Alex Cameron took over the reins of his family business after his graduation‚ and when he did‚ Cameron Auto Parts was immediately faced with a big financial crisis. When he took over the company in 1991‚ sales in 1990 dropped to $48 million and for the first six months of 1991 to $18 million. Cameron Auto Parts also lost $2.5 million in 1990 and the same amount in the first 6 months of 1991. Market forces‚ such as the Japanese taking an increasing share of the market‚ were driving the North American
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Cameron Auto Parts Executive Summary Cameron Auto Parts was founded in 1965 in Canada by the Cameron family to seize opportunities created by the Auto Pact (APTA) of 1965 between the United States and Canada. The APTA allowed for tariff-free trade between the Big Three American automakers and parts suppliers and factories in both countries. The one caveat in the APTA to qualify for the zero-tariff trade was that companies must maintain assembly facilities on both sides of the border. Cameron
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CAMERON AUTO PARTS ✓ Case Analysis: Cameron Auto Parts was founded in 1965‚ as consumer’s they haver three biggest car manufacturers. Cameron Auto Parts began having crisis in 2000 due two major problems: the first is about the drop in sales that were stopped at $ 48 million and in 2001 dropped to $ 18 million‚ and the second one is because the entry of Japanese competition to the market. Because of these losses Alex was in need for modernization‚ for this I borrowed $ 10 million. In 2001
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. iner Schnauf r fe In rna i le Koopera ion und L te t ona t izenzvergabe Sciences Un ivers ty o App i i f led PRESENTATION: GRO U P 1 CA M E R O N AUTO PARTS (PART A) Kai -Uwe Heesch Knut K rchmann i Nav Nazemian id Siegrun Pache Ni Peters ls Tim Ste fens f Ste ie Wasner fan Group 1 Cameron Auto Par (Par A) ts t © a lcopyr ghts waterproo concepts l i : f Prof Dr Ra . . iner Schnauf r fe In rna i le Koopera ion und L te t ona t izenzvergabe
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MGMT 4850 Cameron Auto Parts 1. Should Cameron have licensed McTaggart or continued to export? Cameron Auto Parts has many factors to consider when addressing the future of their company. While Cameron has had their eye on expanding internationally‚ they must also consider how using licensing‚ as opposed to say FDI‚ for international expansion will affect Cameron’s control of the business. Cameron is said to have close relationships with whom they do business with‚ and the lose of control and possible
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The paper provides an assessment of the Cameron Auto Parts company‚ including their expansion into Europe as well as their restructuring initiatives. The paper also discusses the auto parts market and the general downturn in the industry. The paper believes that Cameron Auto Parts need to pull through the hard-times through an effective combination of cost-cutting‚ efficiency-adding and innovation‚ before the industry picks up again. "Cameron Auto Parts functions within the automotive industry‚
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Case 1-1 Cameron Auto Parts Chapter One – Page 14 Adnan Saqf Elhait Facts and figures: According to the data provided in the case‚ it was easy to spot the financial problems that Cameron faced and how Alex managed to rescue the company from a bankruptcy by reducing costs and introducing diversity of products. By the end of 2003‚ the situation at Cameron was back to normal‚ although there was a need to invest in a new production plant in order to separate the flexible couplings’ production
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Cameron Auto Parts was founded in 1965 after the signing of the U.S. and Canada Auto Pact. The main consumers were the Big Three automotive manufacturers and the company prospered in this new business environment. In 2000‚ problems started to occur in the company. First‚ a consequent drop of the sales of more than 50% happened. Second‚ the Japanese were great competitors and took advantage of the market opportunities in Canada. Alex took the control in 2001 in order to implement a process of modernization
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were available to Cameron? What are the advantages and disadvantages of each? The business potential of flexible coupling was evident to Alex. The salespeople were looking for 35$-40$ million during 2004. He realized that the plant can’t hold both lines (OEM and flexible coupling). The costs of expansion were too high and required many of the company’s resources. The company’s cash flow couldn’t support a plant expansion. The flexible coupling industry is different than the auto industry. Every dollar
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1. Cameron was right to have licensed to McTaggart. Expansion strategies‚ as discussed in class‚ have different barriers and costs. For example‚ for Cameron to have entered a joint venture with the company would have cost both sides a lot of money and time. For Cameron to have expanded into the UK - what Andy had argued - would have been the most expensive and time consuming of the four options. The company definitely has money‚ however the extra cash needed to finance such large operations isn’t
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