Organizational Behavior Case Study 10.1: Electrolux Cleans Up

Have you ever went to a grocery store or a retail shop and received bad services? Did you want to go back to the store after they treated you so poorly? One thing I have learned from working in a grocery store is that no business can be successful without the support of their customers. In this paper, I will be comparing and contrasting two major companies, Hot Topic and Nike. By comparing these two successful companies, I will prove that companies have no chance of success unless they take care of their customers. I will compare their missions and history. These comparisons will prove that good customer care is the key to any company's success.

At 3M the team of six led by senior product specialist Rita Shor was formed, in-order to tackle the stagnation of sales in surgical drapes. In phase 1 the team started researching causes and methods to prevent infections, a process that set them to the right path by gathering valuable information to be used at later stage. During the second phase the team was able to capture trends and identify parameters to the solution by formulating knowledge captured in the first phase. Hereby then the team had a vision and successfully identified their needs to develop a breakthrough product. Setting out to identify lead users, the team's interaction proved successful by intuitively tapping markets that correlated their interests and their needs, for instance collaborated with make-up artists who are experts in applying skin materials that do not irritate and are easy to remove. Third phase took six months by the team to complete where it was supposed to span from 5-6 weeks, however its also the are where the team built and developed their absorptive capacity, the knowledge acquisition developed during their visits to emerging industries in different parts of the world, aided them in identifying and redefining their

Every company has their own theory and goals behind what they overall want to see or become. This paper is written with intent to help better understand a real life situation that took place at Guitarras Dominquez. When a company first opens their doors for business, they use high end material to show the essence of quality in their product which will allow for growth in their customer base. Do you ever wonder how a company gets far in doing so? Intention from the start of a business does not include cutting corners and saving money, but eventually with budget cuts and business plans they tend to become necessary.

Alex Sander is a young and promising product manager in the Toiletries Division of Landon Care Products Inc. Over the past year, he has successfully rebranded two of Landon’s skin care products in the United States. Alex has created a winning enviornment at the Toiletries Division by applying very high standards to everyone, and often pushing his staff to the limits. A recent 360 degree review has revealed that Alex’s strong drive to succeed has come at a cost, as his staff are highly disenchanted by his iron-fisted ways. (Alex has since discounted the importance of the these findings.)

These days, Jeff Fettig is getting the glory. Since mid-2004, Fettig has been chairman and chief executive of Whirlpool (WHR ), which as the world 's No. 1 maker of big-ticket appliances, has set records for sales and earnings. The housing boom in the U.S. certainly has helped. But the real numbers booster, says Fettig, is innovation. Thanks to new products, Whirlpool not only has logged outsized growth in demand; it has been able to command higher and higher prices (see BW Online, 4/27/06, "Whirlpool: Fabulous by Design").

Herman Miller has been in the business for over 90 years and is known for its innovation and design processes. Through more than a few name changes, changes in leadership, and difficult economic times, Herman Miller has managed to keep its hold on the market. It remains the leader in innovation and design processes by remaining committed to Research and Development and continues to commit to it even through rough financial times. There will be several areas of focus during this analysis including competitors, competitive advantage analysis and recommendations on how Herman Miller can continue to be the leader in the industry after analysis of the industry that they are in. This paper will look at the production processes, Human Resources, marketing and other areas that help Herman Miller keep its competitive advantage. Herman Miller has shown to have great commitment to both the environment and their employees and they have strong customer and employee loyalty which will be explored in this paper.

• Corporate culture, Dyson encourage their workers to think outside the box, the company mix experience engineers with freshly qualified to give them the chance to make a difference, entrepreneurial culture with a huge emphasis on innovation, creativity and initiative (intangible)

When you look at your typical household maintenance items you may not notice that they are all owned by the same over arching company. TTI group owns nine different brands under their company. (2016) Ranging from outdoor products to floor care, TTI group has the home maintenance products covered. It all started in 1985 with a bipartisanship between Horst Pudwill and Roy Chi Chung, since then TTI has become a leader in home improvement power tools worldwide. This was achieved by the thoughtful consideration by both owners, through the implementation of several different techniques and management styles. In this paper I will describe the multiple techniques used in making TTI group the successful business it is today.

The acquisitions meant that Electrolux could avoid the first mover disadvantages by adapting the local expertise, having access to established distribution channels and consumer base of the acquired company. However, they became too globalised. They started to experience certain diseconomies of scale, such as poor communication and operational complexity. This complexity resulted in a lack of company focus. They were average players in many appliance markets but they could not dominate any particular market. Electrolux should have focused on a fewer range of products so that they would be able to effectively target, and potentially dominate a particular

The case talks about the seller Mark who sold his one-year-old bicycle to the purchaser Brandon at the price of 100 Singapore dollars. In addition, the seller Mark includes a clause 14 in the agreement. After the explanation made by Mark, the buyer nodded his head and passed the 100 SGD to Mark. However, few days later when Brandon took the bike to East Coast beach and cycled it for a while, the bike was out of control and Brandon ran into a drain because the bicycle brake wires have been seriously corroded which could lead to a breakdown.

Within this new business environment that GE was facing, customers needs, wants and expectations of what products can offer them is forever changing. Immelt saw and understood this from the amount of time spent with customers, and implemented this idea within GE through the IT

Electra Products, who was an industry leader in the manufacture and retail of electrical supplies for many years, is today experiencing a declining market share amidst growing competition. This challenges the company to be innovative and adaptable as it seeks to rediscover its competitive advantage. Unfortunately, the organisation is characterised by low levels of employee engagement and trust which makes it resistant to change.

In contrast to Philips, Matsushita’s success stems from highly efficient and centralized operations. Also unlike Philips, Matsushita’s numerous domestic retail outlets in Japan are ideal for the sale and distribution of their products and provide valuable market research opportunities and capabilities. Both the structure and culture at Matsushita encourage an entrepreneurial drive in their employees and divisions, as they compete for funds to develop new products, and extraordinary communication exists between the international operations and the home office in Japan.

There are millions of businesses around the globe and they are all trying to achieve success, but what exactly determines success and how do you achieve it? That is a question that stumps many business owners. By looking at successful businesses we can learn methods and strategies that could lead other businesses to the same pedestal of success. Electrolux is an example of a successful global business that has been selling home and commercial appliances for almost one hundred years. They have elevated up the ladder of their industry to become one of the largest competitors within their industry. Electrolux has done this by developing strong competencies, being a part of a mature industry, having an effective strategy, and having a unique corporate culture.

Electrolux is a Swedish corporation that is the global leader in state of the art kitchen electronics. “Deep rooted since 1919 they have established themselves with consumer insight, people, culture, and sustainability leadership. Ergo, Electrolux is easily targeted for a business case study. For example, with the highest sale margins in the United States and Brazil competitors are desperate to discern how this company ticks (Electrolux, n.d.).” As a result Electrolux is the company to outshine.