The DuPont company got its start when Eleuthère Irénée du Pont de Nemours fled France’s revolution to come to America, where, in 1802, he built a mill on the Brandywine River in Wilmington, Delaware, to produce blasting powder used in guns and artillery. In 1902, E.I. du Pont’s great-grandson, Pierre S. du Pont, along with two cousins, bought out other family members and began transforming DuPont into the world’s leading chemical company. In its second century, DuPont Corporation would go on to develop Freon for refrigerators and air conditioners; nylon, which is used in everything from women’s hose to car tires; Lucite, a ubiquitous clear plastic used in baths, furniture, car lights, and phone screens; Teflon, famous for its nonstick properties in cookware and coatings; Dacron, a wash-and-wear, wrinkle-free polyester; Lycra, the stretchy, clingy fabric used in activewear and swimwear; Nome, a fire-resistant fiber used by firefighters, race car drivers, and to reduce heat in motors and electrical equipment; Corona, a high-end countertop used in homes and offices; and Kevlar, the “bulletproof” material used in body armor worn by police and soldiers, in helmets, and for vehicle protection.
You became DuPont’s CEO right as “the world fell apart” at the height of the world financial crisis. Fortunately, you had early warning from sharply declining sales in DuPont’s titanium dioxide division, which makes white pigment used in paints, sunscreen, and food coloring. Sales trends there can be counted on to indicate what will happen next in the general economy, so you and your leadership team began working with the heads of all of DuPont’s divisions to make contingency plans in case sales dropped by 5 percent, 10 percent, 20 percent, or more. Many DuPont managers thought you were crazy, until the downturn hit. It was difficult, but with plans to cut 6,500 employees at the ready, you were prepared when sales dropped by 20 percent at the end of the year. But when that wasn’t enough, salaried and professional employees were asked to voluntarily take unpaid time off and an additional 2,000 jobs were eliminated. In all, these moves reduced expenses by a billion dollars a year. But one place you refused to cut was DuPont’s research budget, which remained at $1.4 billion per year.
One of the ways in which the Board of Directors measures company performance is by comparing DuPont’s total stock returns to 19 peer companies. Over the last quarter century, DuPont has regularly ended up in the bottom third of the list. This makes clear that you have one overriding goal: to restore DuPont’s prestige, performance, and competitiveness. The question, of course, is how? Before deciding, there are some big questions to consider.
The DuPont company got its start when Eleuthère Irénée du Pont de Nemours fled France’s revolution...
What Would You Do? Case Assignment Headquarters Delaware The DuPont company got its start when Eleuthère Irénée du Pont de Nemours fled France’s revolution to come to America, where, in 1802, he built a mill on the Brandywine River in Wilmington, Delaware, to produce blasting powder used in guns and artillery. In 1902, E.I. du Pont’s great-grandson, Pierre S. du Pont, along with two cousins, bought out other family members and began transforming DuPont into the world’s leading chemical company....
When the North American Free Trade Agreement (NAFTA) started in 1994, many were worried that large job losses in the U.S. textile industry would occur as companies moved production from the United States to Mexico. NAFTA opponents argued passionately, but unsuccessfully, that the treaty should not be adopted because of the negative impact it would have on U.S. employment. A quick glance at the data available 10 years after the passage of NAFTA suggests the critics had a point. Between...
Volkswagen's Hedging Strategy
1. Why did Volkswagen suffer a 95% drop in its 4th
quarter, 2003 profits?
2. Do you think the Volkswagen’s decision to hedge only 30% of
its anticipated U.S. sales was a good? Why or why not?
3. Do you think the Volkswagen’s decision to revert back to
hedging 70% of its foreign currency exposure was a good decision?
Why or why not?
Embraer and the Wild Ride of the Brazilian
Real
4. Is a decline in...
CASE ANALYSIS OF MONSANTO COMPANY: Give the following: 1. Central Problem 2. SWOC 3. ACAS (3 alternative courses of action) 4. RECOMMENDATION (choose the best ACA) 5. CONCLUSION MONSANTO COMPANY When you think of Monsanto, the phrase genetically modified likely comes to mind. The Monsanto Company is the world’s largest seed company, with sales of over $11.8 billion. It specializes in biotechnology, or the genetic manipulation of organisms. Monsanto scientists have spent the last few decades modifying crops, often by...
How did Samsung overtake Panasonic and Philips? What core competencies (resources and capabilities) did the firm possess that helped it to be successful? (Discuss the international strategy that Samsung executed.) Samsung Leadership Era: 2000–Present Samsung group was founded in 1938 by Byung-Chull Lee as a simple trading company in Taegu, Korea that exported basic goods such as dried fish, vegetables, and fruit before expanding into several business lines, including insurance, securities, and retail.43 In 1969, Lee decided to enter the...
Can you answer only question 5and 6 Questions: 1. How could the promotion of UK Hoover have been better designed? Be as specific as you can. 2. Given the fiasco that did occur, how do you think Maytag should have responded? 3. Comment on the following statement: “Firing the three top executives of UK Hoover is unconscionable. It smacks of a vendetta against European managers by an American parent. After all, their only ‘crime’ was a promotion that was too...
Is there one universal way for a MNC to motivate its employees around the world to exert maximum effort and be accountable for their results? case: Global Talent Management at Novartis I do not know how to give you the whole case Sourcing Talent Globally The company was actively involved in sourcing talent from increasingly dispersed locations. Managers were encouraged to keep an updated list of leadership talent. In addition, the company 7 708-486 Global Talent Management at Novartis had...
Define Starbucks’ niche in the coffeehouse marketplace,
both in its early days and today…
Discuss the factors that caused Starbucks' sales to
stumble in the mid-to-late 2000s. If you were the CEO at the time,
how would you have reversed this trend?
What comes next for Starbucks? What new marketing
strategies might the company develop to remain
relevant?
2. Company and Marketing Strategy Partnering to Build Customer Engagement, Value, and | Relationships CHAPTER PREVIEW In the first chapter, we explored...
Case: Enron: Questionable Accounting Leads to CollapseIntroductionOnce upon a time, there was a gleaming office tower in Houston, Texas. In front of that gleaming tower was a giant “E,” slowly revolving, flashing in the hot Texas sun. But in 2001, the Enron Corporation, which once ranked among the top Fortune 500 companies, would collapse under a mountain of debt that had been concealed through a complex scheme of off-balance-sheet partnerships. Forced to declare bankruptcy, the energy firm laid off 4,000...
Read the Article posted below, then answer the following
questions:
Mergers & acquisitions are a major form of
corporate diversification strategy, identify and discuss the top
three reasons why most (50-60%) of acquisitions fail to create
shareholder value.
What are the five major components of “CEMEX
Way” and why has this approach been so successful in
post-acquisition integration?
In your opinion, what can other companies learn from
the “CEMEX Way” as a benchmark for acquisition
management?
Article:
CEMEX: Globalization "The...