Red Bull
Luxor Technologies
1. Can the impact of one specific risk event, such as a technical risk event, create additional risks, which may or may not be technical risks? Can risk events be interrelated?
The technological risks identified in Exhibit I associated with advancements in scientific research and state-of-the-art developments pose a potential risk to other segments of Luxor’s processes. If those risks are not addressed, products manufactured by the company will not meet the standards required to market them. All risks associated with the advancement and improvement of processes, whether they may be related to technological or developmental events can have a domino effect on Luxor’s future.
2. Does the list provided by marketing demonstrate the likelihood of a risk event or the impact of a risk event?
All of the items on this list are descriptions of the impact the company will feel if they lose their competitive edge. The effects of losing their ground to their competitors, leads the marketing team to portray a grim future for the company stating ‘future layoffs’ , losing their marketing angle of ‘low-cost, high quality’ and having to share their company secrets with other suppliers as a reason for the company’s downfall.
3. How does one assign probabilities to the marketing list?
The marketing list is a description of the consequences of one risk: loosing the company’s technological edge. It appears the marketing department only fears the risk of not being the most technologically advanced company they assume all the risks mentioned on their list are separate entities when in fact they are the result of one risk.
4. The seven items in the list provided by the engineering are all ways of mitigating certain risk events. If the company follows these suggestions, is it adopting a risk mode of avoidance, assumption, reduction, or deflection?
The list created by the engineering department could be considered a risk reduction effort. All of their
1. Can the impact of one specific risk event, such as a technical risk event, create additional risks, which may or may not be technical risks? Can risk events be interrelated?
The technological risks identified in Exhibit I associated with advancements in scientific research and state-of-the-art developments pose a potential risk to other segments of Luxor’s processes. If those risks are not addressed, products manufactured by the company will not meet the standards required to market them. All risks associated with the advancement and improvement of processes, whether they may be related to technological or developmental events can have a domino effect on Luxor’s future.
2. Does the list provided by marketing demonstrate the likelihood of a risk event or the impact of a risk event?
All of the items on this list are descriptions of the impact the company will feel if they lose their competitive edge. The effects of losing their ground to their competitors, leads the marketing team to portray a grim future for the company stating ‘future layoffs’ , losing their marketing angle of ‘low-cost, high quality’ and having to share their company secrets with other suppliers as a reason for the company’s downfall.
3. How does one assign probabilities to the marketing list?
The marketing list is a description of the consequences of one risk: loosing the company’s technological edge. It appears the marketing department only fears the risk of not being the most technologically advanced company they assume all the risks mentioned on their list are separate entities when in fact they are the result of one risk.
4. The seven items in the list provided by the engineering are all ways of mitigating certain risk events. If the company follows these suggestions, is it adopting a risk mode of avoidance, assumption, reduction, or deflection?
The list created by the engineering department could be considered a risk reduction effort. All of their