Identify at least three (3) key areas you would need to first examine/ assess before beginning the repositioning process?
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Steve Easterbrook (Easterbrook ) took over as CEO of McDonald’s Corporation (MCD) from Don Thompson ( Thompson) at the beginning of 2015. This change came at a time when MCD was going through a challenging time. The company was facing challenges on multiple fronts including menu management, quality issues, and new products not delivering sales as anticipated.
On the international front, MCD was facing hurdles from regulators in Russia and China. Easterbrook was known for achieving a turnaround of McGinn the United Kingdom and investors and market were hoping for a major turnaround inch in US markets
The case bring to light the performance of MCD in a couple of years, giving scope for discussion on the challenges facing MCD both internally and from external competitors and reasons for the failure of its new products, The case also attempts to bring in the leadership roles of both Thompson and Easterbrook
As a strategic manager assigned to assist the company in revamping its current situation, you are required to address the following two areas of concern
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Identify at least three (3) key areas you would need to first examine/ assess before beginning the repositioning process?
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- Fujio Mitarai, Chairman and CEO of Canon has turned around Canon’s fortunes and multiplied its net profit since becoming chairman and CEO at this global camera, printer and photostat machine maker. Mitarai has made many changes in Canon that reflects his conscientiousness and openness to experience. To revitalise Canon he needed to take bold steps by shutting down weak businesses and divisions and pushing employees to find ways to cut costs and for rewarding employees for increasing sales and profitability. His openness to experience has served him well all his life. As a child who only knew the Japanese language and culture, he longed to go overseas. After a few years in Canon Japan, he transferred to Canon New York where he served for 23 years, building the camera and copier business for canon in USA. Mitarai’s openness to both the Japanese and the American ways of managing has led him to be role model for other executives and he has been named one of Business Week’s “Best Managers”.…Fujio Mitarai, Chairman and CEO of Canon has turned around Canon’s fortunes and multiplied its net profit since becoming chairman and CEO at this global camera, printer and photostat machine maker. Mitarai has made many changes in Canon that reflects his conscientiousness and openness to experience. To revitalise Canon he needed to take bold steps by shutting down weak businesses and divisions and pushing employees to find ways to cut costs and for rewarding employees for increasing sales and profitability. His openness to experience has served him well all his life. As a child who only knew the Japanese language and culture, he longed to go overseas. After a few years in Canon Japan, he transferred to Canon New York where he served for 23 years, building the camera and copier business for canon in USA. Mitarai’s openness to both the Japanese and the American ways of managing has led him to be role model for other executives and he has been named one of Business Week’s “Best Managers”.…Fujio Mitarai, Chairman and CEO of Canon has turned around Canon’s fortunes and multiplied its net profit since becoming chairman and CEO at this global camera, printer and photostat machine maker. Mitarai has made many changes in Canon that reflects his conscientiousness and openness to experience. To revitalise Canon he needed to take bold steps by shutting down weak businesses and divisions and pushing employees to find ways to cut costs and for rewarding employees for increasing sales and profitability. His openness to experience has served him well all his life. As a child who only knew the Japanese language and culture, he longed to go overseas. After a few years in Canon Japan, he transferred to Canon New York where he served for 23 years, building the camera and copier business for canon in USA. Mitarai’s openness to both the Japanese and the American ways of managing has led him to be role model for other executives and he has been named one of Business Week’s “Best Managers”.…
- Read the following excerpt from the article by Michael Schlossberg, three dramatic board failures to learn from. Considering this excerpt, answer the questions that follow. Blockbuster The former worldwide leader in video rentals found themselves on the wrong side of public opinion thanks to a failure to innovate. Blockbuster was once known throughout the world as a leader in home movie and video game rentals. Before the digital age, their products were the Netflix of the day. The problem? They refused to innovate. Sensing changes in the market — including by a start-up known as Netflix — Blockbuster began to push for a more in-demand market, creating programmes that allowed people to get videos delivered directly to their homes. However, it wasn’t enough: The company failed to properly prepare for the rise of the digital age and never created a product like that of Netflix that streamed movies directly to people’s internet devices. Their most egregious failure? A lack of imagination…Recently, the ABC company hired Filis Diax as president. She is charged with making the necessary changes to revitalize the ABC organization. The first thing she did was reflect carefully on her behavior as the new president,what she would base her power on and how she could positively influence the ABC company to get everyone's support and comply with what was requested by the CEO of the company. How would you help Philis Diax?Managers face a key challenge: to simultaneously generate high profitability and increase the profits of the company. Companies that have high profitability but profits that are not growing will not be as highly valued by shareholders as a company that has both high profitability and rapid profits growth. This was the situation that Dell faced in the later part of 2000s. As a result its shares lost significant value between 2017 and 2021. At the beginning of 2017 Dell shares were trading at approximately $27. By the end of 2021 they were trading at about $ 14 though the company was still profitable, Dells shares had lost almost half of their value because it was not growing its profits over time. At the same time managers need to be aware that if they grow profits but profitability declines, that too will not be highly valued by shareholders. That what the shareholders want to see and what managers must try to deliver through strategic leadership is profitable growth. That high…
- Continue In another development in the firm’s evolving e-commerce strategy, Walmart has taken the decision to shutter Jet.com and phase out the brand, three years after splashing out $3.3 billion to acquire the start-up. This had been rumored for several months, with Walmart already divesting itself of smaller e-commerce gambits, such as ModCloth and Jetblack. But Jet.com was the biggest bet that Walmart made and one that brought Marc Lore into the larger firm as head of the e-commerce division in the US. McMillon says now that there are no regrets about the decision to buy the firm:The Jet acquisition was critical to jumpstarting the progress we've made the last few years. Not only have we picked up traction with pickup and delivery, but our walmart.com non-food e-commerce growth accelerated after the arrival of Marc and the Jet team. He leaned into the Walmart brand quickly.But that parent brand is the priority, he adds:While the [Jet] brand name may still be used in the future, our…With regard to the BP deepwater horizon explosion and oil spill and CEO Tony Hayward’s actions in responding to this crisis, what, if anything, could BP’s CEO have done differently to have prevented and/or avoided the resulting fall-out from the crisis? Explain.Responding to a Changing Industry Rockwater, a wholly owned subsidiary of Brown & Root/Halliburton, a global engineering and construction company, is a worldwide leader in underwater engineering and construction. Norman Chambers, hired as CEO in late 1989, knew that the industry’s competitive world had changed dramatically. “In the 1970s, we were a bunch of guys in wet suits diving off barges into the North Sea with burning torches,” Chambers said. But competition in the subsea contracting business had become keener in the 1980s, and many smaller companies left the industry. In addition, the focus of competition had shifted. Several leading oil companies wanted to develop long-term partnerships with their suppliers rather than choose suppliers based on low-price competition. With his senior management team, Chambers developed a vision: “As our customers’ preferred provider, we shall be the industry leader in providing the highest standards of safety and quality to our clients.” He…
- When the new CEO of Tyco, Ed Breen, started his first day, the company was $28 billion in debt, $11.3 billion of which is due next year, with $2.5 billion due in just four months. Over the preceding eight years, the previous CEO, Dennis Kozlowski, spent $63 billion acquiring 1,000 companies and turning Tyco into a massive conglomerate that makes thousand of products in five general areas: health care, electronics, fire and security systems, plastics, and engineered products. Unfortunately, he overpaid by 52 percent on average. So, with huge debt payments looming and little cash flow, many thought Tyco would file for bankruptcy.Another problem was the expensive office suite, with one of the best views in New York City overlooking Central Park. Kozlowski spent lavishly to adorn the office with thick Persian carpets and expensive marble floors, an executive kitchen where the corporate chef could prepare gourmet meals, a massive boardroom with a mural completely covering one of the walls…When the new CEO of Tyco, Ed Breen, started his first day, the company was $28 billion in debt, $11.3 billion of which is due next year, with $2.5 billion due in just four months. Over the preceding eight years, the previous CEO, Dennis Kozlowski, spent $63 billion acquiring 1,000 companies and turning Tyco into a massive conglomerate that makes thousand of products in five general areas: health care, electronics, fire and security systems, plastics, and engineered products. Unfortunately, he overpaid by 52 percent on average. So, with huge debt payments looming and little cash flow, many thought Tyco would file for bankruptcy.Another problem was the expensive office suite, with one of the best views in New York City overlooking Central Park. Kozlowski spent lavishly to adorn the office with thick Persian carpets and expensive marble floors, an executive kitchen where the corporate chef could prepare gourmet meals, a massive boardroom with a mural completely covering one of the walls…What does the Volkswagen (VW) emissions scandal say about sustainability? How can we apply the Triple Bottom Line theory to this case? How would Milton Friedman (shareholder theory) perceive this case?