nature of UCC’s business. On page 3, the case states that by 1990 UCC had become a “purely cyclical company”, which means that their revenues generally fluctuated up and down in close correlation with the state of the economy. A portfolio of debt developed with duration as the main focus will…
CASE 3 : TOYOTA
QUESTION:Identify and discuss Toyoto's distinctive capabilities.
In autos,Toyota were always Way Ahead of the Pack.Toyota's marketing efforts in North America have focused on emphasizing the positive experiences of ownership and vehicle quality.The ownership experience has been targeted in slogans such as "You asked for it! You got it!", "Oh, what a feeling!"
Toyota's management philosophy has evolved from the company's origins and has been reflected in the terms "Lean Manufacturing"…
Case Analysis #3
Steve Jobs' Personality & Attitudes Drove His Success
Evaluating Steve Jobs in terms of the Big Five personality dimensions is a relatively simple exercise due to the fact that his personality was bigger than most. He was the personification of an extrovert, there are numerous examples in the Management in Actioni, however, the one that exemplifies this trait was how he handled a situation in which a beta IPhone was left by a salesman at a bar…
Case study -3
MANAGERIAL FINANCE –BUS503
Professor : Rob Shah, MBA, CPA, CMA
Course Dates : 01/12 – 03/08
Name : NAVEEN XAVIER
The purpose of this paper is to summarize the Case Study The MBA Decision. This case discusses East Coast Yachts : Goes Public. The purpose of this paper is to analyze options and make the decision that is going to be the most fiscally responsible in the long run. This decision will be achieved by answering the 4 questions at the end of the case…
Case 3.1: A Day in the Life of Brent Dorsey
Situation: In this case Brent Dorsey, a recent college graduate, is working on his second audit engagement. He is suffering from the pressures that often accompany a new professional in a competitive field, as he tries to juggle the long hours he needs to put in to advance with his firm, and the demands of a new wife, who is expecting their first child. Added to those pressures Brent’s immediate supervisor, who is also worried about his own job security…
Case Study #3
1. Epilepsy is a group of neurological disorders characterized by epileptic seizures. Epileptic seizures are episodes that can vary from brief and nearly undetectable to pro-longed periods of vigorous shaking. In epilepsy, seizures tend to recur, and have no immediate underlying cause while seizures that occur due to a specific cause are not deemed to represent epilepsy. Epilepsy is diagnosed through testing most commonly using an EEG or MRI like in Jerrod’s case. Three types…
Case study 3
1.) who needs a Porsche? Porsche is a unique car company, because their customers don’t necessarily need a Porsche but they want the luxury of a Porsche.
The customer can find value in the Porsche simply by its name and the other people that you see driving a Porsche. No one sees someone driving a Porsche that does not think to themselves that person must be successful, and that is value in its self. The price also has to do with the value, because Porsche must set the price high…
Circuit Board Fabricators INC
1) What type of process flow structure is CBF using?
a) They are using a set number production set… I would call it a batch process.
3) Analyze the capacity of the process:
The capacity of this process has a couple apparent bottle necks. The first problem is between the loading and cleaning/coating. The process to finish a board is Takes 1.66 minutes only .66 of that is advancing product to a next step.…