Parker Pen's script for recovery

Article Abstract:

In February 1986, Parker Pen Co. (a U.S. corporation, and the largest 'quality' pen supplier in the world) was taken over in a $100 million leveraged buyout by some of its British-based managers. The new management team, headed by Jacques Margry, must rebuild a positive firm image and recreate corporate growth. The British owners are relying on strict cost controls and decentralized international management to accomplish these goals. So far, they have made excellent progress: during the six months since the takeover, Parker exceeded projected sales figures by 6 percent and improved its pretax profits by 100 percent. In addition to decentralization and cost-consciousness, Parker's new executive team is improving company communication, localizing marketing, and creating central advertising themes. The history of the firm, established in Wisconsin during 1888 by George S. Parker, is briefly described, as are Parker's loss of market share to competitors such as A.T. Cross Co. Parker currently has a 17 percent share of the quality pen market, while Cross commands a 50 percent market share.

Pens and mechanical pencils, United States, Case studies, Mergers, acquisitions and divestments, Comparative analysis, Leveraged buyouts, Pens, Parker Pen USA, Margry, Jacques, Parker, George S.

---

British Airways jolts staff with a cultural revolution

Article Abstract:

Since April 1985, British Airways (BA) has worked to improve managerial performance through its five-day Managing People First (MPF) program, which grew out of an earlier course for customer service staff called Putting People First. Both reflect BA's efforts to adapt to denationalization, reductions in staff, and other structural changes. BA has adopted a three-part management strategy, of which MPF is the first part, an evaluation program for managers and executives is second, and a management bonus compensation plan is third. Although most managers expressed initial skepticism for MPF, follow-up participant interviews revealed that over 70 percent had employed some of what they had learned. Average weekly customer and employee complaints are down from 3,000 to 400 at BA.

British Airways PLC, Management training

---

Vroom!

Article Abstract:

Cagiva SpA is the leading non-Japanese motorcycle producer with a 2% world-market share. The company makes 60,000 units a year and had a $250 million turnover rate in 1987. The company began ten years ago when the Italian facilities for Harley-Davidson were purchased. The workforce was rebuilt, and talented design and engineering workers were hired. The company has also acquired a variety of other motorcycle companies and today has a strong market base. The management is now attempting to build a distribution and management system to parallel its more mature business structure.

Motorcycles, bicycles, and parts, Italy, Motorcycle industry, Corporations, Italian, Cagiva SpA

Similar abstracts:

• Abstracts: Clock is Ticking for Tiscali. Tiscali says it cut losses in quarter as revenue leapt. Tiscali pro forma loss narrows
• Abstracts: From tea to artistry. Cultural revolution. Pumped-up architecture
• Abstracts: Barclays settles trading probe by U.S. regulator. Authorities question Barclays official in criminal probe. Standard Chartered says chief executive is stepping down
• Abstracts: Cap Gemini's system for conquering the world. Exporting Tandem's Californiaesque corporate culture. Still following the leader
• Abstracts: Good reasons for keeping the president at home. A formula for success in multicultural organizations. 'SHAM', a good formula for losing your local nationals

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.