Hohner Musikinstrumente GmbH & Co. KG: Break-Even Analysis

2017 ◽  
pp. 1-5
Author(s):  
Julie Hennessy ◽  
Evan Meagher
Keyword(s):  
Market Share ◽  
List Type ◽  
Senior Executive ◽  
Executive Team ◽  
Product Manager ◽  
Break Even Point

This exercise is one in a series intended to help students learn how to perform financial calculations in marketing contexts.Helmut Schmidt, product manager for Hohner Musikinstrumente GmbH & Co. KG, the world's foremost manufacturer of harmonicas, accordions, melodicas, and ukuleles, was sitting at his desk reviewing his first assignment from the company's senior executive team. Schmidt had been asked to calculate the break-even point for the company's flagship product, the Marine Band harmonica, under a number of different scenarios.After completing the exercise, students should be able to: Calculate unit contribution and margin Calculate break-even units and market share

How to Improve Board Accountability in ISO/IEC 38500 Based on IT Governance Implementations

2019 ◽  
Vol 10 (1) ◽  
pp. 22-39
Author(s):  
Carlos Juiz ◽  
Beatriz Gómez ◽  
Ricardo Colomo-Palacios
Keyword(s):  
Information Technology ◽  
It Governance ◽  
Senior Executive ◽  
Implementation Framework ◽  
Good Practices ◽  
Operational Level ◽  
Executive Team ◽  
Extended Practice ◽  
Good Number

With the standardization of Information Technology (IT) governance through ISO/IEC 38500 in the last decade, a good number of organizations have implemented IT governance (ITG) frameworks. Although it is not a fully extended practice. Given the fact that the use of balanced score cards (BSC) on ITG is not an unknown practice, the application of BSC in the implementation of ISO/IEC 38500 has been given less importance, since it normally appears as just examples of good practices. This work not only explains why the BSC's applicability to align IT with business in ISO/IEC 38500 implementations is not included in the standard, but also justifies the importance of BSC to report to the board or senior executive team in a clear way, without the details of the particular implementation framework of the standard. Thus, a framework that allows implementing IT BSCs within the context of IT governance is proposed, cascading objectives included in the strategic map through the tactical and operational level and backwards on the construction of the KPIs to better monitor IT.

Uptown Cigarette

2017 ◽  
pp. 1-8
Author(s):  
Robbin Derry ◽  
Sachin Waikar
Keyword(s):  
Decision Making ◽  
African Americans ◽  
Market Share ◽  
Black Community ◽  
Cultural Context ◽  
Minority Group ◽  
Black History ◽  
List Type ◽  
Cigarette Brand ◽  
Test Market

To recapture lost market share, tobacco giant R. J. Reynolds (RJR) developed Uptown, the first cigarette brand created and targeted specifically at a minority group—in this case, African-Americans. RJR planned to launch a six-month test market in Philadelphia in February 1990, which coincided with national Black History Month. The launch generated grassroots opposition from the black community in Philadelphia, which became intent on ensuring there was “No Uptown in our town or any town.”After analyzing the case, students should be able to: Identify some of the complex issues surrounding targeting specific populations Recognize the importance of understanding cultural context Recognize the limits of profit-based decision-making

Apple (Computer) Inc.: Whither the Mac?

2017 ◽  
pp. 1-15
Author(s):  
Michael Lenox ◽  
Jared D. Harris ◽  
Rebecca Goldberg
Keyword(s):  
Cloud Computing ◽  
Mobile Computing ◽  
Market Share ◽  
Apple Computer ◽  
Product Portfolio ◽  
Enterprise Software ◽  
The Past ◽  
Computing Services ◽  
Product Manager ◽  
Cloud Computing Services

A product manager at Apple examines the past, present, and future of the PC industry in September 2011 in the wake of Steve Jobs's resignation and HP's announcement that it was exiting the PC industry in favor of enterprise software solutions and consulting. The protagonist thinks through current forces in the PC industry, including market share trends, mobile computing, ultrabooks, and cloud computing services—as well as the position of the Mac in Apple's product portfolio—and is faced with making a decision about the future of the Mac.

ZealVita: winning marketing formula

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Surya Mahadevan ◽  
Jayanthi Thanigan ◽  
Srinivasa Reddy
Keyword(s):  
Marketing Strategy ◽  
Market Share ◽  
Product Formula ◽  
Sales Promotion ◽  
Executive Education ◽  
Content Type ◽  
Power Product ◽  
Academic Level ◽  
Product Manager ◽  
General Experience

Research methodology The case is written based on general experience. Case overview/synopsis Zealvita is a challenger brand to NutriMalt in the white malted food drink (MFD) category. It has a product formula that compares favorably on taste and equally on nutrition. However, Zealvita is not able to translate the power product formula to a winning market formula. Drawing on its legacy and strong adoption route, NutriMalt built a dominant 88% market share in the White MFD category. The market rule of “disproportionate market share for the leading brand” applies with inexorable force in MFD. Smarting at the low market share, Zealvita is in search of a marketing strategy to create churn. Rajiv Product Manager of Zealvita believes that consumer sales promotion of a higher order and at a higher frequency than what is normal can tilt the scales. From Zealvita’s perspective is there a strategic advantage in operating consumer promotion? Is it safe to assume that NutriMalt will not retaliate with consumer promotion? Can consumer sales promotion be sustained at planned frequency? What is the logic in a continuous consumer promotion program? Complexity academic level This case can be used at the post-graduate level in the Marketing Strategy course or in a course that has a sales promotion management or competition management segment. This case is also appropriate for use in executive education programs. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

A New Mission Statement for the MBC Corporation

2017 ◽  
pp. 1-2
Author(s):  
Timothy J. Feddersen ◽  
Susan Edwards
Keyword(s):  
Mission Statement ◽  
List Type ◽  
Executive Team ◽  
The Future ◽  
Current Board ◽  
The Creation

Dave Williams has taken over as CEO for MBC Corporation and wants to change the mission statement of the company. However, he needs to get approval from four shareholders: a former board chairman, his father and current board chairman, and two members of his own executive team. Williams must navigate the varying dynamics and opinions of the shareholders to gain their buy-in and create a new mission statement that will take MBC on a new path for the future.The concept this case addresses is that of the mission statement and how it is used to align an organization and its stakeholders. After students have analyzed this case, they will be able to: Communicate the importance of a mission statement Engage stakeholders in the creation of a mission statement Implement a new mission and culture at an organization

Motorola's Droid 2: The Product Manager's Dilemma

2017 ◽  
pp. 1-11
Author(s):  
Mohanbir Sawhney ◽  
John Miniati ◽  
Patrick (Junsoo) Kim ◽  
Pallavi Goodman
Keyword(s):  
Critical Issue ◽  
Product Management ◽  
List Type ◽  
Building Relationships ◽  
Team Members ◽  
Customer Feedback ◽  
Product Manager ◽  
Points Of View ◽  
The One ◽  
Functional Teams

After it introduced the extremely successful Droid smartphone into the market in 2009, Motorola quickly moved to develop the next-generation Droid 2 before the next wave of smartphones (including the rumored iPhone 4) flooded the market. The development process was moving smoothly for the company when Verizon, its biggest partner, dropped a bombshell. It wasn't happy with the mechanical camera button on the Droid 2 (citing customer feedback) and wanted it to be changed to a software button like the iPhone's. This request immediately placed Motorola in the proverbial horns of a dilemma. On the one hand, it couldn't brush away the request of its biggest and most important partner. On the other hand, changing the camera button now would mean delaying the Droid 2's entry into the market. Should the Droid 2 team remove the camera's hardware button in favor of a software button per Verizon's request, or not?John Smith, the product manager, leads the cross-functional Droid 2 team. The case setting is an emergency “war room” meeting to address this critical issue, just weeks prior to launch. John's objective is to obtain the salient facts and opinions of team members quickly so he can make an informed recommendation to his boss by the end of the day. He is concerned that this last-minute request for a design change will not only threaten to delay the launch, which would have significant financial implications, but could potentially create deep fissures in a hitherto effective team that had been running like a well-oiled machine.The case puts students in a situation that simulates a real-world discussion and allows them to experience what it is like, as a product manager, to orchestrate a meeting with cross-functional teams that have conflicting priorities and agendas. It illustrates the challenges a product manager faces while striving to make important decisions with little or no direct authority over the various teams.After reading and analyzing this case, students will be able to: Experience the dynamics of cross-functional teams in product management Practice running effective and productive meetings Practice bringing together various personalities and points of view Understand the importance of setting goals and clear expectations Internalize the importance of building relationships and influencing teams, even when you do not have direct authority

Pepita Disco PPM: Margins and Elasticity

2017 ◽  
pp. 1-4
Author(s):  
Julie Hennessy ◽  
Evan Meagher
Keyword(s):  
Market Share ◽  
Price Elasticity ◽  
Status Quo ◽  
List Type ◽  
Volume Changes ◽  
Product Cost ◽  
Dog Food ◽  
The Status ◽  
Net Margin

This exercise is one in a series intended to help students learn how to perform financial calculations in marketing contexts.Carolina Araujo had recently taken control of her family's business, Pepita Disco PPM, Uruguay's second-largest producer of beef-based dog food, treats, and toys. While she respected the company's nearly eighty-year history, Carolina felt that Pepita Disco had grown complacent with its market share and was basically preserving the status quo. Her plan was to re-energize the employee base and grow Pepita Disco's business faster than the overall market.This exercise poses a fictional problem about a company's efforts to predict the impacts of price, product cost, and spending moves on profitability.After completing the exercise, students should be able to: Calculate and explain changes in net margin Calculate price and volume changes for a given price elasticity

Book Reviews

Tempo ◽  
1995 ◽  
pp. 29-36
Keyword(s):  
List Type

Volume I of Messiaen's ‘Traite’, ‘Music and Color’, and organ recordings Christopher DingleRobert Craft's Stravinsky memoirs and recordings Rodney Lister

Open discussion

1982 ◽  
Vol 99 ◽  
pp. 605-613
Author(s):  
P. S. Conti
Keyword(s):  
Buenos Aires ◽  
Large Mass ◽  
List Type ◽  
Common Phenomenon ◽  
Open Discussion ◽  
The Stability ◽  
Ring Nebulae

Conti: One of the main conclusions of the Wolf-Rayet symposium in Buenos Aires was that Wolf-Rayet stars are evolutionary products of massive objects. Some questions:–Do hot helium-rich stars, that are not Wolf-Rayet stars, exist?–What about the stability of helium rich stars of large mass? We know a helium rich star of ∼40 MO. Has the stability something to do with the wind?–Ring nebulae and bubbles : this seems to be a much more common phenomenon than we thought of some years age.–What is the origin of the subtypes? This is important to find a possible matching of scenarios to subtypes.

Solar Corona Investigation by the Coronal Line Photometer at Lomnický Peak

1994 ◽  
Vol 144 ◽  
pp. 431-434
Author(s):  
M. Minarovjech ◽  
M. Rybanský
Keyword(s):  
Solar Corona ◽  
Time Resolution ◽  
Active Regions ◽  
High Time ◽  
High Time Resolution ◽  
List Type ◽  
Type Number ◽  
Coronal Line ◽  
Global Cycle

AbstractThis paper deals with a possibility to use the ground-based method of observation in order to solve basic problems connected with the solar corona research. Namely:1.heating of the solar corona2.course of the global cycle in the corona3.rotation of the solar corona and development of active regions.There is stressed a possibility of high-time resolution of the coronal line photometer at Lomnický Peak coronal station, and use of the latter to obtain crucial observations.

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