The Riverside leisure centre was opened in 1973 with a leisure pool, sports hall, 4 squash courts and changing rooms. June West is the new and very ambitious manager.
Squash courts 1 and 2 have been recently refurbished and are fully booked most of the day. The other two squash courts next to the fitness room are now in urgent need of repair and are rarely booked.
The fitness room is too small. It is clear that the leisure centre is losing members because the fitness room is too busy. Other leisure centres locally are reporting a big increase in membership of their fitness rooms.
June believes it is important to increase the size of the fitness room by incorporating one or both of the squash courts that are rarely booked.
Laura is the management accountant for the leisure centre and she has been asked to evaluate the alternative proposals.
(i)Alternative 1- Incorporate squash court No. 4
Increase the size of the fitness room by incorporating squash court 4. This would increase the size of the fitness room from 2,200 sq. ft to 2,700 sq. ft.
Squash court 3 would remain and it would be refurbished immediately.
(ii)Alternative 2 – Incorporate squash courts 3 and 4
Increase the size of the fitness room by incorporating squash courts 3 and 4. This would increase the size of the fitness room from 2,200 sq. ft to 3,200 sq. ft.
The capital costs of the alternatives include building works, services, equipment, and professional fees. Estimates are given below:
Remove existing walls
A residual figure at the end of 6 years was estimated at P 6,000 for alternative 1 and P 9,000 for alternative 2.
Professional fees and charges
Professional fees and charges have been estimated at P 6,000. (This cost will be incurred as soon as a decision is made)
The management wants to appoint only one permanent member of staff and then increase the number of casual staff at peak times. A nominal estimate for utilities and cleaning costs has been included in the costings as these costs are not expected to change significantly. The maintenance and repair contracts are for the first year only and the suppliers will not commit themselves to providing estimates after the first year. An estimate for the costs are given below:
Cleaning and other
The cost of advertising the new facilities at the leisure centre is estimated at P 15,000 in the first year. June believed an aggressive advertising policy was essential to ensure the project was a success. No estimate for advertising was considered for later years.
Estimating additional annual revenue for fitness room (two different approaches are to be considered)
She has suggested that additional revenue should be estimated by dividing the current income of P 180,000 by 2,200 sq. ft to determine income per sq. ft. The income per sq. ft. is assumed to remain constant as the size of the fitness room is increased. Basing income on square footage is seen as a simple but accurate way of estimating future income.
Laura suggested a different approach. She suggested...
...TEMPLATE FOR CASEANALYSIS REPORTS
As I repeatedly indicated, your caseanalysis should be done according to the section II (p. 202, edition 9) included in the textbook and entitled “Analyzing Marketing Problems and Cases.” I also provide you with the template listed below likely to help you in preparing your cases’ reports.
|Section |Contents |
|Title Page |Title of case, date, team member names and student numbers. |
|Table of Contents |Major sections of paper, exhibits, appendices with titles |
|Executive Summary |One-to two-page summary of the analysis and recommendations. |
| |State the main issues of the case omitting descriptive details. This may take the form of a problem |
| |statement but it may be a statement of a marketing opportunity to which the firm may be able to |
|Introduction and |react. Distinguish between the issues as seen by the “actors” in the case and additional issues |
|Problem/Issue Identification |perceived by you. This section gives the...
...ISM 413 – CASEANALYSIS FOR PREFINALS
1. The CaseAnalysis for the Prefinal Term will be done in groups, composition of which is the same with the group
composition during the Midterm CaseAnalysis.
2. Because of the group’s composition, the caseanalysis will have two parts: (1) the film analysis, and (2) the minicase analysis.
3. In the Film Analysis, the group will choose between (1) Anti Trust, (2) Swordfish, and (3) Eagle Eye. Make sure
that you are able to properly identify the film that you preferred before you answer the questions below.
4. The group’s analysis of the film will be based on the following questions:
A. What are the manifold ethical questions addressed in the film that you chose? In what way were they
presented in the film?
B. In what specific way did Nurv Company (Anti Trust); OR Government (Eagle Eye); OR Gabriel Shear and
Ginger Knowles (Swordfish) fail to uphold its ethical responsibilities?
C. Who, do you think, is the main character in the film? Describe the character’s contribution in solving the
issue of the film.
D. What is the main problem discussed in the film? Please cite the specific scene in the film presenting the
complex nature of the problem.
E. How did the film end? Explain the various processes that led to the solution of the problem.
Team Member: Kerry Cunningham, Feng Hu, Tian Tian, Shuo Zhang
1. Cause of McCuster’s Dilemma
Several organizational factors haves contributed to McCuster’s dilemma:
First, the Flextronics’s decision makers failed to appropriately evaluate the ability and condition of the organization in bidding for Xbox project and assigning tasks. While it is enticing that this project would bring about good reputation as well as substantial financial gain, decision-makers should consider more than financial benefit1.
Managers are paid to make good decisions not risky decisions or conservative decisions1: Flextronics decision makers was too optimistic about the project so that they promised Microsoft the IT solution Flextronics did not have yet despite the fact that it was Flextronics first global project and first foray into sophisticated software. This promise has put Flextronics in risks since now it has trouble coming up with the IT solution. Although group and external pressures (social, political, economic) impact the alternatives we select and biases we have in decision-making1, in Flextronics case, Flextronics could gain cutting edge and good fame from the succeed of the project, and many parties are closely watching this project, decision makers still needs to be objective when making decisions
While Xbox project needs the two facilities designated to work closely, decision makers...
...Club Med CaseAnalysis MGMB01
The Club Med is a successful all-inclusive French organization of vacation resort found in a various sites of the world, mostly in exotic areas. Besides obvious financial success, the Club also achieved huge non-financial success. The unique concept of “family”, which is also the corporation spirit, had transform a group of strangers to a group of loving and caring friends. What’s more, they also developed their own set of marketing and distribution strategies.
Club Med developed competitive advantages due to its uniqueness and novelty, it differs significantly from conventional hotel chains. Firstly, the Club made a profit of $3million each year merely from customers’ prepaid travel deposits. Secondly, unlike the traditional hotels, the Club arranges roommates to those who travel alone. As a result, accommodation availability is counted as the amount of beds not the number of rooms.
Moreover, Club Med was in advantageous position regarding the relationship with customers, suppliers and workers. In terms of customers, for instance, the Club controls the market so that buyers can only buy the “true formula” from them. The customers will suffer economic losses if they try to replace the Club with other traveling choices. Club Med also has competitive advantages over the suppliers. Business partners like airlines companies are providing the Club with air fare discounts, from which Clun Med could earn...
...Cooper Pharmaceuticals CaseAnalysis
On the surface, the issue of Bob Marsh’s firing from Cooper Pharmaceuticals appears to be an open and shut case; he did not adhere to the repeated warnings by management to alter his performance and selling style, therefore he was fired. However, other considerations are in play when you analyze this case further. Bob was an employee of Cooper for twelve years at the time of his termination, and had seemingly improved his performance when prompted to do so. Bob was also exceptionally well received by physicians, office receptionists, and hospital personnel, which is a vital attribute when being a “detailer.” His persistent downside, though, was his lack of organization, planning, and follow-up, and a tendency to question some of the company’s major promotion programs. The central question to this case is, “how could this happen to someone like Bob Marsh in a company like Copper?” In my opinion, while Cooper Pharmaceuticals was not entirely without fault, Bob’s termination was primarily the result of his own actions, or lack thereof.
Cooper Pharmaceuticals was a major manufacturer of prescription drugs for the medical and dental professions and had a reputation throughout the industry for having “excellent” management practices. The company fielded a sales force of over 500 detailers whose job was to persuade medical personnel to use and prescribe Cooper...
Earl Walker CaseAnalysis
February 4, 2013
I. Central Issue of Earl Walker Case: This case has several underlying issues but the central issue is that the company has allowed an individual within this company, Mr. Thompson, to perpetuate a toxic working environment not only for Earl Walker, but also for colleagues and subordinates. This issue has been allowed to proliferate due to several structural issues within the company including: poor management personnel, poor communication between and within the company departments, a sink or swim no training program, lack of clear job descriptions, no respect for chain of command, inconsistent performance review procedures, and draconian reviews.
II. Case Situation Analysis: As mentioned, the main issue within this case is that a hostile work environment created by one toxic individual has been allowed to form and continue because there are structural flaws within the organization, and it has gotten to the point where employee morale and loyalty to the company are very low.
Organization: In this case, Mr. Thompson is described by Earl Walkers as an individual with poor people skills, which makes him a poor people manager. Mr. Thompson is “disliked by everyone-even the operating committee, which consist of top plant management. His loud voice, rough language, and constant...
...requires to be carefully chosen. The funding role may have to wait a little bit until the support role strengthens. The linkage with the govemment seems like a weak link that needs strengthening. New ideas and opportunities perhaps
will have to be explored and action with them facilitated. The linkage with the govemment is an important one for ARAVALI and it would be foolhardy to break it. It gives the organization very valuable positioning and it would be important to make good use of it. ^ « v
Suresh Sharma Associate Dean The Livelihood School (Basix Group), Hyderabad e-mail: [email protected]
he case is about the dilemma ARAVALI is faced with—whether to increase its coverage in terms of number of client organizations, geographical area and/ or diversification of activities and role or not to increase its coverage. While the decision is critical for the future of ARAVALI, it is a usual part of the growth process of any organization. The case introduces the evolution of social development organizations in the state and their contributions for the deprived sections of the society. ARAVALI, established by the Govemment of Rajasthan as a support organization, has been working for collaboration between NGOs and govemment departments for effective implementation of the programmes/projects aiming at social development. In about eight years of its active working, ARAVALI has...
...Dim Lighting 1
Running head: The Dim Lighting Company CaseAnalysis
The Dim Lighting Company CaseAnalysis
Dim Lighting 2
Dim Lighting Company, a subsidiary of a major producer of electrical products is at a crossroads when it confronts a year where operating targets are not realized and profit margins dropped by fifteen percent and what steps should be taken to reverse this trend. A budget meeting with the management group yields differing opinions of where monies should be spent, yet how will that allow for a reversal of the downward trend and show the parent company that profits will indeed return?
Dim Lighting 3
The Dim Lighting Company CaseAnalysis
A problem a company never wants to face is not meeting its operating targets as well as missing profit margins. It necessitates review to decide was this an effect of current economic trends, competitive activity, or is the company’s current portfolio not meeting the needs of their customer base?
Macro issues that the company needs to deal with is the miss on their operational targets as well as the potential loss of their R & D Director should corporate elect not to fund a proposal that should it be successful will make them a key player in their industry for years to come. This is further complicated by their management style which has been more reactive rather...