Jim Collins, executive director of Harvest Hands, was very active in the day-to-day operations of Harvest Hands, but he also bore the responsibility for planning for the future of the registered charity. Jim together with his wife, Jacintha Collins, founded Harvest Hands in 2020 in St. Thomas, Ontario. In less than three years, their charity had distributed over $7.6 million in rescued food to food banks, missions, and over 120 local agencies. An impressive accomplishment for a volunteer-run charity. Their policy of “We never say no” was quickly pushing the capacity limits of the organization and Jim needed to consider the options for expanding Harvest Hands to keep up with both growing demand and supply.
<p style="color: white; background-color: rgb(3, 70, 56); font-size: 16px; display: inline-block; border: 0px solid rgb(197, 183, 131); padding: 4px 4px;"><a href="" style="color: inherit; text-decoration: inherit;"> DIGITAL LEARNING EXPERIENCE COMING SOON</a></p><br><br>Kurt Preston, Vice President of Global Sourcing & Product Operations at Sonos Inc. (Sonos), had been considering a Joint Development Model for future Sonos products. In 2022, Sonos began to expand their product offering to target value-conscious consumers and grow market share with more modest price points. Historically, Sonos designed every aspect of their products in house and used Contract Manufacturers (CM) for production. A Joint Development Model (JDM) approach offered an opportunity to partner with the supplier to potentially decrease the product development time and cost. However, JDM meant giving up control of several aspects of the product design and this had many at Sonos very worried.
DIGITAL LEARNING EXPERIENCE COMING SOON. Kurt Preston, Vice President of Global Sourcing & Product Operations at Sonos Inc. (Sonos), had been considering a Joint Development Model for future Sonos products. In 2022, Sonos began to expand their product offering to target value-conscious consumers and grow market share with more modest price points. Historically, Sonos designed every aspect of their products in house and used Contract Manufacturers (CM) for production. A Joint Development Model (JDM) approach offered an opportunity to partner with the supplier to potentially decrease the product development time and cost. However, JDM meant giving up control of several aspects of the product design and this had many at Sonos very worried.
Jim Collins, executive director of Harvest Hands, was very active in the day-to-day operations of Harvest Hands, but he also bore the responsibility for planning for the future of the registered charity. Jim together with his wife, Jacintha Collins, founded Harvest Hands in 2020 in St. Thomas, Ontario. In less than three years, their charity had distributed over $7.6 million in rescued food to food banks, missions, and over 120 local agencies. An impressive accomplishment for a volunteer-run charity. Their policy of "We never say no" was quickly pushing the capacity limits of the organization and Jim needed to consider the options for expanding Harvest Hands to keep up with both growing demand and supply.
In December 2022, Jack Munroe, president of Munroe Homes Ltd. (Munroe), is trying to determine if his firm should take on a new development called Creekside Estates near Caledon Village, Ontario. Munroe began as a builder of modest homes on a large scale; the Creekside Estates opportunity involved developing high-end custom homes. Jack's decision will have a significant effect on Munroe's future strategy. Munroe can stay within its comfort zone and continue building large numbers of entry-level or mid-level homes or the company can choose to move into the high-end custom home segment. Jack needs to consider what changes will be necessary to position the Creekside Estates opportunity for success.
In December 2022, Jack Munroe, president of Munroe Homes Ltd. (Munroe), is trying to determine if his firm should take on a new development called Creekside Estates near Caledon Village, Ontario. Munroe began as a builder of modest homes on a large scale; the Creekside Estates opportunity involved developing high-end custom homes. Jack’s decision will have a significant effect on Munroe’s future strategy. Munroe can stay within its comfort zone and continue building large numbers of entry-level or mid-level homes or the company can choose to move into the high-end custom home segment. Jack needs to consider what changes will be necessary to position the Creekside Estates opportunity for success.
Until 2022, Peloton Interactive, Inc. had been focussed on keeping up with unprecedented demand. However, by early 2022, the company’s fortunes had turned. Despite layoffs, cuts to capital spending, and price reductions, more dramatic changes were required. The company appointed a new chief executive officer in February 2022, who wrote a letter to shareholders three months later outlining the steps taken to stabilize cash flow, get the right people in the right roles, and return the company to profitability.
Until 2022, Peloton Interactive, Inc. had been focussed on keeping up with unprecedented demand. However, by early 2022, the company's fortunes had turned. Despite layoffs, cuts to capital spending, and price reductions, more dramatic changes were required. The company appointed a new chief executive officer in February 2022, who wrote a letter to shareholders three months later outlining the steps taken to stabilize cash flow, get the right people in the right roles, and return the company to profitability.
On May 24, 2021, Peloton Interactive, Inc. (Peloton) announced its intention to build a new US factory to produce its stationary bicycles and treadmills. The new factory, which would be located in Ohio, was an addition to the company’s investments in its manufacturing facility in Taiwan and its purchase of fitness equipment manufacturer Precor Incorporated. In deciding to invest in its own production facilities to supply exercise equipment, Peloton was in stark contrast to its competitors, who predominantly outsourced production overseas. Would Peloton’s plans to build its own fitness equipment in Ohio help or hinder its ability to fulfill its goal of market leadership?
Buckeye Chiller Systems and International Steel Corporation formed MicroFin Incorporated in 2017, in South Carolina, United States, as a joint venture to produce tubing for industrial chillers. After four years of losses, the chief executive officer of Buckeye had lost patience with the joint venture. He gave his chief operating officer until the end of March 2021 (less than three weeks) to turn around MicroFin or dissolve the partnership. With no chance of making money in the short term, the chief operating officer focused on three options for terminating the joint venture. Time was running out, and something needed to change.
Buckeye Chiller Systems and International Steel Corporation formed MicroFin Incorporated in 2017, in South Carolina, United States, as a joint venture to produce tubing for industrial chillers. After four years of losses, the chief executive officer of Buckeye had lost patience with the joint venture. He gave his chief operating officer until the end of March 2021 (less than three weeks) to turn around MicroFin or dissolve the partnership. With no chance of making money in the short term, the chief operating officer focused on three options for terminating the joint venture. Time was running out, and something needed to change.
On May 24, 2021, Peloton Interactive, Inc. (Peloton) announced its intention to build a new US factory to produce its stationary bicycles and treadmills. The new factory, which would be located in Ohio, was an addition to the company's investments in its manufacturing facility in Taiwan and its purchase of fitness equipment manufacturer Precor Incorporated. In deciding to invest in its own production facilities to supply exercise equipment, Peloton was in stark contrast to its competitors, who predominantly outsourced production overseas. Would Peloton's plans to build its own fitness equipment in Ohio help or hinder its ability to fulfill its goal of market leadership?
The release of Tesla Inc. (Tesla)'s financial results in early 2019 made it clear that significant challenges lay ahead for the firm. While Tesla remained the market leader for electric vehicles in the global automobile industry, sales had dropped dramatically, and Tesla was once again losing money. Its recent launch of the Model 3 held great promise and added a key vehicle to its growing product portfolio, but customer complaints about late delivery were on the rise. As a leader of electric vehicles in the global automobile industry, which capabilities are most important for Tesla to further develop, and how broadly should the firm stretch its supply chain and service network? Were changes to the firm's strategy required in order to advance its mission to accelerate the world's transition to clean energy?
In May 2019, the vice-president of operations at Danby Products Ltd. (Danby) was concerned that the production facility for the company’s latest product, Parcel Guard, would not be able to keep up with demand. Parcel Guard was one of the most anticipated new products that Danby had produced in years, and if the sales estimates were reliable, the vice-president needed to start thinking about how she could adjust capacity to keep up with new orders. The new production facility was located just east of Toronto, as Danby had determined that making the product locally would enable the company to respond faster to changes in demand while keeping costs under control. In order to meet anticipated demand, the options included adding new equipment to increase the capacity of the two production lines, adding a third production line, or adding additional shifts.