Sensor Case Study free essay sample

Few people realize how essential the sensor industry is to today’s society. Sensors can be found in almost everything we use on a day to day basis. America’s demand for smaller, lighter and faster products has driven the technology to innovate at a break-neck pace in order to keep up with the demand. According to the National Science Foundation, â€Å"incorporating new sensor technologies, manufacturers can bring new capabilities to their products while improving performance and efficiency. † (NSF, 2008) The sole shining star in the sensor industry was Sensors, Inc. , which supplied a large majority of the manufacturing industry with electronic sensors for their products. In late 2009, the Securities and Exchange Commission (SEC) broke up Sensors, Inc. due to its monopoly of the U. S. market. (Capsim, 2010) The SEC released a statement which justified their move by stating, â€Å"We cannot allow monopolies of this sort to impact an entire industry! The customers that utilize these sensors are being held hostage. We will write a custom essay sample on Sensor Case Study or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page † (Capsim, 2010) Sensors, Inc. was dissolved into six smaller organizations: Andrew, Baldwin, Chester, Digby, Erie and Ferris companies. A Fresh Start After Sensors, Inc. was dissolved, the assets and liabilities of the company were divided by the six new companies with each company controlling 16. 67% of the market. In 2010, over two-thirds of the sales for the new companies came from the low end and traditional segments of the market (see fig. 1). A break out star from the beginning, Andrews, Inc. saw a clear need to restructure their organization and focus on their attention on other, less crowded segments of the market. Under a new management team, the first mission for Andrews was to decide on a strategy that would allow them to be the standout in the market. Andrews decided to focus on a hybrid strategy that incorporated a broad approach to the market while focusing on three key segments to increase revenue in: Low End, High End and Performance. By focusing on three markets in the industry, the company was able to reduce marketing cost and focus attention their attention on the performance and high end segments which require significant amounts of RD and automation. Andrews sought to gain market share in their target segments by strategically positioning two products in each of their markets. Able (traditional) was to be moved to the low end segment, Agape (size) was to be moved to the high end segment, and a new product, Avenge, was to be added to the lineup in the performance segment. By 2011, Andrews, Inc. was able to establish a dominant presence in two of the three key markets. Focus on Innovation and Quality One of the key strategies for Andrews, Inc. was early and frequent innovation and automation. Because the company focused much of its attention on highly specialized segments of the sensor market, R D played a very import role in the strategic vision of the company. Given the nature of the industry, it is essential for the company to stay on the cutting edge of technology, especially for their high end and performance products. In the high end segment, ideal performance increased by 0. 9 units and size decreased by 0. 9 units each year. Buyers in the high end market value ideal product specifications as the most important factor in their decision to buy a product (43%). Buyers also value the age of a product (29%) when making their decision (Capsim, 2010). For the performance segment, ideal performance increased by 1. 0 units and size decreased by -0. 7 units each year. Buyers in the performance segment value a high reliability rate (43%) and ideal product specifications (29%). (Capsim, 2010) The buyers demand for a high quality product made it necessary to focus a large amount of their resources in those products. The company’s decision to focus on three markets, instead of the original five, allowed them to make the necessary changes without severe financial consequences. Andrews, Inc. also heavily invested early on in automating their factories which allowed the company to save money on labor because of the reduction in the production time for each product as the automation levels increased. (Capsim, 2010). The savings in labor cost helped reduce total variable cost which increased contribution margins. Although the company addressed their labor cost, their materials cost remained higher than the industry average. NamePrimary SegmentMaterial CostLabor CostContr. Marg. Automation Next Round AbleLow$4. 88$6. 4819%6. 0 AcreLow$4. 20$5. 8739%7. 0 AdamHigh$14. 11$5. 1942%8. 0 AftPfmn$13. 30$6. 8632%7. 0 AgapeHigh$11. 48$6. 4825%7. 0 AvengePfmn$14. 24$6. 8633%7. 0 In order to address the higher than average materials cost, the company began to invest in Total Quality Management (TQM) and Process Management initiatives. The company initially invested in CCE (Concurrent Engineering) and 6 Sigma Training, Continuous Process Improvement (CPI) Systems, and Vendor/ Just in Time (JIT) inventory which helped reduce material costs and labor costs as well as administrative overhead. Over the next two years the company sought to use TQM and Process Management initiatives to streamline and improve other areas of their operations. Andrews, Inc. was able to significantly reduce admin cost and R D cycle times by investing these initiatives. Process Mgt Budgets 2015TQM Budgets 2015Cumulative Impacts Channel Support Systems$1,500Quality Function Deployment Effort$1,500Material Cost Reduction7. 16% Concurrent Engineering$1,500CCE/6 Sigma Training$1,500Labor Cost Reduction8. 41% UNEP Green Programs$1,500 Reduction RD Cycle Time38. 31% Reduction Admin Costs43. 11% Demand Increase13. 49% Challenges After two successful years in business, Andrews, Inc. hit a wall. Other firms in the industry were gaining sales and market share while Andrews seemed to be running in place. One of the challenges Andrews faced was transitioning their products into their new segments. The company struggled to find a place for their Able product to be successful. As the differences in the segments began to grow, the company waited too long to definitively move the product into the low end segment. While the company’s original strategy of positioning the product between the low end and traditional segments was successful, having a product that didn’t quite fit into either segment negatively impacted sales and let to inventory carrying charges. Andrews also struggled to keep pace with the necessary R D changes necessary to compete in the high end market. The company unsuccessfully tried for three years to position their Agape product in the high end segment. Because the high end segment demands constant R D changes to keep the products up to date, the company wasted millions of dollars on a product that would ultimately never reach the company’s goal. The funds used for Agape would have been put to better use in R D for other products, stock buyback or long term debt repayment. Andrews ran into an issue with was the timing of the production of products. In 2014, Andrews made the mistake of allowing their R D projects to run through the final quarter of the year, leaving little time to produce most of their products. This oversight cost Andrews sales and market share and wasted funds on marketing. Another challenge for the company, and possible the most important was the large amount of long term debt the company owed. At the end of 2015, Andrews owed over $87 million in long term debt and roughly $12 million in short term debt. If the company continues to operate as it has, their credit rating will decline and stock prices will fall. Having such large debt is a liability and shows stockholders that the company’s funds are being mismanaged. In addition to large debts, Andrews, Inc. has oversold its stock. Andrews is in such a vulnerable position that there is a great risk of a corporate takeover. The company must immediately take steps to ensure that they retain ownership of their company. Restructuring Campaign While Andrews, Inc. is still a viable company, there is much to be done if it is to succeed in the future. The first option available is a merger with Baldwin, Inc. After the dissolution of Sensors, Inc. Baldwin struggled to gain its footing in the industry. The company refocused its strategy and gained some traction in 2014. A merger between Andrews and Baldwin would be beneficial because together because their strengths and weaknesses complement each other which would make for a powerful super company. One example of their complementary assets is Andrews highly automated factories and Baldwin’s lack thereof. By condensing factories, AB Sensors, Inc. would be able to cut labor cost and sell off the excess capacity. NamePrimary SegmentMaterial CostLabor CostContr. Marg. Automation Next Round BakerTrad$8. 81$8. 4536% 4. 0 BeadLow$4. 94$6. 5738% 6. 0 BidHigh$13. 97$9. 6635% 3. 0 BoldPfmn$13. 44$10. 5323% 4. 0 BuddySize$11. 25$11. 7528% 4. 0 Another complementary area for Andrews and Baldwin is their market share. Andrews has a strong presence in the Low End, High End, and Performance segments. Baldwin has focused its efforts on the Traditional, Size, High End and Performance segments. By combining their efforts, AB Sensors, Inc. would have control almost 50% of the Low End, Performance and High End segments. Andrews Market ShareBaldwin Market Share Another option for Andrews, Inc. is to hire an external consultant in order to shore up their finances. The company needs to repay its $88,850,000 long term debt and by back at least 50% of the stock issued in order for the firm to increase shareholder value and achieve an higher credit rating. The company should also set aside cash reserve to make capital improvements and eventually be able to pay dividends. I anticipate that the company would be able to achieve these objectives while still growing their presence in the industry over a seven year period. By following either of the strategies, the company will continue to provide highly specialized products to their customers and regain its position at the top of the market.

Mussolini knew that he could never influence those with education and culture, so his propaganda was solely aimed at the ignorant masses Essays

Mussolini knew that he could never influence those with education and culture, so his propaganda was solely aimed at the ignorant masses Essays Mussolini knew that he could never influence those with education and culture, so his propaganda was solely aimed at the ignorant masses Essay Mussolini knew that he could never influence those with education and culture, so his propaganda was solely aimed at the ignorant masses Essay How far do you agree with this assessment of Fascist propaganda? (1924-1936)It is true to say that much of the fascist propaganda implemented during Mussolinis dictatorship was created for the ignorant masses. However, the propaganda cannot be described as being solely aimed at typical Italians as other forms were used to reach the high cultured and educated members of the public.The use of the term ignorant masses has a specific context within this assessment. As the text describes what Mussolini knew and how he acted, we can understand the words to be thought of as Mussolinis interpretation of the general public. He was known to describe them as stupid, dirty, do not work hard enough and are content with their little cinema show (Robson), thus beneath him. Mussolini knew that they were the easier option and more susceptible to propaganda, he was aware of the educated and cultured posing a difficult task and almost a threat. His appeasement with this higher cultured group determines the level of propaganda taken upon the ignorant masses. However there were still forms of propaganda that did contact the high cultured and educated, whether intentional or not, and some attempts to reach those slightly less educated and cultured than the intellectuals.Fascist propaganda had many forms and ways to affect people. As Robson comments one must strike the imagination of the public: that is the real secret of how to govern Thats what Mussolini felt Visually high impact and vocally arousing propaganda was the most useful to the Fascists as at least 17% of Italy was completely illiterate throughout 1924-1936. This propaganda could affect the emotive aspect of human nature rather than the intellectual features. The mass media such as posters and radio were a way to impose propaganda upon the completely uneducated. Words are not necessary to crate an immediate and strong impact where the use of colour and image are. The poster for the Olympic Games displaying a javelin thro wer in line with an Italian soldier launching a grenade links Italian prowess in sport with war (Hite). It encourages the fascist ideas of aggressive foreign policy and creates an image of the viewer himself also being capable of doing something great for his country, out on the battlefield instead of the sports field. Posters would contact all groups of people from housewives doing their daily groceries to southern peasant farmers. This particular tactic emphasises the intended audience as an educated and cultured person would be able to see the hidden message. It may also not be interesting enough to attract their attention in the first place as a poster cannot replace literature, art and other cultured interests. This Fascist propaganda was aiming at the most uneducated through the lack of text and use of image.In 1924 radio became state run and content controlled. Their stern, martial tone had as much of an impact as their content of music and ever increasing official broadcasts such as Mussolinis major speeches. Few people had radios although their numbers increased from 40 000 in 1927 to 1 million in 1938. This was renovated by the use of loud speakers in the piazzas and radios in village halls. Although disregarded by Mussolini at first, the radio became a favoured tool in reaching the ignorant masses whether at work, home or even school. Cinema also became a more popular device. Although it was lightly censored, a government agency LUCE was created to produce cinegiornali which were created to standardise cinema outings and indoctrinate viewers with images of a happy and successful Italy. Again the cinema was accessible to many as it was affordable e.g. working class, youth and so was often used for propaganda.Through mass activities such as parades and rallies, Fascism was able to gain support by representing itself through the spectacles themselves, and as Robson observes, striking the imagination. Mussolini obtained details from Stalin of Soviet May Day parades which he imitated, and by creating a bold and exciting atmosphere and strengthening this though large scale, people were enthralled by the new things set before them. At the same time Fascism could transfer values of discipline and collective identity upon observers. Many types of people would be affected by the spectaculars, by being in the presence of them or hearing the roaring crowds and charismatic Piazza Politics on the radio. In the South, radios would be stationed at village halls for the farmers and peasants to hear. This supports the idea that Fascist propaganda was aimed at the ignorant masses (the general public) as it reached out to many. It subtly imposed these ideas by striking patriotic feeling, implying the idea of restoring Italy to a powerful exciting nation.Sport, another mass activity, promoted national pride and the physical and emotional struggle for war. Again it brought about a sense of collective identity, social solidarity and discipline via e xcellent access, opportunity and provision. Many new stadiums were built and successful national teams were seen as a way to increase national pride and therefore support for the regime. E.g. Carnera became the heavyweight boxing champion from 1933-1935. Anyone could take part at low cost, however sport may have reached out to the higher educated and cultured as some may have had interests in sport before Fascists propaganderised it.In terms of culture, the Fascists simplified high cultural aspects such as art to incorporate it into every day life for the masses. Its use was to hark back to ancient Rome, which in itself was a powerful symbol of greatness and success. Art had greater provision such as through architecture so that it had a strong impact throughout day to day life. However impressive it may have been in the large towns and cities, the peasant southern towns saw little of this, only on posters which had a lesser impact. The expense was therefore questionable considering the overall impact. Other failure stems from cultural diversity in Italy. One Fascist style could not be decided upon, and to do this would appear far too obvious as indoctrination and control. Particularly with more educated classes, e.g. teachers- Mussolini classed as the ignorant masses, who may have seen through it and would retract their support. All other aspects of Fascist propaganda were tried to be subtle and so art was a tough area to settle on.Defining those with education and high culture needs to be in context of Mussolinis character. His view of those with culture and education will be in league with himself, the messiah or comparatively close in relation to the ignorant masses. With Mussolini as an arrogant and condescending leader, it is drastic for him to know that he could absolutely never influence those who are educated and cultured; therefore he regards them as an impossible task and possibly of concern. This is why he practically appeased this group of people so as not to loose support, disregarding the thought of ever gaining it from them, particularly through propaganda.Mussolini thought that the educated and cultured were unreachable through propaganda, but there were still attempts made to influence them through the likes of literature, music and drama. However it was considered less important as it would not gain as much support as easily as with the ignorant masses. For example Mussolini spoke of a theatre for twenty thousand, hoping to extend this art form to the masses. However it never happened as this area was such a low priority.Mussolinis appeasement of the cultured and educated arose from their presumed interest groups such as literature, art and the newspapers. As pre-mentioned, Mussolini could not heavily indoctrinate Italy as with Nazi Germany as he needed to keep elitists and the King on side. The Pope and religion was also too heavily influential in Italy to completely indoctrinate the nation, he would loose too much su pport. He kept the cultured groups support by not forcing anything on them and not taking anything away. In this way he kept their support instead of trying to gain more of it. A good example of this is within the media, particularly newspapers. The newspapers began to be censored in 1923 by Prefects and by 1926 the last opposition paper suppressed.However, although the only press agency was run by a fascist, the propaganda was extremely subtle. So much so, that some papers that remained were allowed to continue in growth such as the Vaticans paper which increased in circulation from 20 000 to 250 000 in the late 1930s. Some foreign papers were also allowed in Italy. The same system applied to the radio, where the cultured and educated were allowed access to alternative radio stations such as the Vatican broadcasts, the BBC and the Rosselli broadcast from Spain. This was all the more appealing as some luxuries were able to stay. Mussolini was not forcing the educated to read the pos ters and go to the cinema, he appeased them instead.Mussolini thought he could never influence those with education and culture and solely aimed specific forms of propaganda at the general public, he possibly did reach the cultured with it. He thought they were too clever to be influenced by propaganda aimed at who he thinks are the stupid masses (Robson) which actually reflects how he positions himself within society. He ranks himself at the top, intelligent, yet he has mistaken the cultured for having an emotive level that involves patriotism and pride. Through their failure during WW1, many Italians (irrelevant of education) will have felt shame and have hope of a rebirth of a greater Italy. Propaganda such as parades and national sporting events may have had an impact outside the ignorant masses, questioning the idea of never being able to reach the educated and cultured. It is questionable whether they realised they were possibly reaching this higher group, but as the assessmen t states that Mussolini KNEW that he could NEVER influence the probability is that they really knew they couldnt reach anyone cultured and educated at all by any means and that any success was by chance.In conclusion, I agree with this assessment of fascist propaganda to the extent that the majority of the propaganda was aimed at the general public or ignorant masses. However there were sub-classes which the propaganda did reach and exceptions to the statement of never influencing those with education, and solely aiming it at the masses. Educated and cultured members of the public may have had interests in modern day architecture, ancient Rome or sport that drew them to appreciate the Fascists regime and give it more support. It seems likely that propaganda played a major role in sustaining Mussolinis regime and making him an extremely popular leader. This in itself supports the idea that he had a majority of support of the masses, which was influenced by successful and subtle propa ganda.