Crown Cork & Seal in 1989 Business strategy Case Study

Crown Cork & Seal in 1989 Business strategy - Case Study Example The economic analysis deals with the opportunity costs of resources being used along with attempting to measure the social and private costs as well as benefits in monetary terms of a project to the economy. The Crown Cork and Seal attempted to locate its business towards the areas that were closer to the customers. For the purpose of forecasting of the transportation costs of the company, the distance of about 150 to 300 miles was considered to be economical between the location of customers and the placement of plant. In addition to this, the company managed to decrease its transportation cost that was roughly estimated to be 7.5%. In addition to this, the company changed its ingredient of making cans from the use of steel to aluminium. This resulted in decreasing the weight of the cans along with reduction in the shipment cost of these cans relative to the cans produced before by the company. Furthermore, due to the shipment of steel cans in the international markets, the company suffered uneconomical circumstances due to the increase in shipment costs. For this reason, the company attempted to make joint ventures in terms of affiliation with US can manufacturers, foreign subsidiaries as well as local foreign firms in order to cater the foreign markets (Bradley S., 2005). Political: Political environment can be referred to as an immediate impact of the political parties possessing authority, representing the popular perceptions given by the citizens of the area (Export Help). It has been seen that the developments of legislations were unfavorable for metal can industry in USA (Bradley S., 2005). Social Cultural Environment: In this case, the chief executive officer attempted to bring together two companies possessing distinctive cultural and social backgrounds irrespective of the fact that the past mergers were undoubtedly unsuccessful. This impossible challenge was accepted by Avery in order to capture the markets of Canada and to expand its operations furt her. Moreover, there were numerous

Business to Business Marketing Case Study Example | Topics and Well Written Essays - 2250 words

Business to Business Marketing - Case Study Example Storage Open Market Modified Rebuy /New Task Toys and sporting Barbie Lego Fisher Price Bratz HotWheels Straight Rebuy Women's wear Contempo Girl Express Secret Love Bonds Solutions Sports Now Bub2b Beachley Straight Rebuy 2.0 NETWORK SURROUNDING KMART 3 Overview of Products acquired from Upstream Supplier: The supply chain of a company contains three parts: 1) The upstream that which includes suppliers and their sub-suppliers and their sub-suppliers etc. 2) The internal supply chain which includes all the processes used in transforming the inputs received from the above suppliers to the outputs, from the time the inputs enter an organization to the time that the product(s) go to distribution. 3) The downstream which includes all the activities involved in delivering the product to final customers, including the "afterlife" that is, where the product ends up after it has served its useful life - recycle, reuse, refuse, etc. K-MART is one of the largest retail networks of the world. In view of keeping the organizational purchasing process transparent and systematic, K-Mart utilizes a "Supplier Diversity Program" by Diversity Business.com. They have completely outsourced their vendor management to Diversity Business.com. K-Mart believed in Supplier Diversity and for this they have a specific Supplier Diversity Program. Supplier Diversity Mission Statement "Kmart is committed to improving the economic position of minority owned businesses. Our diverse store locations require that we go above and beyond to meet our customers' expectations. It is our goal to actively seek qualified, reliable, minority owned vendors that can provide a strategic advantage to Kmart." (www.diversitybusiness.com) It... 2) The internal supply chain which includes all the processes used in transforming the inputs received from the above suppliers to the outputs, from the time the inputs enter an organization to the time that the product(s) go to distribution. 3) The downstream which includes all the activities involved in delivering the product to final customers, including the "afterlife" that is, where the product ends up after it has served its useful life - recycle, reuse, refuse, etc. K-MART is one of the largest retail networks of the world. In view of keeping the organizational purchasing process transparent and systematic, K-Mart utilizes a "Supplier Diversity Program" by Diversity Business.com. They have completely outsourced their vendor management to Diversity Business.com. "Kmart is committed to improving the economic position of minority owned businesses. Our diverse store locations require that we go above and beyond to meet our customers' expectations. It is our goal to actively seek qualified, reliable, minority owned vendors that can provide a strategic advantage to Kmart." (www.diversitybusiness.com) It can be seen that it would be difficult to analyze which one of the numerous suppliers is more important for K Mart.