Adam Revo Relaunch Essay Example for Free

Adam Revo Relaunch Essay First of all we would like to Thank ALMIGHTY, Who is the source of all our knowledge and wisdom. Then we would particularly like to thank our respected instructor Mr. Yasir Ali Somro for providing us the opportunity to look into various aspects of Marketing. His teaching is very informative and beneficial for us in future. He has been very helpful to us in making the project and in gaining further knowledge. Then thanks to our Parents, Friends and Colleagues in making of this project. Moreover we are thankful to all our group members who have coordinated and cooperated in the making of this report. 1. Company Description The group was initiated by Sir Adamjee Haji Dawood (1880-1948) who also played a vibrant role in the birth of the state of Pakistan by acting as a financial advisor and supporter to Quaid-e-Azam Mohomed Ali Jinnah-the founding father of Pakistan. Sir Adamjees role as advisor gave birth to various economic institutions; the Muslim Commercial Bank (MCB), Orient Airways, and the Morning Star newspaper. These were primarily established at the behest of Quaid-e-Azam Mohomed Ali Jinnah to win support of Muslims of Pakistan and facilitate them in migration to Pakistan during the partition of India in August 1947. Adam Motor Co., an assembler of Chinese SUVs and pickup trucks in Pakistan introduced an indigenous automobile Called the Revo. It is a 3576 mm long hatchback, powered by either a 800 cc or a 1051 cc petrol engine, sourced from Wuling in China. Otherwise the car is built from local parts. Adam Revo was a city car made by the now defunct Adam Motor Company of Pakistan. It was the first car to be designed assembled in Pakistan. The Revo is being assembled at a plant in Karachi owned by Adam Motors. And the engine and transmission systems have come from China. The company plans to make 5,000units a year 2. Reasons of failure There are some main causes of failure of this project: Political As world is a global village now so foreign brands are easily available in the market. People tend to prefer foreign companies over local companies. If you want to grow your local automotive industry then one must first give tax leverage to this industry to protect their companies or else foreign companies would run the domestic country down to nothing. Lack of Government support Former Prime Minister Shaukat Aziz inaugurated Revo’s plant in 2003, Aziz promised Feroz Khan, the maker of Revo, to buy his car for the government as it was the cheapest in the country. Feroz Khan did produce suffice to cater the needs of Government who decided to buy Adam Revo instead of Mehran. The government could have easily bought 5,000-10,000 cars a year but it never fulfilled its promise and that was one of the major reasons why the project collapsed. Lack of funds Due to interest of Prime Minister, Feroz Khan produces enough to carter the Government. When Government never fulfilled its promise, debt pilled up then company had to go bankrupt. There weren’t enough funds left to rejuvenate this company and to pay off its debt. Road grip of tires Tires used were of cheap quality, bumps and surface imperfections in the road results in inevitably reduced grip on the road which leads to a harsh ride. Speed-o-Meter People didn’t like cheap Speed-o-Meter of Adam Revo, which reminds drivers of 19s car. Now days where stylish cars are easily available, people didn’t like buying car which gives them the feel of driving any vintage car so they pay extra just to have car with a bit of pizzas by paying 45-75000 extra. Lower Quality of interior plastic The car wasn’t good enough. The cheap plastic interior and hideous looks were not up to the expectations of the potential buyers of car, who rather preferred a used car than an Adam Revo. No Promotions/Advertising/Marketing plan Effective way of selling your product is to advertise it through Ads, Campaign and promotions. Adam Revo didn’t do its advertising its product; therefore only small part of the total population was aware of Adam Revo, rest still get baffled when asked about Pakistan’s first car Revo. People weren’t aware of Adam Revo how could it have earned profit. 3. Strategic Focus and plan Mission/Vision Adam Motor Company’s mission is to introduce vehicles with maximum indigenization, to price our vehicles most competitively with reliable quality, to realize highest customer satisfaction through 3S facilities, to export and to be a responsible corporate citizen. Goals Pakistani car industry to reach greater heights and eventually compete with larger car companies, within Pakistan and internationally. Core Competency and Sustainable Competitive Advantage Adam Motors believe that given the right environment and training, their people can be the best in the world. They believe that all their products must contain high indigenization, reliable quality and excellent after sale service Ansoff Matrix Market Penetration: Adam Motors will first try to capture market share by penetrating into market using Market-Penetration Strategy and to compete from well settled companies  like SUZUKI, HONDA, TOYOTA, and CHEVERLOTE excreta. These companies are already offering good cars and have established there names in Automobile industry. To penetrate into market Adam has its advantage of low price. Its biggest competitor is Mehran (cash cow for SUZUKI) in 800cc. Adam still has 70 to 80000 price difference from it. This strategy is appropriate for Adam Motors as there is a demand and the customers are looking for bargains. Adam Revo has an affordable price which can penetrate deep into the market for middle class people. After company increase its market share company can go for Product development strategy while developing new product for potential interest to its current markets. Once company establishes its reputation it can offer a new product in a new market by using diversification strategy. Porter Generic Strategies Cost Leadership When it comes to market Revo, Overall cost leadership Strategy is appropriate for Adam Motors to gain market. Adam Motors is considered to be lowest cost producer within industry. And there advantage over Mehran makes is highly affordable for the middle class people and giving company a competitive advantage over other automobile companies. 4. Situation Analysis SWOT Analysis Strength: The only Pakistani manufacturer: The plant can produce up to 7000-10000 cars per year. Adam Revo, Pakistan’s first automobile manufacturing industry having largest manufacturing facilities with an annual production capacity of 70,000 – 10,000 vehicles. The vehicles produced include cars, small vans, Pickups and Cargo vans. With proper management and effective marketing Adam Motor’s Revo can manufacture suffice to carter the demand and can hold more than 50% of Market Share. Low priced car. Adam Motor’s Revo biggest strength is its low price 70,000 to 85,000 cheaper  than Suzuki’s Mehran which makes this car highly affordable. With Government intervention this company can cater enough of the population. Excellence in installation of CNG kits Adam Motors have an enormous experience in the field of CNG/LPG. CNG kits installed in Adam Motors cars make it fuel efficient car with globally acclaimed CNG components installed. Impeccable increase in petrol prices is making implausible for middle class people to afford the overhauling cost of the car. Providing CNG kits will raise the bar for the industry to new greater heights. Weakness: Poor after sale service. After sales services is considered to be and integral part of customer services and a key determinant of customer satisfaction; while this may seem obvious but it’s not often done. Unfortunately, lack of emphasis on after sales services was observed, due to lack of resources and improper after sales services planning. Low Resale Value Revo was the Pakistan’s first car to make out to roads and had to face criticism. As a first company the quality of car and its parts used were not as good as it should have been which cause its unpopularity and its image had to taste dust therefore, when it comes to resale value the owner easily can lose 70,000 or more on selling. Pakistani buyers are cautious buyers who give the vehicle’s resale more importance. Competing in Pakistan only Growing up among some of the world’s biggest company like Honda, Suzuki, and Toyota is really hard job to do. With competitor having better resources, better research facilities and established brand name, it gets hard to compete. Low consumer awareness Since advertising and promotion directly relates to consumer awareness. One of the main reasons Revo didn’t survived was people weren’t aware of the  Revo. Advertising and promotion are useful factors in creating awareness among the consumer. Unfortunately Adam Motors didn’t indulge themselves in of the marketing. Lack of advanced technology. Advanced technology is competitive advantage. Unfortunately Adam Motors don’t posses modern technology which surely is Adam Motors biggest weakness. Adam Motors is competing with companies who posses advanced technology and have moved from traditional fuel cars to hybrid and electric cars. Unattractive structure. Revo looks was a major issue for buyer. It’s resembles to the three-wheeler china van. The shape of the car made it look quite ridiculous and unattractive. Poor material was been used in exterior and interior of the car. Adam Motor’s should have put more thought into the design and quality of the car. Opportunity: Capturing the market of low income people. Pakistan’s major part of population falls under category of middle class, lower middle class and lower class. To capture the people who have low purchasing power company must focus on the affordability of the product. Revo is cheap car even cheaper then Mehran. People with low income can easily afford this car and it’s overhauling expenses. People who have bikes and want a cheap spacious car to enjoy ride with their families can easily afford this fuel-efficient and cheap car. Enter in the market of 1300 cc cars. After getting its market share and reputation, Adam Revo can go for opportunity to capture market with 1300cc car and other models. As the only competitor in producing cheap 1300cc car is Suzuki who have been failed trying different variation in their 1300cc model cars. Large market size to operate. Demand of cheap cars in Pakistan is very high. There’s no second thought to it. Majority of Pakistan’s population belong to classes who can not afford luxurious cars and are interested in cheap, fuel- efficient cars. There is  big market for there car if they plan well and market there product efficiently they can target large market size. Economy of Pakistan. Growing local industry can ultimately benefit economy of Pakistan. Developing good reputation will induce other companies to make investment in Pakistan my doing joint venture production. Export Revo can also give benefit to Pakistan’s economy. Threats: Competitors (Pak Suzuki) Currently Pak Suzuki is largest car assembler and market leader in Pakistan automobile market. Pak Suzuki has more than 60% of the market share. Having effective after sales service and wide spread network of show rooms and EFI technology surely is Adam biggest competitor. Market perception. The perception of consumer of Adam’s Motors is that they provide cheap car with low quality. As long as Revo don’t take steps to induce people that there product are best use of their money, whatever car they come up with will not going to be accepted by the consumer. Load shedding of CNG in Pakistan. Load shedding of CNG is one of the big problems in Pakistan and company like Adam Motor who are totally dependent upon CNG as this is one of the main reason which makes this car overhauling expenses affordable. Sharp Increase in price of Raw Material. Increase in price of everything due to inflation is also a threat e. The cost raw material and labor have also increased which will result in expensive product making it unaffordable for consumer of low income. Ambiguity in political issue. In Pakistan the ambiguity in political issue is very high. Every now and then we get strangled by the strike conducted by different political parties making it very difficult for industry to match the quota. Sometimes even worker don’t come to work which increases the cost of production and delay in delivery. Internal Strengths and Weaknesses Offerings It offers Fuel-efficient highly affordable Chinese made engines car which are 10% to 15% cheaper than other local competitors. As demand of cheap cars is so high in Pakistan, providing cheap cars to consumer so could get their needs satisfied. Marketing: The key marketing objective of the company is to become the segment leader in 800 cc market It is the main concern to market the Adam’s Dreamer at an economical price, which would give a competitive edge. To duly anticipate in maintaining quality benchmark by maintaining the efficiency of automobile production unit by continuous research and development program, keeping in view the customer’s needs and a sound distribution system to attain the max of customer satisfaction. Adam Motor intention is to attain an increase in share of the urban population consisting of Karachi, Lahore, and Islamabad as well as in rural areas of Pakistan in automobile industry. The duly purpose to attain this target by direct frontal assault on the market and to re-launch the brand on a higher scale to eliminate the resistance from small competitors and taking on competition directly. Personnel/Management Company strives for skilled entities who value time and quality as crucial assets. Finance Manufacturing Research and Development (R D) External Opportunities and Threats Consumer/Social: Today, companies recognize that they cannot appeal to each and every buyer in the market place The reason of this problem is that buyers are too numerous, too widely scattered and too much wearied in their needs and buying practices; therefore, to reach the right person who is definitely a potential customer of your product is very difficult. Competitive: For the newly launched automobile company it is very challenging to get even very small shares of the automobile market when the giants like TOYOTA, SUZUKI etc. are already capturing the major market. Paksitan’s first car Technological Competing with other Economic Prime Minister Nawaz Sharif, Known for his decisions which helps economy of the country to grow. Providing subsidy to industrial sector will definitely help industry like ADAM COMPANY to grow. This is an opportunity was the company to go for this opportunity. Legal/Regulatory Industry Analysis Competitor Analysis (Porter 5 Forces Model, Defense Strategy, Attack Strategy) Company Analysis Customer Analysis (Segmentation/Targeting) 5. Market-Product Focus Marketing and Product Objectives Target Markets The cars target audience was envisaged to be Pakistans middle class car buyer. The company had planned to export the car in the future to other countries as well. Points of Parity (POP), Points of Difference (POD) Positioning 6. Marketing Program Product Strategy/ Branding Strategy, BCG Matrix Price Strategy: The price of Adams Revo was low as compared with the competitors but the features of the car were not up to the standard of the competitors therefore to compete with the competitors it is essential for the company to change the price in order to change its design to get profits. The increase in price should be less than the competitors price in order to maintain the market reputation of having a low priced car. People were seen to be satisfied with the price of the car, however, the major reasons which caused the car to flop were the low quality, performance style as well as the lack of promotion, therefore it is required by the company to reposition its product and promote it. The repositioning of the product and the promotional advertisement will increase the cost of the car which may result in the increase of prices. The price offer by the company is almost 20% less than its major competitor Suzuki Mehran. The company can afford an increase in price to a level which is less than Mehran in order to reposition its product Promotion Strategy: For repositioning first we will redesign the promotion mix to inform customers about the attributes, features of the Adam’s Dreamer along with its emphasis on life style and technical expertise. Pull strategy will be used for the promotion to build up consumer demand. If the strategy is successful, customers will ask dealers for Dreamer and dealers will ask Adam’s Motors to produce more. Sales promotion is one of the ways to encourage sales of our new Adam’s Dreamer. The company can give discounts on conducting different car fairs or in the exhibitions. They can offer discounts sales to different car rental organizations or the transport departments of different companies, by doing this Dreamer can achieve road presence which can broaden the future sales of Adam’s Dreamer Place (Distribution Strategy): Our market segmentation reveals that The Company’s product Adam’s DREAMER is not for the superior class, that is, upper-upper but also not for the upper-lower class of the country. The Adams Dreamer is basically for the, upper-middle class, Middle class and lower-middle class of the country The smaller areas of the country are the major place for the middle class of society. In order to reach the every middle class consumer of the country the Adam’s DREAMER must be available in all the seller cities of each province. Therefore Adams Dreamer dealership must be in Hyderabad,Sukkar (SINDH) Sialkot, Multan (PUNJAB) Chaman (BALOCHISTAN) Gigot (KHYBER PAKHTUNKHUA) The semi-urban cities of the country are the major place for the lower-Middle  class of society. In order to reach the every lower class consumer of the country the Adam’s DREAMER must be available in all the small cities of each province. Therefore Adams Dreamer must be in Rohri SINDH Okara, Sahiwal, MianwaliPUNJAB Pasheen BALOCHISTAN Abottabad KHYBER PAKHTUNKHUA 7. Implementation Company has a nonexistent demand and Latent demand. As marketing and promotion of Adam Revo was never have attempted. They share a strong need for the product which is cheap and can satisfy there needs but due non marketing strategy people were unaware of the product which causes non existent demand. 8. Evaluation and Control As per the survey done by the general public, the evaluation result was in favor of re-launching the car but there were few amendment needed to be made, for example the interior part and as well as engine including the suspension of the car.

The Adventures of Nigel and Corky :: essays research papers

The Adventures of Nigel and Corky †¦ They were on a rickety old plane that looked like I could’ve been flown sometime during the fifties, everyone was snickering and making comments about it when all of a sudden the engines started to sputter and die. The engines went out and the pilot was forced into attempting a crash landing, he dint do too good and the only survivors were Nigel Frumpton, a world famous explorer and professional treasure hunter and Corky, the pilots assistant, see Corky was a little slower than normal and the only reason he worked for the pilot is because the pilot felt sorry for him.   Ã‚  Ã‚  Ã‚  Ã‚  As they gathered all the supplies that were salvageable Nigel was trying to come up with some sort a plan. After they were ready Nigel explained to Corky that they were going to continue with the expedition while looking for some sort of civilization where they could get a hold of someone to come help them. It didn’t really look too likely for a while because they were stranded deep in the middle of the thick jungles of South America.   Ã‚  Ã‚  Ã‚  Ã‚  They started walking north figuring they would run into something after a while but they found something all too soon. Before Nigel knew he could hear Corky yelling for help about thirty feet away from him. Corky had wandered off a little bit and walked right into a big puddle of quicksand and was slowly sinking helplessly. Nigel had the think quick so he looked for something to throw Corky, he noticed long sturdy looking vines hanging off of a tree nearby and ran over to cut a vine down to toss to Corky as a makeshift life saver. In his rush to help he didn’t pay much attention to what vine he was grabbing, when he reached up and grabbed onto the closest vine to him he heard a very intimidating hiss from very close. As he looked down to see what was hissing he noticed the â€Å"vine† he grabbed wasn’t a vine at all it was a vine snake! Vine snakes are notorious for blending in with the vines of a long tree and striking on unsuspecting victims , releasing their extremely venomous poison into the victim killing them almost instantly. Nigel being the expert he was didn’t over react to the situation and calmly let go of the snake and at the same time quickly cut off a nearby vine from the tree and ran over to Corky, by this time he had sunk to his waistline and was getting pretty impatient with Nigel.

Chartered Market Technician

Chartered Market Technician (CMT) Program Level 1 Spring 2012 Reading Assignments The CMT 1 candidate is responsible for the material on a definition level. The candidate must understand the terminology used in these readings, be able to describe the concepts discussed in these readings, and be able to examine trends. The CMT Level 1 Exam measures basic, entry-level competence. The CMT 1 candidate should have a working knowledge of the basic tools of the technician. Exam time length: 2 hours Exam format: Multiple Choice Immediate scoring will be available this exams.CMT Level 1 Exam tests the candidate's knowledge of six basic areas of technical analysis: 1) Terminology of technical analysis 2) Methods of charting 3) Determination of price trends/basics of pattern recognition 4) Establishing price targets 5) Equity market analysis 6) Applying technical analysis to bonds, currencies, futures and options Listed below and on the following page are the reading assignments for the Level 1 Exam. The CMT candidate is responsible for knowing and understanding the entire list of reading assignments. ***********************************************************************************CMT Level 1 Exam Reading Assignments 1) MTA Code of Ethics (attached at the end of this document) 2) Edwards, Robert D. and Magee, John, Technical Analysis of Stock Trends, 9th Edition, CRC Press, Taylor & Francis Group, Boca Raton, Florida, c2007, ISBN 0-8493-3772-0 Chapters: 1. The Technical Approach to Trading and Investing 2. Charts 3. The Dow Theory 4. The Dow Theory in Practice 5. The Dow Theory’s Defects 5. 1 The Dow Theory in the 20th and 21st Centuries 6. Important Reversal Patterns 7. Important Reversal Patterns – Continued 8. Important Reversal Patterns – The Triangles 9.Important Reversal Patterns – Continued 10. Other Reversal Phenomena 10. 1 Short-Term Phenomena of Potential Importance 11. Consolidation Formations 12. Gaps 13. Support and Resistance 14 . Trendlines and Channels 15. Major Trendlines 15. 1 Trading the Averages in the 21st Century 16. Technical Analysis of Commodity Charts 16. 1 Technical Analysis of Commodity Charts, Part 2 17. 2 Advancements in Investment Technology 23. Choosing and Managing High-Risk Stocks 25. Two Touchy Questions 27. Stop Orders 28. What Is A Bottom – What Is A Top? 29. Trendlines in Action 30. Use of Support and Resistance 31.Not All in One Basket 38. Balanced and Diversified 39. Trial and Error 40. How Much Capital to Use in Trading 41. Application of Capital in Practice 42. Portfolio Risk Management 43. Stick to Your Guns Appendix â€Å"C† Technical Analysis of Futures Charts 3) Kirkpatrick, Charles D. and Dahlquist, Julie R. : Technical Analysis The Complete Resource for Financial Market Technicians, Pearson Education, Inc. , Upper Saddle River, New Jersey 07458, c. 2006, ISBN 10:0-13-153113-1 Chapters: 1. Introduction to Technical Analysis 2. The Basic Principle of Technical A nalysis – The Trend 3. History of Technical Analysis 4.The Technical Analysis Controversy 5. An Overview of Markets 6. Dow Theory 8. Measuring Market Strength 9. Temporal Patterns and Cycles 10. Flow of Funds 11. History and Construction of Charts 12. Trends – The Basics 14. Moving Averages 15. Bar Chart Patterns 17. Short-Term Patterns 18. Confirmation 19. Cycles 20. Elliott, Fibonacci, and Gann 21. Selection of Markets and Issues: Trading and Investing 23. Money and Risk Management Appendix â€Å"A† Basic Statistics Appendix â€Å"B† Types of Orders and Other Trader Terminology 4) Pring, Martin J. : Technical Analysis Explained, 4th Edition, McGraw Hill Book Company, New York, NY, c. 001, ISBN 007-138193-7 Chapters: 2. Financial Markets and the Business Cycle 3. Dow Theory 4. Typical Parameters for Intermediate Trends 5. Price Patterns 6. Smaller Price Patterns 7. One- and Two-Bar Price Patterns 8. Trendlines 9. Moving Averages 10. Momentum Principles 1 1. Individual Momentum Indicators I 12. Individual Momentum Indicators II 13. Candle Charts 15. Miscellaneous Techniques for Determining Trends 16. The Concept of Relative Strength 18. Price: The Major Averages 19. Price: Group Rotation 20. Time: Longer-Term Cycles 22. Volume: General Principles 23. Volume Oscillators 24. Breadth 25.Why Interest Rates Affect the Market 26. Sentiment Indicators 27. Applying Technical Analysis to the Theory of Contrary Opinion 28. Checkpoints for Identifying Primary Stock Market Peaks and Troughs 29. Automated Trading Systems 30. Technical Analysis of Global Stock Markets 31. Technical Analysis of Individual Stocks 5) Jeremy du Plessis, The Definitive Guide to Point and Figure, Harriman House LTD, 2009, ISBN 1-897-59763-0. Click on the following link to buy it at an MTA member’s special discount: www. updata. co. uk/shop/mtabookoffer. asp Chapters: 1. Introduction to Point and Figure Charts 2.Characteristics and Construction 3. Understanding Po int and Figure Charts 4. Projecting Price Targets Revised November 2011 Market Technicians Association CODE OF ETHICS Amended December 2004 The Market Technicians Association has established ethical standards of professional conduct which every Member and Affiliate shall maintain. The Ethical Standards set forth in 1 through 9 serve as a guide of professional responsibility and as a benchmark for ethical judgment. 1. Members and Affiliates shall maintain at all times the highest standards of professional competence, integrity and judgment.Said standards should be maintained, and members and affiliates should act with dignity and in an ethical manner when dealing with the public, clients, prospects, employees, fellow Members and Affiliates and business associates. This ethical standard requires strict compliance with the applicable laws and regulations of any government, governmental agency and regulatory organization which has jurisdiction over the professional activities of Members and Affiliates. This same ethical standard requires that Members and Affiliates abide by the Constitution and By-Laws of the Association, and all rules promulgated by its Board of Directors.Members and Affiliates shall not unduly exploit their relationship with the Association for commercial purposes, nor use, or permit others to use, Association mailing lists for other than Association purposes. 2. Members and Affiliates shall not publish or make statements which they know or have reason to believe are inaccurate or misleading. Members and Affiliates shall avoid leading others to believe that their technically-derived views of future security price behavior reflect foreknowledge rather than estimates and projections subject to reexamination and, as events may dictate, to change. . Members and Affiliates shall not publish or make statements concerning the technical position of a security, a market or any of its components or aspects unless such statements are reasonable and consist ent in light of the available evidence and of the accumulated knowledge in the field of financial technical analysis. New methods of technical analysis and modifications of existing concepts and techniques shall be fully documented as to procedure and rationale.Proprietary methods shall not be infringed, but this standard shall be a guide in the creation of proprietary products. 4. Members and Affiliates shall not publish or make statements which indefensibly disparage and discredit the analytical work of others. 5. Members and Affiliates shall not seek, disseminate or act on the basis of material, non-public (inside) information, if to do so would violate the laws and regulations of any government, governmental agency or regulatory organization relating to the use of inside information. . Members and Affiliates shall keep in confidence knowledge concerning the lawful private affairs of both past and present clients, employers, and employer’s clients. 7. When a Member or Affi liate recommends that a security ought to be bought, sold or held, adequate opportunity to act on such a recommendation shall be given to the Member’s or Affiliate’s clients, employer, and the employer’s clients before acting on behalf of either the Member’s or Affiliate’s own account or the accounts of immediate family members. 8.Members and Affiliates shall not copy or deliberately use substantially the same language or analysis contained in reports, studies or writings prepared by any author unless permission to do so is received, in advance, from the author. In the event the original author is deceased, or is otherwise unavailable to grant such permission, Members and Affiliates must ensure that the original author receives prominent and adequate credit for the original work. 9. Members who have earned the CMT designation shall use CMT after their name whenever and wherever appropriate.

Beck s Hybrids As A Regional Family Owned Seed - 953 Words

Beck’s Hybrids is a regional family owned seed corn company that serves farmers in Indiana, Illinois, Ohio, Southern Michigan, Kentucky, Iowa, Tennessee and Missouri. The main headquarters is located in Atlanta, Indiana. Beck’s has been in business for over 78 years. The business started in 1937 with just the family planting and harvesting the first six acre crop. At the time, Mr. Beck didn’t realize this launch was going to be a huge success for the second and third generations of the Beck family. Over time, the company expanded to the owner, his wife and a few farm employees. Today, Beck’s Hybrids has become the largest family owned seed corn business in the United States by recruiting and selecting talented people. In 1990, there were 15 full time employees and six of them were Beck family members. By 2006, there were 80 full time employees. Currently, there are over 500 full time employees. In the summer that number grows to over 700, that in cludes interns and summer help. Since 1990, their corn and soybean sales have increased 20% each year. I am going to identify the critical success factors that have made Beck’s Hybrids successful. People Attitudes and Actions Beck’s Hybrids employees are committed to the mission and attitudes and actions of the company. People with the wrong attitude are tough to manage; they consume tremendous amounts of management time and distract you from more value-adding activities (Murphy, M., 2011, p. 33). Bethany Gremel, HumanShow MoreRelatedThe Best Talent Will Ensure Future Success1936 Words   |  8 Pagesthe right team at Beck’s Hybrids has led them to recruiting and selecting the right people. Beck’s Hybrids is a regional family owned seed corn company. The main headquarters is located in Atlanta, Indiana. Beck’s has been in business for over 78 years. The business started in 1937 with just family planting and harvesting the crops. At the time, Mr. Beck didn’t realize this launch was going to be a huge success for the second and third generations of the Beck family. Over time, the companyRead MoreExploring Corporate Strategy - Case164366 Words   |  658 Pagescrack-down: If they say ‘we’re going to kill you’, you know what you’re up against. But the threats [from London’s East End drugs gangs] are much more sinister. The word is fed back that if the business is cut off, they will follow you home, go for your family, stab you or murder you.2 But Palumbo persisted in making his club a safer, cleaner environment. During the 1990s, he campaigned nationally against the use of drugs in youth venues. Thus the Ministry of Sound led in the transformation of club cultureRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesMarketing Manager: Nikki Ayana Jones Senior Managing Editor: Judy Leale Production Project Manager: Becca Groves Senior Operations Supervisor: Arnold Vila Operations Specialist: Cathleen Petersen Senior Art Director: Janet Slowik Art Director: Kenny Beck Text and Cover Designer: Wanda Espana OB Poll Graphics: Electra Graphics Cover Art: honey comb and a bee working / Shutterstock / LilKar Sr. Media Project Manager, Editorial: Denise Vaughn Media Project Manager, Production: Lisa Rinaldi Full-Service