Aston-Blair had suffered significant loses in the first quarter of 1991 and expected even worse in the second quarter. Casey (vice president of marketing) and Trott (vice president of corporate planning) were asked to reexamine the company’s procedures for forecasting sales‚ which was considered as one of the several underlying problems contributing to the firm’s poor performance by Aston‚ the CEO and chairman of the board. Bacon was asked to form a task force to do the task‚ and after some discussion
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GIVEN BELOW: 1) Starting up the task force i) Inadequate Team Structure – Wrong Selection Procedure Both Trott and Casey had concluded that the major area for task force to study should be the Marketing Division. In that case at least one of the market managers should have been in the team. Only product managers were included in the task force which was not a good decision on Trott‚ Casey‚ and Bacon’s part.
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1. At the end of the case‚ Bacon finds himself in a difficult situation due to the leaking of confidential company information. This major problem stemmed from the fact that Bacon withheld an important document from Meir and the rest of the task force team. Dr. Cornelius was informed of Bodin’s 6 summary statement report which suggests that the regional sales managers were consistently overstating their sales estimates in order to ensure adequate inventory and rapid delivery. Bodin shared his findings
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Sam Moore 10/2/2014 BA 5401 Case Analysis – Martin Blair This week’s case focuses on restaurant owner Martin Blair’s two recently opened establishments‚ Pizzetta and Viva Italia‚ and concludes with Blair wrestling with the idea of expanding his business and opening more establishments in the Charlotte area. Particularly‚ he is considering expansion by franchising of either‚ or both restaurant concepts. Blair is thorough in his evaluation of the climate for expansion‚ and has done ample research
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Marketing case : Jones Blair 33 The US paint industry is a maturing industry (13 billion – slow growth rate) divided into three segments : * 43% : architectural coatings * 35% : original equipment manufacturing coatings * 22% : special-purpose coatings There are 3 types of distributors : * 50 % : mass merchandisers * 14 % : specialty paint stores * 36% : hardware and lumberyards The are 3 types of clients : - 50% : do-it yourself painters - 25% : professional
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Background and Problem Definition The case describes the competition in U.S. paint industry and also about Jones Blair Company which deals in architectural paint and paint sundries. The problem definition in the case study depicts a meeting of company executives where discussions are made that how to deploy corporate marketing efforts of the company in order to increase the sales‚ as peak painting season is approaching soon. Market and Industry Analysis Paint Industry: The industry is divided
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ASTON-BLAIR‚ INC. CASE ANALYSIS Aston-Blair is a producer of "precious metal alloys and other specialized alloys for commercial and industrial use" (Aston-Blair Case‚ 1999: M-6‚ 13). At the time of the case‚ this company is experiencing difficulties due to the economic slowdown that occurred in the early 1990s and the declining price of gold‚ caused by the start of the Gulf War. At the end of an executive committee meeting‚ Wynn Aston III‚ CEO of Aston-Blair‚ charged Peter Casey‚ Vice President
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2012 Jones Blair Case Study Jones Blair Company is a paint manufacturer that distributes paint to Texas‚ Oklahoma‚ New Mexico‚ and Louisiana with its manufacturing plant based in Dallas-Fort Worth (DFW). The main product line of the company is architectural paint with some line depth that they manufacture at their own plant; they also offer the sundries for painting towards their end customers. The sundries offered are not produced by the company itself but carries the Jones Blair brand logo.
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Jones • Blair case study Jones • Blair is a company that produces and sells architectural paint it also sell paint sundries which include paintbrushes and rollers. It caters to over 50 countries which are divided into two sectors the DFW area and the non-DFW area. Of the two the DFW area has been proven to be the most successful area for the company. In 1999 the company made 80 million in sales and 60% of this was contributed by the DFW area. There are two segments within the company’s main
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Control: A replication of the Aston study by John Child. A review Chrystal M Noronha Deepak Bhat Sommya Verma Kiran Jose Ignatius Sai Kumar Mahadevan We examine the work of John Child in his paper addressing the fallacies in the original Aston study findings and discuss the relation between Centralization and the structure of the organization‚ if any‚ is positively or negatively related. We try to draw distinctions in Child’s study and the original Aston Study and how it changed the perception
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