Free Essay

Tasty Co Case

In: Business and Management

Submitted By sreerangarajan
Words 2424
Pages 10
Givaudan Flavors
Customer Value Driver Discovery

When Mukund Kumar’s assistant told him Arvind Mehta was on the phone, he thought “Finally.” Mukund had been waiting for two weeks to hear from Tastyco on a long term Strategic Supplier Agreement (SSA) and he was starting to worry…

Tastyco
Mukund was Givaudan’s account manager for Tastyco and the assignment had been a good one for Mukund. In the three years he handled the account, Mukund rarely ever had to compete with any other flavor supplier and he was generally able to get premium prices for both basic and custom flavor products. Tastyco flavor purchases had been growing steadily over the past three years because of the success they were having with some innovative beverage brands, and they were becoming a leader in the market for non-carbonated, nutritional beverages. The increasing volume growth and high prices had made Mukund a perennial hero at Givaudan’s National Sales Conferences, and Mukund’s sales bonuses had allowed him to finally purchase a home for his family last year.

Tastyco was one of Givaudan’s largest customers. As a diversified global corporation, Tastyco’s beverage category was best known for its traditional carbonated beverages, but it had recently introduced some very successful non-carbonated, nutritional drinks. While most of Mukund’s sales volume was still for the carbonated beverages, Givaudan flavorists had worked closely with Tastyco’s beverage R&D Group on some new products, and these brands were taking off in the market. As a result, Mukund had predicted to his boss, Michael Alphonso, that Tastyco would be buying a lot more volume this year!

Winds of Change
But lately, things at Tastyco were changing. A few weeks ago, Mukund was surprised to get a call from Tastyco’s new Purchasing Manager, Arvind Mehta. Arvind told Mukund that Tastyco had decided to implement some new purchasing policies this year, and they included negotiating “Strategic Supplier Agreements” (SSA) with several flavor suppliers.

After the initial shock, Mukund tried to quiz Arvind about the new agreement, but Arvind cut him off saying that he had to run to another meeting, but he would call him back in a few weeks to give him a schedule for responding to the SSA. Before hanging up, Arvind made a final comment that troubled Mukund: “Don’t forget Mukund, achieving SSA status will allow Givaudan to have a first shot at our new flavors projects, but it also means you will probably have to sharpen the pencil on some of the existing flavors.”

Mukund was not sure exactly what Arvind meant by the comment, but he knew that several of the older carbonated beverages that Givaudan supplied flavors for had been transitioned to the “productivity program.” When this happened, Mukund knew that Tastyco would start looking for ways to improve efficiencies for the product – and this usually meant cutting supplier costs.

Even with this concern, Mukund was very confident that he would be able to win SSA status with Tastyco. Mukund did not have every detail, but he knew that Givaudan’s R&D group had been a big help to Tastyco’s Beverage R&D team led by Milind Khare. While he had never met him, Mukund had heard through the grapevine that Milind was a supporter because Givaudan was helping Tastyco in a number of technical areas. Mukund also knew that his R&D team had conducted “Flavors 101” Training for Tastyco’s R&D team, which included some of Tastyco’s Brand Managers who reported to Vishwas, Beverage Category Manager. The training was widely viewed by Tastyco as a success and this was talk of making it an annual event.

Mukund was so sure that Givaudan would be selected as a Strategic Supplier that he told his boss, Michael Alphonso, that the deal was as good as signed. But lately Mukund was beginning to worry. He had not heard from Arvind in over two weeks and he wasn’t returning his phone calls.

Tough Speaking Customer
So, when Mukund heard Arvind was on the line, his next thought was about ways to celebrate the closing of the agreement with his wife. As he picked up the phone, Mukund greeted Arvind and asked if he would like to have lunch with him. Mukund was shocked when Arvind told him that was “premature.” Arvind continued: “Mukund, I have been reviewing our flavor purchases from you over the last 24 months and while I would like to see Givaudan become one of our strategic suppliers, my analysis shows that your prices are way out of line on a number of flavors and you better find a way to fix it quickly.”

Mukund hesitated, and then asked: “What do you mean?”

“Well, I told you about our new purchasing policy – we are going to identify several strategic flavor suppliers and seek competitive bids from them on flavors we believe have opportunities for cost savings,” Arvind said. “We will be implementing a matching program to give different vendors an opportunity to replace flavors we think should have lower prices. After reviewing the flavor products you supply to us, we think there are several candidates on the list.” Arvind continued “I have been speaking with two other suppliers Alpha and Beta, who say they can provide flavor products to replace many of the ones you sell us. I will need to include them unless you can adjust your prices as part of your SSA response.” Softening his tone, Arvind said “the good news, Mukund, is that as a Strategic Supplier you will have a great opportunity to be an exclusive provider on some of our new projects, and that could mean a lot more volume for Givaudan in the future – you just need to get some of these prices in line so we can list you as Strategic.”

Thinking quickly, Mukund replied: “Come on Arvind. You know you just can’t get the kind of service from either Beta or Alpha that you get from us. You know we always give you innovative flavors and great technical service. And you know that the way we ship product guarantees you won’t have material shortages – you can count on us to have the right flavors for your R&D team. We’re worth more than Beta and Alpha.”

Arvind responded immediately: “I agree Beta really can’t live up to your standard. But lately Alpha has really gotten a whole lot better. We’ve talked to two of their references, and those customers are really enthusiastic about how well Alpha is performing. And since your former employee – that guy Sahay – went over to Alpha, they seem to be a lot more focused on building a good relationship with us.”

Mukund began to replay to Arvind all the technical services and training Givaudan had provided to Tastyco. Mukund reminded Arvind of the quality and delivery problems Tastyco had in 2002 when they tried to include Alpha flavors in their carbonated drinks. Mukund also pointed out Givaudan’s large commitment to being a global supplier. But Arvind wasn’t buying any of it.

“You can’t be more committed to the global market than Alpha – you know they just spent $200M to build several manufacturing plants in Europe and Asia,” Arvind said. “And recently we’ve re-sampled Alpha flavors – and they met our flavor brief requirements – as well as yours, in fact. Mukund, you know about our new purchasing policies – I must look at competitive suppliers. You don’t have to convince me that Givaudan is good, that’s why I want you to become a Strategic Supplier – but you do have to be competitive. You don’t have to meet Alpha’s prices – but you do have to get close, and that means 20% below which you are now on the existing flavors. If you want the business, you’ve got to have lower prices.”

Mukund had not expected to hear pricing complaints from Tastyco. Tastyco had always been a leading edge company, driving product innovations to develop new products and new markets for their brands. And Tastyco always paid for quality and service, recognizing that they needed competent suppliers to support their pioneering mind set. Mukund decided to play that card with Arvind.

“You know Arvind, we’ve always helped your research and operations people” Mukund said. “We both know that your strategy requires lots of innovative flavors and we’ve always brought those to you. New flavors are not easy to produce and not everyone can do it. You also know that we have provided some new technologies, like the VAS, to help your sensory managers and consumer testing, and we’ve never billed you for that. Alpha can’t do that – they don’t have the people or the technology.”

Arvind responded: “Well, they’ve changed. They’ve already shown us that they can do the new flavors – they’ve already customized two flavor briefs for us, and we like the prices they are proposing for the matching program. And with that Sahay guy, they’re adopting some of the same operational support policies Givaudan provides.”

“I won’t knock Alpha,” Mukund said, “but they just don’t have our track record. I hope you can be sure they’ll supply you with flavors that pass the consumer and regulatory tests, or your development cycles will suffer. And I hope they’ll be able to put quality people on your flavor briefs – they have a really thin staff. You saw that announcement last December that they were laying off another 40 people. You know we bring you everything – and you know we’ve done it again and again.”

“We both know what we know,” said Arvind. “I’d suggest you think about how you will respond in your SSA proposal. I can’t wait beyond the end of this month to select the strategic suppliers. I’d like Givaudan to be one of them, but I can’t do that if you don’t come down 20% across the board on the list of existing flavors. You should also be thinking about future volume. Whoever gets SSA status will have the inside track for new projects over the next several years.”

Mukund told Arvind he would have to talk to his boss before he could move on price. Arvind reiterated that he needed a response to the SSA, including adjusted prices before the end of the month or he would be forced to eliminate Givaudan from consideration as a Strategic Supplier.

Boss Unmoved Mukund began to think about how to approach Michael Alphonso. His first thought was to prepare a “white paper” outlining the need to adjust some of the current flavor pricing to ensure being positioned as a Strategic Supplier for future orders. As he thought about Arvind’s comments, though, he began to think it would take too long to work this issue through memos. So Mukund walked into Michael’s office and briefed him on the call with Arvind. He concluded by suggesting that they drop prices on most of the existing flavors by 25% to ensure the business.

Michael would not budge. He told Mukund he would have to do a much better job selling Arvind and Tastyco on the value that Givaudan provides – but in any event, Michael would not agree to cutting prices.

Mukund responded: “But Michael, think about the future business. If we don’t win this SSA we’re likely to get locked out of all future opportunities. I can’t believe we would walk away from this business - we’re making a great profit on Tastyco’s business.”

Michael looked squarely at Mukund and said: “You’re right we’re making money over variable costs. But think about all the fixed costs we have – our manufacturing sites are big and expensive. We have the best flavorists in the business, but that expertise costs money. And all those technical innovations and our flavors library took time and money to build – we can’t give it away for free. To be honest, I am concerned about Alpha’s capabilities getting better. If they really are investing then we need to earn enough profit to pay for increased innovation and development capabilities – Mukund, we need to make high margins on these flavors to pay for that investment.”

“I guess I didn’t think of it that way,” said Mukund. “But still, it seems the Tastyco business is worth going after. All I need is your agreement to cut the older flavor prices by 20%.”

Michael replied: “Look, we’ve had Tastyco as a customer all these years because we give them all the services they need to succeed in their business. We’ve provided a lot of value to them, and they’ve always paid for it. But if they’ve decided they no longer want to pay for our value, then we shouldn’t cut price – maybe we should quit doing business with them. I can’t afford to have it get out that we’ve cut price with Tastyco, pretty soon everybody will want a lower price.”

“I hear you, Michael,” said Mukund, “but it seems that Tastyco just doesn’t value us as much as they used to. I need some help with lower prices.”

Michael told Mukund there was no way he would authorize the lower price. Instead, he asked Mukund to put together some options that would allow Givaudan to make money with Tastyco. Mukund got the message and left for his office.

Action Plan Back at his office, Mukund began to think about Givaudan’s offering to Tastyco, and he wondered how he could demonstrate the value Givaudan was really providing and what it was worth to Tastyco. Mukund began to sketch out an outline of what he thought Givaudan Flavors was worth to Tastyco, and he realized that he didn’t have enough information.

To realize the value, in real rupees, of the flavors that Mukund sold to Tastyco, he was going to have to speak with some executives at the account. Mukund liked Arvind personally, but he knew that he either didn’t know, or wouldn’t tell him how important the Givaudan’s flavors were to Tastyco in their business terms. So, he was just going to have to make some appointments with other Tastyco executives.

Mukund placed several calls, and by the end of the day he had meetings with three Tastyco executives he thought could give him the answers he needed. Tomorrow, Mukund was scheduled to see 1) Vishwas, Category Manager for Tastyco’s Beverage Products, 2) Kailash, Operations Manager, and 3.) Milind, the Beverage Products R&D Manager.

But first, Mukund had a little brainstorming to do – he wanted to think about the things that would be important to these executives so he was prepared for the meetings. He wanted to ensure he could ask the “right” questions.…...

Similar Documents

Free Essay

Granger Paper Co. Case

...Acc 327 Case No. 2 Spring 2012 It is January 20, 2012, and you are the senior auditor in charge of auditing the 2011 year-end financial statements for Granger Paper Company (GPC). GPC is a profitable company that has been in business for many years. It is primarily a manufacturing company that buys wood from timber growers and converts the wood into a variety of paper products. It is a publicly traded company with a reputation as a good corporate citizen. Although GPC has been audited many times in the past by external CPA firms, this is the first year your firm has conducted the audit. GPC’s total revenue for 2011 is $80 million. In examining the revenue for the year, you notice that $3 million of the revenue does not come from GPC’s primary operations (i.e., revenue from sales of paper goods). This $3 million in revenue is labeled as timber revenue in GPC’s books. This strikes you as odd because, generally, GPC buys timber. That is, timber is part of the cost of goods sold for GPC and, as such, is an expense. You ask GPC’s controller, Pat Smith, why GPC is recognizing timber revenue? Pat informs you that GPC began diversifying its operations a few years ago. A natural extension of its business seemed to be growing and selling timber. So, five years ago, GPC bought 10,000 acres of land in Alabama and Mississippi for purposes of growing timber. The land was purchased from a previous timber grower that had recently harvested its timber. Immediately after......

Words: 1137 - Pages: 5

Premium Essay

Case Study: Eagle Mfg. Co.

...reasons other department are not cooperating with Ted Jones Group? The reason other departments other department are not cooperating with Ted Jones Group. After going through the case, I find the below reasons for why Ted is not getting support and cooperation from other departments. These are as below... 1. Lack of Training: This is the most important reason I find for non-cooperation of the other departments to the Ted department. Ted's staff has not received any training on their working style, attitude, quality measurements etc. A proper training to his department could have eliminated various issues. They should have got training on how to improve attitude, team spirit, quality, performance, services by applying some quality tools like six sigma and Dmaic etc. Lack of proper training is affecting the effectiveness and efficiency of Ted's supply department. 2. Lack of process: There are no defined processes to do a task. Defined processes will help Ted to improve the quality of services and the people. For example whenever a new employee joins Ted's team he can go through these defined processes to understand the working, models and steps to do a particular task effectively and in an error free manner. 3. Lack of Transparent Communication: The other important reason I analyze from the case is lack of transparent communication between the Ted's supply department and other functional units of the organization. There is lack of interdepartmental and......

Words: 561 - Pages: 3

Free Essay

Co-Op Case Study

...the “Excel Co-Op: Responding to Biofuels” case carefully and answer the following questions.  This assignment is an INDIVIDUAL assignment. You may not work in teams or discuss your answers – doing so will be considered cheating.  Please limit your answers to THREE, SINGLE-SPACED PAGES with 1-inch margins, an 11 or 12-point font, and a cover sheet on top. Shorter papers are acceptable, but make sure you have thoroughly answered the questions. Submissions that exceed the page limit will be penalized.  You are advised to use your notes, the readings, and lectures to compose your answers. 1. (35 points) External Analysis: Please assemble a Porter’s Five Forces analysis of the industry in which Excel operates. As they operate in multiple business lines, you will need to be concise and precise to cover all the relevant information. 2. (35 points) Internal Analysis: Analyze the internal resources and capabilities of Excel. Name two strengths and two weaknesses and support your arguments for why they are strengths and weaknesses. Do not worry about detailing how to overcome the weaknesses at this point. Make sure you are talking about INTERNAL resources! 3. (30 points) Going Forward: Study Excel’s mission and vision, their business lines, and the answers you have provided above to decide what Excel should do to remain competitive and adapt to their changing environment. a. Some hints: i. Pay attention to what the board wants the CEO (refer to the last section of the case,......

Words: 325 - Pages: 2

Premium Essay

Charles Schwab & Co Case Study

...Charles Schwab & Co: What were the key factors underlying Schwab's competitive advantage until the mid-1990s? How have these factors reinforced each other? Competitive Advantage 1. Different Customer Group. In 1975, brokerage commissions were deregulated. Schwab took the advantage of the new opportunities and focused on providing informed investors with low-cost access to security transactions. This was a new approach compared to full-service brokerage firms. 2. Technology. Schwab invested heavily in technology as a way to lower costs. In 1985, Schwab was one of the first firms to use personal computer as a distribution channel for financial services. In the late 1980s and on into the early 1990s, Schwab developed several technology-based services. a) TeleBroker, a fully automated telephone system (in English, Spanish, Mandarin, and Cantonese) that allowed customers to retrieve real-time stock quotes and place orders. b) SchwabLink, a service for fee-based financial advisors with back-office custodial services. Also, the relationship with independent, fee-based advisors allowed Schwab to reach more customers, to sell more products. c) OneSource, the Schwab Mutual Fund program, a revolutionary fund supermarket that helped customers purchase Schwab and non-Schwab no-load mutual funds with greater ease and without paying transaction fees. It was also an exceptional distribution channel for the fund providers, especially the smaller ones who......

Words: 338 - Pages: 2

Premium Essay

American Connector Co Case Study

...89 |  14.89 * 0.6 =8.93 | ·          Ø  As Sunnyvale’s defect rates are at 26000 PPM of production which is relatively high. The Quality control of DJC is process centric where each process is QC monitored unlike in Sunnyvale its end product inspection. The quality losses of DJC and ACC over total production are 0.7% and 1.6%. So, Quality is one grey zone which needs to be addressed by ACC. Ø  Work in process inventory cost is very high in case of ACC in comparison to DJC. This in turn is reduces connector output per square foot as extra space is required for WIP and finished goods(15.1 of Kawasaki VS. 10.9 of Sunnyvale). Ø  As Kawasaki plant is working for 24hrs/day thus the asset utilisation is maximum and Connector output per employee is very high. (75.4%  of Kawasaki VS. 30.2% of Sunnyvale) Ø  Due to high number of product variations in customer orders of Sunnyvale which is employing batch production system there is frequent changes in product manufacturing lines thus resulting in lower efficiency which could be obtained in case of standardised products.(Product lines were as small as 1.5 to 2 days) Ø  The raw material inventories of DJC is averaging only 5 days as compared to 10.8 days of ACC. So, DJC is incurring less Inventory cost which again reduces finished good cost.  Ø  The speed of customer order delivery of DJC is one day (because of highly automated production process at Kawasaki plant) whereas the speed of customer order delivery of ACC is more than......

Words: 3021 - Pages: 13

Premium Essay

Pepsi Co Case Study

...Pepsi Co With the assumptions given in the case, we estimated the WACC to be 12.23%. The cost of equity represented in the WACC was calculated using the geometric mean return on T-bonds and the long-term government bond rate (4.5%) as the appropriate risk free rate. We chose this over the arithmetic mean return using T-bills under the assumption that the geometric mean is more appropriate to use in estimating the expected return over longer time horizons, especially because as we go towards longer time horizon returns become more serially correlated. The difference in our estimated WACC from the 11% estimated could be attributed to the choice between arithmetic or geometric risk premiums and the short term/long-term risk free rates. (See exhibit 1) Since PepsiCo is comprised of three different business segment, we felt that it was in our best interest to calculate the cost of capital for each of the segments in order to achieve the appropriate WACC. We calculated the new WACCs via pure play method and used comparable companies for references (See Exhibit 2 for divisional segments). In order to use the pure play method, we averaged the betas, debt-equity ratios, and tax rates for all the related companies in each segment. We unlevered the betas and re-levered it to PepsiCo’s specifications. We arrived with the betas of .85, .83, and 1.19 for restaurants, snack foods, and soft drinks respectively. In the end we estimated 12.17%, 13.15%, and 15.74% as our new WACCs for the......

Words: 455 - Pages: 2

Premium Essay

Wilkerson Co Case

...consistently under-allocated overhead costs. Since we know that full capacity was achievable for an especially busy month the year before, it may be inferred that full capacity is typically not sustainable and that demand may not again reach those heights. Therefore, we would recommend that Wilkerson uses ABC cost method based on actual production until such processes can be put into place that the company can operate at full capacity. D. What does the ABC analysis reveal? Why have the cost shifts occurred? Given that ABC identifies causal relationships between volume of production and cost drivers, Wilkerson can calculate a more accurate contribution margin for each product by using separate cost pools and cost drivers (as given in the case). As we can see, contribution margins for Valves and Pumps are 11% and 13.6% higher, respectively, under ABC costing than under traditional volume (or job) costing, signifying that these two products contribute more to the profitability of the company than previously shown. Meanwhile, Flow Controllers, which had under traditional costing been Wilkerson’s most profitable product with a 41% contribution margin, actually yield a negative contribution margin of -9.88% under ABC costing, draining profits generated by the other two products. The discrepancy in contribution margins between the two methods is caused by the fact that the traditional costing model Wilkerson used did not accurately take into consideration all the costs of......

Words: 3493 - Pages: 14

Premium Essay

Tiffany & Co Case

...The Tiffany & Company Case Analysis Introduction. Tiffany & Co. holds the leading position in the fine jewelery industry with a deep history since 1837. Tiffany's market cap was appropriately US $4.4 billion and has become one of the most well known companies in the world. In 2007 Train Fund become the largest shareholder of the company. He believed that Tiffany was undervalued and stated that it wants to help the company “improve its earnings per share by addressing strategic issues and various operations” in response, the company began to consider different actions to increase shareholder value. 1. Strategic problem statement: Problem of growth. This growth strategy was called “Growth without Compromise”. Company facing a problem between maintaining company reputation and culture with the vision of the main shareholder of the company. 2. Tactical problem statement: The main point – don't lose the brand. The company faced with the new environment and need to find the way how to improve its earning without putting the company into a risk of being a stock market. Identification of issues: Issue 1. Valuable brand with long history. Issue 2. Shareholders and Company: The conflict between shareholders and company management decision of to which path Tiffany should take. The shareholders want Tiffany to rapidly grow and move forward in order to generate more profitable revenue by suggesting options that goes against Tiffany Growth without......

Words: 667 - Pages: 3

Premium Essay

Case Analysis: Coca-Cola Co

...1. Situation Analysis Case Background Created in 1886 by Dr. John Pemberton, Coca-Cola has gone through many changes, some good and some bad, but in the end has become the worldwide leader in its industry (Graham, 2011). The company boasts a lineup of approximately 500 different drinks, including soft drinks, teas, coffees, juices, and waters. Soft drinks are their “cash cow” with around two billion cans and bottles sold each day (Graham, 2011). The syrup originally was designed as a "cure-all tonic" and contained coca leaves (Davis, 2004). Two years after creating the mixture, and just before he died, Dr. Pemberton sold the rights to the beverage to Asa Candler. Due to increasing demand Joseph Biedenharn started bottling Coca-Cola and bottled distribution of the soda began; within five years large scale bottling operations became available. Throughout the company's history, and even today, it has faced and overcame many challenges. Coca-Cola was, until recently, the world’s most valuable brand (Elliott, 2013), but is still the worldwide leader in the beverage industry. Through all the successes, Coca-Cola has encountered some challenges along the way. Coca-Cola has been criticized for discrimination against minority employees, poor working conditions of migrant workers, and even assassinations of trade union leaders and union-affiliated workers that provoked protests (Raman, 2007). Another emerging issue the company is facing is criticism that their products are......

Words: 5834 - Pages: 24

Premium Essay

Kohler Co. (a) Case Write Up

...Kohler CO. (A) Case Write up * Kohler Co. started as a private company in 1883, and said that their success was because that it did disclose any information to the public. * Now it has decided to buy back shares so that it would not have to release information to the securities and exchange commission * These shareholders were offered $55,400 per a share which is undervalued because it takes in account that KohlerCo. is planning to remain a private company * Shareholders are suing because they believed this value was heavily discounted and believed the value to be $273,000 * A month ago the share was trading for $103,600 * The shareholders are taking Kohler CO. to court to get a better share price, however, this could be devastating for Kohler and may make more sense to settle with the shareholders outside of court * When calculating share price it was assumed that the company was not going pubic anytime soon, making sure not to add a premium to the price * Found that the DCF done by Kohler was fair when calculated with historical data and trends. * When calculating the Book value of the company I took the (TA-TL)/ # shares = $146,619. This was for the year 2002. * The value was in between the both offerings, but needs to be discounted as they are not the most liquid assets. * Kohler’s predictions till the year 2002 looks to be accurate based on historical trends, so I used that and projected 2003 * In the DCF, I found...

Words: 674 - Pages: 3

Premium Essay

The Vega Food Co. Case Study

...The Vega Food Company Case five gives us a prime example of a family business that was nearly broken due to poor communication between family members. The Valle family and their business, The Vega Food Company, recovered from the down times with strength and unity; however, it was not without the careful leadership of a few key family members. It is clear that without the intervention of Francisco Valle Jr., the company and family may have suffered a much different outcome. Francisco Valle Jr. dedicated himself to fulfilling his father’s legacy. As the only son he slips smoothly in to his father’s footsteps by investing his time in his father’s company; while his other siblings had invested their lives in other areas. However, his sisters felt entitled to benefits from their father’s work. It is clear how they would get this idea, after learning that Francisco Sr. simply gave one of his daughters 650,000 dollars in order to buy a house. How should this seem fair to Francisco Jr., who has put all of his efforts towards helping the business; yet, his sister receives “something for nothing.” Francisco Jr. later balanced this extreme gesture of generosity by adjusting distributions to equalize the other sisters with a gift of comparable value. Although this may seem to be a bad move from a business stand point, I see it as a vital move that brought the family back together and enabled them to put the past behind so that they may work towards future goals. Francisco Valle Sr...

Words: 557 - Pages: 3

Premium Essay

William Scott and Co. Ltd. Case

...Subject: Labour Relations Assignment - William Scott and Co. Ltd. Case 1. Summarize the key FACTS in point form * Wm. Scott & Company Ltd, a poultry-processing company, is the employer * Canadian Food and Allied Workers Union is the griever * The union requested the Board to review an arbitration made under collective agreement between the company and member of union * The award is the dismissal of Margaret Martelli on September 4, 1975 * She called a newspaper and reported that employees were never asked to do overtime to keep up with the poultry meat that was backing up * She also mentioned that the company had many inefficiencies and mentioned the time women were wasting arguing everyday over irrelevant things as the use of a hose * The company deemed these reports were false and unfounded and Margaret knew that * Margaret was dismissed before this event, but was reinstated in April 1975 after an arbitration board substituted the dismissal with a year of suspension * The Arbitration Board found her comments to be unwarranted, and found she was justly dismissed and did not substitute the company’s decision as done before * The union appealed the decision to the BC Labour Relations Board * The Board denies application under section 108 * After the Board considered the facts involved in Margaret’s dismissal, it considered her suspension as a disciplinary action, where a second opportunity was given, but since the......

Words: 266 - Pages: 2

Free Essay

The Dim Lighting Co. Case Analysis

...represented requirements and practices. Skills in identifying and resolving customer problems. Skills in oral and written communication Skills in operating office and technological equipment Ability to work as a team player Ability to work independently and meet company goals. Ability to follow oral and written instructions. Ability to organize work, activities, and manage your own energy. Education and Experience A high school diploma or equivalent. 6 months experience as a customer service represented The willingness to undergo training Courses in computer, English or business are helpful. Physical Requirements Must be able to lift 20lbs. Must be able to hear well enough to communicate with customers, vendors, management and co-workers. Must be able to see well enough to read and write reports. Must be able to stand, walk, and bend throughout the office area. Must be able to stoop, and kneel to pick up paper products or manuals. Must be able to type and use office equipment. Working Conditions: Normal working conditions absent extreme factor. Note: The statement herein are intended to describe the general nature and level of work being performed by employees, and are not to be construed as an exhaustive list of responsibilities, duties, and skills required of personnel so classified, furthermore, they do not establish a contract for employment and are not to be construed as an exhaustive list of responsibilities duties, and skills required of......

Words: 1933 - Pages: 8

Premium Essay

Case Study of Beta Management Co.

...|September |-4.89 |-13.04 |-1.91 | |October |-0.41 |0 |-12.5 | |November |6.44 |1.5 |17.26 | |December |2.72 |-2.56 |-8.53 | Original handout has Figures 1 and 2 depicting Monthly Returns of California R.E.I.T. vs. S&P 500 Index Fund and Monthly Returns of Brown Group, Inc. vs. S&P 500 IndexFund. I am working on getting these graphs for you, but as yet do not have them. However, I was told that they were not necessary to answer the questions, just there to provide further clarity on the case. If you do need them, please advise and I will definitely get them to you. Thank you....

Words: 1243 - Pages: 5

Premium Essay

Rendell Co. Case Analysis

...Case 3-3: Rendell Company Key Issue: The need for a change in the controller relationship. From a “Dotted Line” approach  to a “Solid Line” approach Dotted Line: divisional controller reports to the divisional general manager. Some decisions (hiring, compensation) are to be be discussed with the corporate controller Solid Line: divisional controller reports directly to the corporate controller. • Manufacturing company: 7 operating divisions, all responsible for the manufacturing and marketing of a distinct product line. (Smallest: $50M Biggest $500M) • James Hodgkin: President Fred Bevins: Corporate Controller Old controller organization • Corporate Control Organization is responsible for: a) financial accounting b) internal audit c) analysis of capital budget • Budget Control System were prepared by each division and submitted to top-management (little analysis) Present controller organization • Hodgkin (controller at this time), thought it was essential that corporate control organization played a more active role in establishing budgets and analysing performance o Bevins worked the same way once he was named controller • Divisional Controllers reported to Divisional general managers o Corporate controller were consulted when hiring new divisional controllers or increasing divisional controllers salary • Budget and performance reports from each division is the responsibility of that division’s general manager (with the assistance of......

Words: 607 - Pages: 3

Infinity Gauntlet Aftermath (2013) (Digital) (F2) (Kileko-Empire) cbr | Bigfoot Presents: Meteor and the Mighty Monster Trucks | Knowing Brother Episode 142