Kmart's main weakness was that it had an aspiration to be all things to all people its dabblings in drug stores, home improvement stores, bookstores, cafeterias and specialty stores in the 1980s and early 1990s seemed to spread the company very thin. This focus on diversification is just one example of how the retailer has often not made the wisest choices when faced with a tight spot. By the 1980s, just before the rise of Wal-Mart, Kmart had become complacent. It believed it would be the king of discount retailing, now and forever. It didn't perform an accurate SWOT analysis, but to be fair, who could have seen the rise of Wal-Mart to the position of the world's number-one retailer? Still, as Wal-Mart built new stores in town after town, supported by cutthroat pricing and solid logistics, Kmart's complacency would cost them. Part of the problem was that as Wal-Mart was pouring money into information technology (IT), Kmart's IT budget continued to shrink not just once, but several years in a row. While Wal-Mart's logistics and supply chain management got sharper, Kmart's stagnated. And while Wal-Mart was able to squeeze more value out of its stores and its systems, Kmart lost ground. By the time Kmart had finally decided to start devoting more resources to IT, it was so far behind Wal-Mart that catching up would have been a near-impossible task without the recession in the early part of this decade. With the effects of the recession taken into account, Kmart instead was consigned to also-ran status among discount retailers. Another problem was that Kmart did not correctly anticipate customer needs. For instance, let's say that Kmart buys a new style of shirt and stocks it in pink, yellow, green and blue. Further, let's say that the blue shirts sell out immediately; the store is left with inventory of the three other colors. Yet Kmart doesn't reorder the blue ones because 75 percent of its inventory is still unsold it's still got plenty of
is due to the fact that there is a global safety standard and there are several precautionary measures in place to minimize the damage and potential for fail. If there are so many precautions and safety nets, this gives rise to the question: “What went wrong in Japan then?”
There are several aspects to why the disaster happened in Japan. One of the most prominent one is the fact that the reactors that failed in Japan were Mark 1 boiling water reactors designed by General Electric in the 1960’s….
What went wrong at AIG?
Despite US$110 billion in annual sales and assets in excess of US$1 trillion, on the 16th of September 2008, AIG accepted the Federal Reserve’s US$85 billion rescue package in order to prevent itself from facing a Chapter 11 filing. In exchange, AIG had given a 79.9% stake in the company to the government and also the right to suspend dividends previously issued to common stock and preferred equity. In all, US$184 billion in shareholder value was wiped out in less than a….
HIH; What Went Wrong?
During 2000 at the Institute of Actuaries annual seminar on general insurance, two senior actuaries, Peter McCarthy and Geoff Trahair, presented a paper that rang alarm bells for HIH Insurance. Even though HIH was not mentioned in the paper [entitled “Lack of industry profitability and other stories”] the insurance industry was accused of under pricing policies, pressuring actuaries to reduce the projected level of outstanding claims liabilities and….
RECONSTRUCTION, WHAT WENT WRONG
I. Historiography of Reconstruction
A. Early Views
Journalists, Poets, & Rebels
Negative view of Reconstruction
Sidney Andrews, The South Since the War (1866)
John Dennett, The South as It Is.
Southern frame of reference
Sidney Lanier (poet)
Attempt to justify Civil War
B. Early Professional Historians
John Ford Rhodes
Blamed North for problems of Reconstruction’
Claimed Black Rule….
What Went Wrong at Mattel
The toymaker is recalling more dangerous toys made in China. Its troubles may be a warning sign for other multinationals
Elmo, Barbie, Big Bird, and Dora. They are some of the most familiar and best-loved children's characters. Now they're caught up in the global debate about the safety of Chinese-made products.
Mattel (MAT), the world's largest toymaker, announced on Aug. 14 an expanded product recall, involving vehicles based on the hit movie Cars that had lead paint….
WHAT WENT WRONG WITH SATYAM?
PROFESSOR J. P. SHARMA
J.P Sharma, Professor of Law & Corporate governance, Department of Commerce, Delhi School of
Economics, University of Delhi
WHAT WENT WRONG WITH SATYAM?
Till about two decades ago corporate governance was relatively an unknown subject. The subject
came into prominence in the late 80’s and early 90’s when the corporate sector in many countries
was surrounded with problems of questionable corporate policies or unethical practices….
Airbus A380: What Went Wrong?
[pic]Published by Miqdad Sibtain on March 12, 2009 in Opinions
“In most airline programmes of this size – including those of our competitors – things can run a little later than originally planned.” – Airbus spokesman.
“I am extremely sorry vis-à-vis investors that have placed their confidence in EADS. This
announcement came as a big blow. But we will create recovery.”
- Noel Forgeard….
What Went Wrong With Forzani’s Group
Managing a company is not the easiest thing to do. That being said, there are many factors in helping your company grow. Over the years a company will ‘evolve’ so to say, and will not be the same as it was 10, 20 maybe 50 years ago. Lately, Forzani Group Ltd. Has not has been doing as well as it was in the past. ‘Not so long ago, this Calgary-based company was considered an unrivalled league leader, with more than 390 stores nationwide, and….
What Went Wrong at Cisco in 2001
What Went Wrong at Cisco in 2001
– Scott Berinato, CIO August 01, 2001 There’s Cisco Before and Cisco After, and the two crossed paths, awkwardly, this past April. Cisco Before was CFO Larry Carter writing in April’s Harvard Business Review about the San Jose, Calif.-based company’s "virtual close" software. "We can literally close our books within hours," Carter boasted….
While not all crises can be foreseen, let alone prevented, all of them can be managed far more effectively if we understand and practice the best of what is humanly possible.
(Ian Mitroff, Gus Anagnos: ” Managing crises before they happen”)
1. What went wrong?
As we can see from the text of the case the several things went wrong in McDonalds Argentina.
1. First of all there were a lot of accidents of people compliance on the company’s food. It was quite usual for the call-center of….