问答题

问答题

问答题

问答题

问答题

问答题

问答题

案例分析题Zones: Company information Zones is an overnight parcel delivery business. Since it was founded by the current CEO, it has grown rapidly due to a boom in online shopping. It now operates 1,000 delivery vehicles of various sizes. Recently, financial performance and market share have deteriorated. Zones has had no clear corporate vision, an excessive focus on financial objectives and inadequate systems to measure and manage performance of the underlying processes driving its financial performance. Business model Zones collection and delivery service uses delivery vehicles to transport parcels to and from local depots and individual addresses. Vehicles may also pick up parcels from the addresses to which they deliver. Each time the vehicle calls to pick up or deliver parcels is known as a stop, and the time of day for each stop is booked in advance. At the end of each day, vehicles, along with any parcels not delivered, return to the depot. Regardless of who pays for the service, Zones regards anyone to whom it delivers, or from whom it picks up parcels, as a customer. In the long term, the requirements of both of these groups for a competitively priced, reliable and flexible service will be similar. Performance improvement proposals The CEO believes that reductions in customer satisfaction and flexibility, caused by a decline in operational performance, may have led to the recent deterioration in financial performance and market share. It has been suggested that Zones use the Lynch and Cross performance pyramid (Appendix 1) to reverse this deterioration, and three new measures for operational performance have been suggested in Appendix 2. The CEO has stated that Zones corporate vision should be: To increase shareholder wealth by becoming the leading overnight parcel delivery business, providing quality, reliability and value for customers. It is also proposed to use the DMAIC (define, measure, analyse, improve and control) method to implement the six sigma methodology to improve the quality of delivery. Two measures have been defined in Appendix 3 which may help improve Zones delivery performance. Appendix 1 Lynch and Cross performance pyramid Appendix 2 Suggested new measures for operational performance Measure Description Vehicle utilisation Average utilisation of all vehicle capacity. This is measured by taking the average of vehicle load as a percentage of capacity when the vehicle leaves the depot at the beginning of each day and the vehicle load as a percentage of capacity when the vehicle returns to the depot at the end of each day. Capacity is measured either according to the internal volume or the length of the vehicle, depending on the type of vehicle being used. Fuel consumption Average litres of fuel per kilometre travelled for all vehicles. On-time stops Percentage of stops made within 30 minutes* of the booked time. * Zones receives complaints from customers relating to deliveries not made on time. Of these, less than 00001% relate to deliveries made within 30 minutes of the booked time. Appendix 3 Suggested new measures for improving quality of delivery using the DMAIC methodology Measure Description On-time stops Percentage of stops made within 10 minutes of the booked time. Failed deliveries Percentage of deliveries which cannot be made due to the customer being unavailable to take the delivery, or by parcels being incorrectly addressed. Currently, 5% of deliveries are failed and have to be returned to the depot. Required:

案例分析题Company information Achilty Retail (Achilty) is a stock exchange listed business which sells a range of clothes from a website to consumers in Beeland

案例分析题Perkin manufactures electronic components for export worldwide, from factories in Ceeland, for use in smartphones and hand held gaming devices

案例分析题Posie is a large business which manufactures furniture

案例分析题Cortinas Retail Clothing (CRC): Company information CRC started as a clothing retailer 20 years ago with one store

案例分析题Rezillos: Company information Rezillos Engineering (Rezillos) is a listed company, manufacturing pumps and valves for use in the chemical industries. These highly engineered components must be integrated into Rezillos customers own plant and equipment. The company has grown significantly via acquisition in the last 20 years to become a worldwide business. The overall objective of the company is to deliver sustainable growth in value to the shareholders by working in partnership with customers to deliver innovative and value-for-money solutions utilising the skills of the highly-trained workforce. The chief executive officer (CEO) has recognised that the company has been so focused on making acquisitions that it has not improved other aspects of management. He has asked you to produce a report for the board of Rezillos to cover a number of areas. Performance reporting system The CEO would like an evaluation of the performance reporting system used at the strategic board level by Rezillos. The current performance report used for the annual review at board meetings is given as an example (Appendix 1). Customer survey At the most recent round of meetings with stock market analysts, the board has been criticised about a customer survey whose results were announced at these meetings. The criticisms centred on the method of calculation, sampling and the disclosures in the press release. The board of Rezillos is concerned by the impact of this on their reputation in the market and needs to understand whether the criticism is justified. The press release and some further internal details about the method and the results of the customer survey are given in Appendix 2. Benchmarking proposal Rezillos has three divisions based in its three countries of operation (Beeland, Teeland and Veeland). In order to drive forward the integration of the divisions, the CEO has decided that they should be benchmarked against each other. He is aware that this is not the only method of benchmarking and so, initially, wants you to provide an understanding of the different types of benchmarking and an evaluation of the usefulness of the proposed type of benchmarking for the divisions. Finally, he has supplied data in Appendix 3 to allow you to complete the benchmarking exercise and comment on the metrics used and the results. It is now 1 December 20X8. Appendix 1 Note 1 Administration costs contain an allocation of product development costs to each division. Appendix 2 Press release from Rezillos: Customer survey results Rezillos has performed an extensive survey of its customer base and is proud to announce an average customer rating of 70 (out of 10). This bears positive comparison with a leading competitor of Rezillos who performed a survey last year scoring an average rating of 60. The survey asked for a customer rating on a scale of 0 to 10, where 10 was exceptional, 5 was good and 0 was unacceptable. End of press release Extract from Rezillos internal document on calculation of customer rating The survey was carried out by the staff at head office who sampled customers from all three divisions. Raw data Customer number Rating Account size ($m) Division 1 10 15 Beeland 2 9 33 Beeland 3 9 21 Beeland 4 6 64 Beeland 5 6 1520 Teeland 6 6 112 Beeland 7 6 105 Beeland 8 6 740 Veeland 9 5 210 Veeland Other notes: 1 The company has 180 customers in total. 2 The customer number is an identification number for administrative purposes. 3 Each division has its own marketing and customer support function although product development is a head office function. Appendix 3 (all data is for 20X8 unless otherwise stated) The benchmarking exercise is partly complete with the metrics requiring to be calculated identified by question marks. Beeland Teeland Veeland Benchmarking metrics Growth of market 85% 32% 50% Revenue growth 125% 32% 48% Operating margin 106% 128% 150% Inventory days 162 162 ? Order book growth 52% 53% ? Number of face-to-face interactions with divisions top 10 key customers 260 120 40 Percentage of revenue from new products introduced in the last three years 249% 290% ? Reduction in incident rate 34% 00% ? Utilisation of learning and development programme 120 126 ? Notes 1 The industry standard method of calculating incident rate is: Incident rate = number of incidents per year x 200,000/number of employee labour hours paid 2 The companys employees work on average 40 hours per week for 50 weeks per year. 3 Utilisation of learning and development programme is measured by the number of training days per employee. 4 Key customers are designated by the divisional management. 5 A single inventory management system has been implemented across the whole company. The following data has been collected to assist in the completion of the benchmarking exercise: Veeland Revenue from new products introduced in the last three years ($m) 163 Cost of sales ($m) 163 Inventory ($m) 267 Number of incidents (20X8) 68 Number of incidents (20X7) 74 Number of employees (20X8) 6,600 Number of employees (20X7) 6,250 Order book ($m) 20X8 932 Order book ($m) 20X7 885 Number of training days 6,450 Required: Write a report to the board of Rezillos to: