ronGreg Newman ACC 707 Jones Ironworks 1) I agree with Freddie. The payment system would be more effective as a piece rate. This should effectively increase the employees’ incentive to produce efficiently. The piece rate will encourage higher production. It will benefit employees for them to know that if they work harder‚ they will get more money. Under the other system‚ they could work inefficiently and get paid the same amount as someone who was working much more efficiently. This encourages
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Jones Ironworks Inc. Background Frederick Jones was a master blacksmith who emigrated from England to Erindale‚ Ontario where he set up his shop. From this small shop‚ Fred Jones plied his trade‚ shoeing horses and making wonderful wrought iron works‚ using simple forges and hand tools. His works can still be found in the village of historic structures like St. Peter’s Church‚ a masterpiece that sits high above the Credit River. In the true spirit of Frederic Jones‚ all the products are
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Jones Distribution Case Finance Team -13 Executive Summary: The Company Jones Electrical Distribution was founded in 1997. The company distributes and wholesales electrical components. It is a sole proprietorship owned by Nelson Jones who is looking for a new banking relationship that will allow him to receive a larger loan to sustain his business. Even though the company has been turning in profits‚ the ineffective collection practice‚ not availing trade discounts on time and ineffective
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Corporate Solution at Jones Lang Lasalle March 6‚ 2012 Should the account management function be a cost center or profit center? Should Peter Barge recruit an internal or external candidate to be BoA’s account manager? Part A). We feel that this new account manager function should be considered as a cost center. Generally‚ account managers are points of contact in managing customer’s accounts with the business‚ and this is also true in JLL’s reasons for introducing an account manager. JLL
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institutional structures. The purpose of OEM coatings are for durable goods. Special purpose coatings are employed for special applications‚ environmental conditions‚ highway markings‚ and aerosol paint. In these segments‚ Jones•Blair Company produces and markets architectural paint under the Jones•Blair Company brand name. 2) Architectural paint industry and distributions In 1999‚ U.S. sales for architectural coating account for $5.6 billion ($13B * 43%). Because of growing of substitute products‚ such
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Shelly Kapur March 1‚ 2008 Jones-Blair Case Study Jones Blair Company is a privately held‚ regional paint corporation with a market comprised of 50 counties throughout the states of Texas‚ New Mexico‚ Oklahoma‚ and Louisiana. Its headquarters are located in Dallas‚ Texas‚ which is also home to the 11 county Dallas-Fortworth greater metropolitan area. These 11 counties represented 50% of total dollar sales for Jones-Blair in 1995 and serve as the business and financial center for the company’s
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Jones Blair Case SWOT Analysis: Strengths High quality products High quality service with Knowledgeable sales representatives that know customers personally Mature market 1-2% sales growth long-term Shelf goods 43% of total industry dollar sales Specialty paint stores & lumberyards most frequently patronized Distributes through 200 independent paint stores Maintaining margins while increasing R&D‚ material‚ & labor costs Market to major business/financial center (DFW)
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Jones Case Study Scenario 1: Since it seems like the Jones’ are set on having a family and that family is important to them this scenario will focus more on what could be best for them to do to make sure their family life is stable. In this scenario it seems to me that Jim needs to find a job closer to home that maybe works him a little less. He has stated that he would like to spend more time with his son and that could be achieved by working closer to home. The commute itself would save him
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Case: Jones Blair Company Question: 1. What share does Jones Blair have of the rural household market segment? Rural professional market? Answer: Rural Household Market Segment 14.6% Rural Professional Market Segment 56.3% Rationale: Household Professional TOTAL DFW (non-rural) $1‚800‚000/$33‚600‚000 = 5.4% $4‚200‚000/$14‚400‚000 = 29.2% $6‚000‚000/$48‚000‚000 = 12.5% Non-DFW (rural) $4‚200‚000/$28‚800‚000 = 14.6% $1‚800‚000/$3‚200‚000 = 56.3% $6‚000‚000/$32‚000‚000
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Jones Blair Case Analysis Executive Summary: Jones-Blair needs to increase their sales while keeping their margins consistent with limited resources on advertising and sales promotion. With the four different alternatives present‚ the chosen alternative is to hire another sales representative rather than cut prices by 20%‚ increase advertising to $350‚000‚ or keeping everything the same. WIth the additional sales force‚ JB should set forth their focus on the non-DFW household market. Problem
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