Hrm 531 Week 4 Case Study Of Chemical Sales

Thank you for the opportunity to assess your sales data in order to provide recommendations for increasing your sales. The analysis and recommendations below are based on the data you provided, which covers a period from May 2004 through June 2006. The analysis below is based on this data alone. Therefore, our recommendations should be tempered by your knowledge of business realities and your market. Please let us know if we can answer any questions concerning the analysis or the recommendations provided.

The actions I took in attempts to reduce or better yet, eliminate the issue of overabundant product inventory, included making my shipments larger so that stores where there was low inventory product could retain a normal or slightly more of the product to reduce risk of shortage. Due to making my shipments larger I added an additional truck to assist in getting the product inventory from the warehouse to the stores.

Lowering the inventory would likely result in decreasing the currently unacceptable levels of customer service by removing that estimation buffer. Thus, without the reengineering of the production processes, the attempts to change the inventory levels may fail.

Helena Chemical Company is a national and global corporation that services farmer’s needs from start to finish of the growing season. We will look into Helena Chemical Company’s structure of the business, along with the management style throughout the business. Secondly we will look into the business opportunities and its business threats. Also we will go in depth to what I feel Helena Chemical Company is doing right, along with how I feel they are going about business the wrong way. Finally, I will give my recommendations on what Helena Chemical Company can do to gain a sustainable competitive advantage.

When dealing with inventory management it’s been an “age-old problem” to balance correctly demand versus stock overages and outages, especially when demand

The Dow Chemical Company is the second largest chemical manufacturer in the world in terms of revenue and in terms of market capitalization; it is the third largest in the world (as of 20071). There was a steady growth of the market from the year 2002. But before that the company faced a back drop in the profit margin. The company realized its growth in 2002 only after merging with Union Carbi as the company’s sells rose to $27.8 billion. Back in 1998, the company faced the real down turn of the sale to $18.4 billion. Then, for 4 years continuously, the company managed to keep the sales around $20 billion. In the year 2000, the company planned to adopt a

If wholesale inventory drops below fifty days within a sales territory, retailer stockouts occur. Whenever a stockout occurs, retailers substitute Omega’s product with another manufacturer’s product, therefore causing Omega to lose business. Buff’s days of wholesale supply is forty two days, causing Omega to lose business due to stockouts occurring. Buff’s manager has held two discussions with him in the past regarding his performance.

With the selling season for residential pool chemicals almost over, Soren must make its decision on a push and pull strategy to best salvage what remains of the current year and position Coracle for next year’s selling season. Reaching the goal of $1.5 million in sales of Coracle has become increasingly unrealistic, so it is important to at least see more improvement in the amount of sales for the rest of the year. Because of such poor sales performance in the first half of the year, Soren must choose the channel management strategy requires minimal investment and best creates a chance for Coracle to be in greater demand going into year two.

We began our analysis by searching for bottlenecks that existed in the current system. It was easily identified that major issues existed in the ordering process. Without calculations, you could tell the reorder point was too low since the historical plots showed inventory levels at zero for two or more days at a time. The number of jobs in customer orders showed correlating spikes at the same time of the inventory outages. We reviewed the utilization and queues of the other stations in the system but were hesitant to make in immediate changes since we were not entirely certain the effects of correcting the inventory policy.

Paying dividends will reduce the available funds of the company but is a way to increase shareholder value. Increasing or decreasing of DPR spells out the standing of the company to its shareholders. Reduction or not giving dividends for a period will reduce AFN but will mean that the company is struggling to provide enough profit. Shareholders may see this as a signal that further investments for the company are riskier.

Produce more products so there is less restocking issues but not more than the market calls for (supply and demand),

I met Brad on the initial farm of the day that he went on call to. He had already completed the first step of the sales process, prioritizing prospects. Brad knew the service that his customer, Marlin Yoder, needed made so in order to be able to complete the task he knew that he would need help. Brad called another COBA employee, Tyler Chupp, to lend a hand and assist him with this sales call leading to the second step of the sales process; develop selling strategy and call plans. Marlin was contacted ahead of time allowing Brad to find out what Marling was needing. Brad told me that relationship building is very imperative when it comes to helping customers. Attitude when meeting with customers is also very important, if you meet your

When I first met Mike, I immediately knew he was a professional. He was cool, calm, and collected. He had been working for DuPont for many years and knew how to sell that Chemical. He came and talked to my plant science class a couple weeks earlier before my SWAS. After he talked to us I thought, “I am really interested in what he had to say, why don’t I ask him if I can go on a SWAS.” On February 7, 2014, at 8:00 a.m. I headed to Edmond Oklahoma, to meet with Mike. When I first arrived at his house, he was on a conference call with several people in Oklahoma and many from many different other states. They were listening to a researcher from DuPont talk about how many different chemicals, both new and old, were performing in field trials. Mike told me he had been up since 7:00 a.m. listening to a conference call and that this was the second one he was on for the day. By getting the latest field data, Mike was able to prepare for his upcoming sales calls for the day, and tell his customers the latest information. After the conference call ended at 10:30 we got in Mike’s company pickup and headed to El Reno Oklahoma to meet with Escott Aerial Spraying. On our way there, Mike called a distributer of chemical products for DuPont and asked if he had some products on hand that he was going to try to get Escott to use. By making this call Mike was making plans and strategies to be able to serve Escott. I could tell he was strategizing on the way there

Managing a pharmacy successfully and bottom line improvements depends highly on making profits, generating cliental, and keeping clients happy. While all of these factors are very important, an important aspect of making sure these factors are accomplished is managing the inventory turn-over-rate (ITR). The inventory turn-over-rate measures how fast inventory moves and repurchased for stocking (Peterson, 2004). As previously stated, this is crucial to making profits, generating cliental, and keeping clients happy. The ITR’s primary goal is to satisfy customers, minimize cost, and have a suitable bottom line. The act of purchasing large or too few quantities of inventory can affect the pharmacies cash flow and profits. To successfully

Subsequently, this is the first reason for demand fluctuation because it results in excessive promotional activities. Barilla also offers volume discounts; paying for transportation to distributors and offering incentives of 2% to 3% for orders in full truck-load quantities which was another reason for demand fluctuation. Accordingly, most distributors place their orders with Barilla once a week yet their sales volumes vary; another reason for Barilla’s inefficiency since there was no limit in order quantities from its distributors. Nearly all of the distributors have computer-supported ordering systems but only a few of them have sophisticated forecasting systems or analytical tools for determining order quantities. Consequently, this indicated a lack of sophisticated forecasting techniques and it is our final reason for demand fluctuation.