Week 1 Homework Case StudyThis case

Week 1 Homework Case Study
This case describes a company that has been managed very well in the past but under new management installed three years ago is going in the wrong direction. As you read through the case The Rufus Company is described first on how it used to be and then where it is now. Identify the current strategic problems and suggest what management tools and strategies are available to them to correct the problems. Address why those tools and strategies should help further identify and help correct the problems. Answer the questions at the end of the case.
Strategy in Action: The Rufus Company

Introduction
“Rufus”
Attaining competitive advantage requires a proper, strategic management process comprising three phases: diagnosis, formulation, and implementation particularly in worldwide markets. Businesses thriving in the global markets do so because they are also able to utilize their systems, technologies, and knowledge efficiently and effectively traversing the entirety of the organization and responding appropriately to local populaces, cultures and work procedures.
One such organization that has used its knowledge and expertise to achieve competitive advantage in the past is the Rufus Company. The Rufus Company is a global business group involving many different specialties. It has been recognized worldwide for its innovation, expertise and global service. The Rufus Company sells business problem solutions in over 65 countries. But a new management team has now been in place for three years and some worry this team is resting on the laurels of the prior management team’s successes. The team doesn’t wanna change anything; they are happy with what the previous management team did
The Rufus Company’s competitive advantage was derived from the knowledge and skills of its employees. The Rufus Company strengths of expertise and innovation distinguish and differentiated the company in the markets in which it competes. The new management in order to stem the negative tide has deliberately chosen a set of activates similar to the competition where the strategy is based on the positioning of serving most or all the needs of a particular group of customers. Yet the company now often finds itself in situations where it seems to be lost as to what type of strategy the company is undertaking.

The waffling of what strategy to pursue may have caused other problems as well. Despite spending tremendous amount of time and resources, there's a mismatch between what has been designed and what is actually needed. Management is sometimes trying to figure out if a client received a product that was not what was ordered or if the client changed her mind altogether about the deliverable. There also appears to be conflicting requirements from multiple clients. The company is experiencing more situations more often were it is receiving new requirements just after they thought they had finished creating a product? Management has responded with an emphasis on improving operational effectiveness. The quest for productivity, quality, and speed has spawned a use of numerous management tools techniques: the resulting operational improvements have been frustrated by their inability to translate those gains into sustainable profitability. The company outperforms rivals for short periods but fails to deliver a greater value or even create comparable value at a lower costs for an extended period of time. The Rufus Company still has various areas where its expertise activities still flourish but over all customers seemed confused as to why the company’s products, service and advise is not up to expectations of years past.
The Rufus Company operates in a B2B (business to business) environment, providing customized products and services to its business customers. These include large household names such as Toyota, PepsiCo, Nissan, Valero Energy, Marathon Petroleum, and other Fortune 500 companies, as well as smaller niche companies dealing in specialized needs. Two factors have been noted regarding the actives involved in the process of acquiring these large accounts first it has caused more and more friction between departments, regions and workers. Second, the number of total accounts has shrunk and the rates of acquiring new accounts is negligible. Many managers are grumbling the B2B is not wooing customers from established positions nor drawing new customers into the company fold. In fact, some vendors have been commenting the competition within the company exceeds the market competition.
Products and Services
The organization has a valued past of working in liquid processing technology. It uses this expertise to design and develop specific products to manage the movement of liquids for customers in an assortment of markets. These comprise all energy markets, the medical devices market and the food and drink industry. By providing specialized products and services, The Rufus Company adds value for its patrons and helps them improve energy efficiency for maintaining a greener environment.
The business has five areas many of which rely on The Rufus Company’s core skills and competencies in liquefied control:
• Air or fluid flow control.
• Fluids control in heavy energy industries.
• Solutions for heating and cooling systems to reduce energy consumption.
• Cooling and dispensing equipment for consumer drinks.
• Creating Point of sales displays for retail sales outlets
The overriding concern regarding products and service began when the new vice president of operations came on board three years ago. He reorganized the operations. The results apparently were not to his liking as he second guessed his decisions and ever since he periodically orders on the spot changes. This method of process management causes confusion and disruption often follows. Once everyone knew what actions for which he or she was responsible. What was once a well-controlled and a seemingly-effortless project management process and implementation now is seen by the team, clients, and peers as a process in shambles.
Setting strategy

The Rufus Company’s vision is to realize market leadership in the global niche markets in which it competes. There are numerous diverse strategies an organization can select to accomplish its objectives. For example, these might include developing new products, growing by acquiring other companies or reducing costs. The Rufus Company’s strategy focuses on:
• growing business in its preferred niche markets
• hastening growth by advancing new products and emerging markets
• Sustaining large operating margins and reducing costs of manufacturing and costs within its supply chain.
The Rufus Company’s strategy brings together three key aspects:
• its skills in liquefied technology and innovation
• its market leading positions in its selected niche markets
• its exposure to markets which are benefiting from long term structural growth trends such as climate change and urbanization.
The Rufus Company calls the point of overlap between these three factors, the sweet spot. Where these three areas come together is known as strategic convergence. In the past information flowed horizontally across different parts of the company. However, under current management units behave like silos, forfeiting economies of scale and the transfer of best practices. It is an area where, The Rufus Company expects to realize strong market leadership, higher profit margins, superior product differentiation, and opportunities to meet global trends and to grow. Sixty percent of The Rufus Company’s operations are situated within the strategic sweet spot, with strategies to escalation this to over 70% over the next three to five years. Managements concern is the companies past history of success has not exactly catapulted to the present and there are fears the new management team lacks the strategic planning ability of the past management team. This belief is bolstered by reports from the field and line employee reports of not having the information they need to understand the bottom-line impact of their day-to-day choices. Deep down, many harbor a dread what could go wrong. After all, no one has a foolproof vision of the future, and while there may be strong instincts as to how things may develop any single projection of the future is clearly vulnerable to disruption by a range of different factors. If only there were a way to bring these fears into the open and gives one a rational and professional framework for exploring them.
Strategic convergence
Strategic convergence provides, The Rufus Company with a vibrant focus. At the sweet spot The Rufus Company’s knowledge and skills are providing products and services which the company believes will meet long term customer requirements and serve to give superior product differentiation. This means proposing products which do things competitor products cannot. This will enable The Rufus Company to maintain greater profit margins as well as achieving a solid market leadership and building higher barriers of market entry for competitors.
This strategy The Rufus Company defines as Competitive Engineering Advantage. By comprehending the requirements of the market and customers, The Rufus Company will be able to deliver customized products and services. This will build customer loyalty and enhance competitive advantage. There question is how does one analyze how well The Rufus Company is positioned to achieve its intended objective?
Business Competencies

The Rufus Company’s technical focus is on the precise and reliable control of liquids. However, with the new management team failing to maintain the leadership in the market place the former team had established The Rufus Company’s need to reassess its competencies in:
• Organizational Design-The deliberate process of configuring structures, processes, reward systems, and people practices to create an effective organization capable of achiev

ผลลัพธ์ (อังกฤษ) 2:

Week 1 Homework Case Study
This Case describes a Company that has been managed very well in the Past Three years ago but under New Management installed is going in the direction Wrong. As you read through the case The Rufus Company is described first on how it used to be and then where it is now. Identify the current strategic problems and suggest what management tools and strategies are available to them to correct the problems. Address why those tools and strategies should help further identify and help correct the problems. Answer the questions at the End of the Case.
Strategy in Action: The Rufus Company Introduction "Rufus" Attaining competitive Advantage requires a proper, comprising strategic Management Process Three phases: diagnosis, formulation, and implementation particularly in Worldwide markets. Businesses thriving in the Global markets do so because they are also Able to utilize their Systems, Technologies, and Knowledge efficiently and effectively traversing the entirety of the Organization and responding Appropriately to local populaces, Cultures and Work procedures. One such Organization that has used its. knowledge and expertise to achieve competitive advantage in the past is the Rufus Company. The Rufus Company is a global business group involving many different specialties. It has been recognized worldwide for its innovation, expertise and global service. The Rufus Company sells business problem solutions in over 65 countries. But a new management team has now been in place for three years and some worry this team is resting on the laurels of the prior management team's successes. The team does not wanna change anything; Happy with what they are did the previous Management Team The Company's competitive Advantage Rufus was derived from the Knowledge and Skills of its employees. The Rufus Company strengths of expertise and innovation distinguish and differentiated the company in the markets in which it competes. The new management in order to stem the negative tide has deliberately chosen a set of activates similar to the competition where the strategy is based on the positioning of serving most or all the needs of a particular group of customers. Yet the Company now often finds Itself in Situations where it seems to be Lost as to what the Company is undertaking Type of Strategy. The Strategy to pursue what waffling of May have caused Other Problems as well. Despite spending tremendous amount of time and resources, there's a mismatch between what has been designed and what is actually needed. Management is sometimes trying to figure out if a client received a product that was not what was ordered or if the client changed her mind altogether about the deliverable. There also appears to be conflicting requirements from multiple clients. The company is experiencing more situations more often were it is receiving new requirements just after they thought they had finished creating a product? Management has responded with an emphasis on improving operational effectiveness. The quest for productivity, quality, and speed has spawned a use of numerous management tools techniques: the resulting operational improvements have been frustrated by their inability to translate those gains into sustainable profitability. The company outperforms rivals for short periods but fails to deliver a greater value or even create comparable value at a lower costs for an extended period of time. The Rufus Company still has Various areas where its Expertise activities still Flourish but over all customers seemed confused as to why the Company's Products, Service and advise is not up to Expectations of years Past. The Rufus Company operates in a B2B (business to business). environment, providing customized products and services to its business customers. These include large household names such as Toyota, PepsiCo, Nissan, Valero Energy, Marathon Petroleum, and other Fortune 500 companies, as well as smaller niche companies dealing in specialized needs. Two factors have been noted regarding the actives involved in the process of acquiring these large accounts first it has caused more and more friction between departments, regions and workers. Second, the number of total accounts has shrunk and the rates of acquiring new accounts is negligible. Many managers are grumbling the B2B is not wooing customers from established positions nor drawing new customers into the company fold. In Fact, Some vendors have been commenting the Competition Within the Company Exceeds the Market Competition. Products and Services The Organization has a valued Past of working in Liquid Processing Technology. It uses this expertise to design and develop specific products to manage the movement of liquids for customers in an assortment of markets. These comprise all energy markets, the medical devices market and the food and drink industry. By providing specialized Products and Services, The Rufus Company Adds Value for its patrons and helps them improve Energy efficiency for maintaining a greener Environment. The business has Five areas many of which rely on The Rufus Company's core Skills and competencies in liquefied Control: • Air. or Fluid flow Control. • Fluids Control in Heavy Energy Industries. • Solutions for Heating and cooling Systems to Reduce Energy consumption. • Cooling and dispensing Equipment for Consumer Drinks. • Creating Point of Sales displays for RETAIL Sales Outlets The overriding Concern regarding Products and. service began when the new vice president of operations came on board three years ago. He reorganized the operations. The results apparently were not to his liking as he second guessed his decisions and ever since he periodically orders on the spot changes. This method of process management causes confusion and disruption often follows. Once everyone knew what actions for which he or she was responsible. What was once a well-controlled and a seemingly-effortless Project Management Process and implementation now is seen by the Team, clients, and peers as a Process in shambles. Setting Strategy The Rufus Company's Vision is to Realize Market Leadership in the Global Niche markets. in which it competes. There are numerous diverse strategies an organization can select to accomplish its objectives. For example, these might include developing new products, growing by acquiring other companies or reducing costs. The Rufus Company's Strategy focuses on: • Growing business in its Preferred Niche markets • Hastening growth by advancing New Products and emerging markets • Sustaining Large operating margins and reducing costs of Manufacturing and costs Within its Supply chain. The Rufus Company's Strategy brings Together Three Key. aspects: • its Skills in liquefied Technology and Innovation • its Market Leading Positions in its selected Niche markets • its exposure to markets which are benefiting from long term structural growth Trends such as Climate Change and urbanization. The Rufus Company calls the Point of Overlap between. these three factors, the sweet spot. Where these three areas come together is known as strategic convergence. In the past information flowed horizontally across different parts of the company. However, under current management units behave like silos, forfeiting economies of scale and the transfer of best practices. It is an area where, The Rufus Company expects to realize strong market leadership, higher profit margins, superior product differentiation, and opportunities to meet global trends and to grow. Sixty percent of The Rufus Company's operations are situated within the strategic sweet spot, with strategies to escalation this to over 70% over the next three to five years. Managements concern is the companies past history of success has not exactly catapulted to the present and there are fears the new management team lacks the strategic planning ability of the past management team. This belief is bolstered by reports from the field and line employee reports of not having the information they need to understand the bottom-line impact of their day-to-day choices. Deep down, many harbor a dread what could go wrong. After all, no one has a foolproof vision of the future, and while there may be strong instincts as to how things may develop any single projection of the future is clearly vulnerable to disruption by a range of different factors. If only there were a Way to bring these fears Into the open and gives one a Rational and Professional Framework for exploring them. Strategic convergence convergence provides Strategic, The Rufus Company with a vibrant Focus. At the sweet spot The Rufus Company's knowledge and skills are providing products and services which the company believes will meet long term customer requirements and serve to give superior product differentiation. This means proposing products which do things competitor products can not. The Rufus Company Will Enable this to maintain profit margins as well as achieving a Greater Solid Market Leadership of Market Entry Barriers and Building higher for competitors. This Strategy The Company defines as Rufus Competitive Advantage Engineering. By comprehending the requirements of the market and customers, The Rufus Company will be able to deliver customized products and services. This will build customer loyalty and enhance competitive advantage. How does one question is there Analyze How well Rufus The Company is Positioned to Achieve Objective its intended? Business Competencies The Rufus Company's Technical Focus is on the Precise and Reliable Control of liquids. However, with the New Management Team failing to maintain the Leadership in the Market Place the former Team had established The Rufus Company's Need to reassess its competencies in: • Organizational Design-The deliberate Process of Configuring Structures, processes, reward Systems, and people Practices. to create an effective organization capable of achiev.

ผลลัพธ์ (อังกฤษ) 3:

Week 1 Homework Case Study
This case describes a company that has been managed very well in the past but under new management. Installed three years ago is going in the wrong direction. As you read through the case The Rufus Company is described first. On how it used to be and then where it is now.Identify the current strategic problems and suggest what management tools and strategies are available to them to correct. The problems. Address why those tools and strategies should help further identify and help correct the problems. Answer. The questions at the end of the case.
Strategy in Action: The Rufus Company



"Introduction Rufus Attaining competitive." Advantage requires, a properStrategic management process comprising three phases:,, diagnosis formulation and implementation particularly in worldwide. Markets. Businesses thriving in the global markets do so because they are also able to utilize their systems technologies,,, And knowledge efficiently and effectively traversing the entirety of the organization and responding appropriately to local. Populaces.Cultures and work procedures.
One such organization that has used its knowledge and expertise to achieve competitive advantage. In the past is the Rufus Company. The Rufus Company is a global business group involving many different specialties. It. Has been recognized worldwide for its innovation expertise and, global service.The Rufus Company sells business problem solutions in over 65 countries. But a new management team has now been in place. For three years and some worry this team is resting on the laurels of the prior management team 's successes. The team doesn t.' Wanna change anything; they are happy with what the previous management team did
.The Rufus Company 's competitive advantage was derived from the knowledge and skills of its employees. The Rufus Company. Strengths of expertise and innovation distinguish and differentiated the company in the markets in which it competes.The new management in order to stem the negative tide has deliberately chosen a set of activates similar to the competition. Where the strategy is based on the positioning of serving most or all the needs of a particular group of customers. Yet. The company now often finds itself in situations where it seems to be lost as to what type of strategy the company is undertaking.

.The waffling of what strategy to pursue may have caused other problems as well. Despite spending tremendous amount of time. And resources there ', s a mismatch between what has been designed and what is actually needed. Management is sometimes trying. To figure out if a client received a product that was not what was ordered or if the client changed her mind altogether. About the deliverable.There also appears to be conflicting requirements from multiple clients. The company is experiencing more situations more. Often were it is receiving new requirements just after they thought they had finished creating a product? Management has. Responded with an emphasis on improving operational effectiveness. The quest for productivity quality,,And speed has spawned a use of numerous management tools techniques: the resulting operational improvements have been frustrated. By their inability to translate those gains into sustainable profitability. The company outperforms rivals for short periods. But fails to deliver a greater value or even create comparable value at a lower costs for an extended period of time.The Rufus Company still has various areas where its expertise activities still flourish but over all customers seemed confused. As to why the company ', s products service and advise is not up to expectations of years past.
The Rufus Company operates. In a B2B (business to business), environment providing customized products and services to its business customers.These include large household names such as Toyota PepsiCo Nissan,,,,, Valero Energy Marathon Petroleum and other Fortune, 500 companies. As well as smaller niche companies dealing in specialized needs. Two factors have been noted regarding the actives involved. In the process of acquiring these large accounts first it has caused more and more friction, between departments regions. And workers.Second the number, of total accounts has shrunk and the rates of acquiring new accounts is negligible. Many managers are. Grumbling the B2B is not wooing customers from established positions nor drawing new customers into the company fold. In. Fact some vendors, have been commenting the competition within the company exceeds the market competition.
Products and. Services
.The organization has a valued past of working in liquid processing technology. It uses this expertise to design and develop. Specific products to manage the movement of liquids for customers in an assortment of markets. These comprise all energy. Markets the medical, devices market and the food and drink industry. By providing specialized products, and servicesThe Rufus Company adds value for its patrons and helps them improve energy efficiency for maintaining a greener environment.
The. Business has five areas many of which rely on The Rufus Company 's core skills and competencies in liquefied control:
- Air. Or fluid flow control.
- Fluids control in heavy energy industries.
- Solutions for heating and cooling systems to reduce. Energy consumption.
.Education Cooling and dispensing equipment for consumer drinks.
- Creating Point of sales displays for retail sales outlets
The. Overriding concern regarding products and service began when the new vice president of operations came on board three years. Ago. He reorganized the operations.The results apparently were not to his liking as he second guessed his decisions and ever since he periodically orders. On the spot changes. This method of process management causes confusion and disruption often follows. Once everyone knew. What actions for which he or she was responsible.What was once a well-controlled and a seemingly-effortless project management process and implementation now is seen by. The, team clients and peers, as a process in shambles.


The Setting strategy Rufus Company 's vision is to realize market. Leadership in the global niche markets in which it competes. There are numerous diverse strategies an organization can select. To accomplish its objectives.For example these might, include developing new products growing by, acquiring other companies or reducing costs. The Rufus. Company 's strategy focuses on:
- growing business in its preferred niche markets
- hastening growth by advancing new products. And emerging markets
- Sustaining large operating margins and reducing costs of manufacturing and costs within its supply. Chain.
.The Rufus Company 's strategy brings together three key aspects:
- its skills in Liquefied Technology and innovation
- its. Market leading positions in its selected niche markets
- its exposure to markets which are benefiting from long term structural. Growth trends such as climate change and urbanization.
The Rufus Company calls the point of overlap between these three. Factors the sweet, spot.Where these three areas come together is known as strategic convergence. In the past information flowed horizontally across. Different parts of the company. However under current, management units behave, like silos forfeiting economies of scale. And the transfer of best practices. It is an area where The Rufus, Company expects to realize strong, market leadership. Higher, profit marginsSuperior product differentiation and opportunities, to meet global trends and to grow. Sixty percent of The Rufus Company s. ' Operations are situated within the strategic sweet spot with strategies, to escalation this to over 70% over the next three. To five years.Managements concern is the companies past history of success has not exactly catapulted to the present and there are fears. The new management team lacks the strategic planning ability of the past management team. This belief is bolstered by reports. From the field and line employee reports of not having the information they need to understand the bottom-line impact of. Their day-to-day choices.Deep down many harbor, a dread what could go wrong. After all no one, has a foolproof vision of the future and while, there. May be strong instincts as to how things may develop any single projection of the future is clearly vulnerable to disruption. By a range of different factors.If only there were a way to bring these fears into the open and gives one a rational and professional framework for exploring. Them.

Strategic convergence Strategic convergence provides The Rufus, Company with a vibrant focus.At the sweet spot The Rufus Company 's knowledge and skills are providing products and services which the company believes. Will meet long term customer requirements and serve to give superior product differentiation. This means proposing products. Which do things competitor products cannot.This will enable The Rufus Company to maintain greater profit margins as well as achieving a solid market leadership and. Building higher barriers of market entry for competitors.
This strategy The Rufus Company defines as Competitive Engineering. Advantage. By comprehending the requirements of the market, and customers The Rufus Company will be able to deliver customized. Products and services.This will build customer loyalty and enhance competitive advantage. There question is how does one analyze how well The. Rufus Company is positioned to achieve its intended objective?


The Business Competencies Rufus Company s technical focus. ' Is on the precise and reliable control of, However liquids.With the new management team failing to maintain the leadership in the market place the former team had established The. Rufus Company 's need to reassess its competencies in:
- Organizational Design-The deliberate process of, configuring structures. ,, processes reward systems and people practices to create an effective organization capable of achiev.