Based on the articles and company literature, I believe that Bass Pro Shops need to propose the cultural integration to achieve greater synergies. When two companies merged, it is unlikely to have a 100% fit. A certain degree of change is inevitable. Since Bass Pro and Cabela has been in the industry for many years, each has its own competitive advantage. For example: Cabela ranked better in social media presence, returns, refunds, and exchange policy. On the contrary, Bass Pro do exceptional well in pursuit growth strategy by providing excellent customer satisfaction. I would recommend to take the best of both cultures and create a new one by using the following Action Planning.
Action Plan for Cultural Integration between Bass Pro Shop
In the second year of business at Golf Challenge Corporation the company is struggling. The cost of their inventory is rising, and they are in grave danger of losing their bank loan (their prime source of financing) due to not meeting the required financial ratios agreed and set forth by the bank at the time the loan was given. The owner comes up with a solution, and figures that instead of using Last in-First out (LIFO) the company can use First in-First Out inventory cost system (FIFO) and meet their required financial ratios set forth by the bank. Ultimately, Golf Challenge Corporation should not submit documents to the bank using FIFO as opposed to their previous system LIFO in order to meet the bank requirements
With utilitarianism ethics, they consider the end product. Balanced out, the happiest result happens by all parties compromising. (COB,
In 1864, Nemislo Guillot brought the first bat and baseball to Cuba. The island quickly adopted the sport and everyone became eager about creating a team. Nemislo Guillot with the help of his brothers, created the first baseball team called, Habana Base Ball Club in 1868. In 1878 the Cuban League was founded and consisted of three teams, Almendares, Habana and Matanzas. Today, baseball has become one of the most popular and played sport in Cuba. Due to the fact that baseball is already a well-known sport in Cuba, Rawlings should have no trouble entering this market.
Hello, my name Is John L. Morris founder of Bass Pro Shops. I founded my company in the back of a Brown Derby liquor store owned by my father, located in Springfield MO. To begin with I sold homemade baits and lure’s, soon people went crazy over the bait’s and couldn’t wait to get their hands on them. In 1971, my store was popular enough to be incorporated and that started the rise to fame.
A merger is a partial or total combination of two separate business firms and forming of a new one. There are predominantly two kinds of mergers: partial and complete. Partial merger usually involves the combination of joint ventures and inter-corporate stock purchases. Complete mergers are results in blending of identities and the creation of a single succeeding firm. (Hicks, 2012, p 491). Mergers in the healthcare sector, particularly horizontal hospital mergers wherein two or more hospitals merge into a single corporation, are increasing both in frequency and importance. (Gaughan, 2002). This paper is an attempt to study the impact of the merger of two competing healthcare organization and will also attempt to propose appropriate clinical and managerial interventions.
From its initial existence R&D and innovative products had been the lifeline of CGC. When Callaway bought into the company his first initiative was to develop original products. Innovation and superior performing products are important in golf because equipment is thought to have a significant impact on player performance. Moreover, innovation was important because CGC had to be the technological leader to sell its products at premium price and continue to exceed customer expectations. The industry was also characterized as being driven by new product development because manufacturers were trying to bet each other to the next "best club" so CGC had to manufacture products that were differentiated from its own existing products as well as those of its competitors.
Einarsson S. M. & Gudbergsson G. (2013). The effects of the net fishery closure on angling
Callaway Golf Company began to take form in 1983, after Ely Reeves Callaway Jr. sold Callaway Vineyard and Winery for a $9 million dollar profit. Shortly after the sell of the winery, Callaway ventured in to the golf equipment industry and bought 50 percent of Hickory Stick USA. Callaway knew from the very beginning that this company’s profits were limited as long as the product line wasn’t changing. “Callaway noticed that most golf equipment had changed very little since the 1920s and believed that , due to the difficulty of the game of golf, recreational golfers would be willing to invest in high-tech, premium-priced clubs if such clubs could improve their game by being more forgiving of a less-than-optimum swing.” (Thompson, c205) Callaway then purchased the company outright and changed the name to Callaway Hickory Stick USA and then hires Richard Helmstetter as the companies’ chief club designer. With the help of five aerospace engineers, Helmstetter developed line of clubs that was set apart form competing brands by its technological innovation. In 1988, the S2H2 was launched as well as another name change to Callaway Golf Company. In 1992, sales are more than double recent years and Callaway Golf Company goes public and begins trading on the NYSE. Throughout the 90’s, Callaway leads the golf equipment industry with ongoing new lines of clubs and eventually adds golfing apparel. Donald Dye, Callaway’s new CEO, took the much of the blame for the downturn in Callaway Golf Company. Dye was ultimately responsible for initiatives that took managements focus off golf clubs. The company’s financial and market performance suffered immensely in 1998 causing Ely Callaway to return to rebuild the company. The textbook states on page c208, “Ely Callaway’s first efforts upon his return to active management at Callaway Golf were to ‘direct resources---talent, energy, and money--- in an ever-increasing degree toward the creation, design, production, sale and service of new and better products.’” In Callaway’s turnaround strategy, he initiated a restructuring program and operational improvements. By the end of 1998, Callaway’s strategies allowed the company to regain it s technological leadership.
In a declining economy with declining sales, how has Cabela’s managed to maintain its competitive advantage? Cabela’s has maintained its competitive advantage through its use of Human Capital (HC) and the use of Organizational Citizenship Behavior (OCB). Some factors that have led to Cabela’s competitive advantage are its customer service policies, the quality of the equipment they sell, and the ease with which a customer can order items (via in-store, mail order, and online).
...dditionally, the merger can take place in smaller phases. For instance the first phase may include change of the physical look of the branches and the signage - – so as to convey a consistent view and experience for its customers. This phase may also include effective communication to the employees to educate them about the merger, ensure them of their positions and encourage them to participate in the merger. Second, the firm can totally combine the bank’s technology and the information systems which will allow the merged firm to operate as a single entity and to become fully operational. The management should implement the merger with care and prudence, aiming for minimal disruption for the customers and should communicate extensively to ensure all its stakeholders are kept fully informed as they make changes.
In this assignment, both control in the workplace and work satisfaction dimensions will be analysed at length. Relating them both to the case study of the Sports Direct Company and other relevant organisational theories; such as scientific management. Sports Direct was founded in 1982 by Michael Ashley in Maidenhead. In 18 years, ‘Mike’ Ashley expanded internationally opening stores in Belgium, and just seven years later listed his company on the London stock exchange. It was that listing that really kick-started Sports Directs’ exponential growth. 2 years later in 2009, Sports Direct established market leadership after their sales exceeded £1.0bn (Sports Direct, no date given). This information presents Mike Ashley as an entrepreneurial genius,
The company I chose to do my report on for Small Business Management is Dick’s Sporting Goods. You may say to yourself “Why Dick’s Sporting Goods?” As with most large companies we see today, most have come from humble beginnings. It is hard to imagine sometimes in today’s faced paced and technologically advanced era. Especially, if you can remember the dot com era. Companies were springing up left and right. Some with potential to take off like a rocket, while others seemed to have crashed and burned. Usually, when those of my era (generation x) thinks of a large company and well to do rich families, names such as the Rockefellers and Carnegies come to mind. These families started from just about nothing to become considered the one
This report is for individual or institutional investors who want to diversify their portfolio by investing in sportswear retail industry. Given the positive announcement of its high profit, it is suggested that JD sports Fashion Plc is undervalued and a final justification will be made in this report. The report will provide in-depth analysis of JD sports Plc. that includes the following content:
Conflict seems inevitable when trying to merge two companies. Conflict is described as the “Process which begins when one party perceives that the other has frustrated or is about to frustrate, some concern of his” (Kumar, 2009). Synergon’s CEO uses a “take no prisoners” approach and would fire most of the management team within 12 months of taking over a company using an approach they call neutron bombing. In cases where both companies are successful, like in the case of Synergon Capital and Beauchamp, you add even more conflict. The managers of Beauchamp are used to operating in a positive way that has produced profits for the company and you add Nick Cunningham a manager of Synergon who is used to restructure management in newly acquired poorly run companies; something has to give to make it successful.
At a macro level as a result of the acquisition the combined size of Turner & Townsend Thinc was considered to be of strategic benefit to both firms. While there have been no official mass redundancies, role duplication has resulted in early retirement and resignations. However, the common problem faced after the acquisition is power struggles, excessive overhead, bureaucracy, uncontrolled layering, and decision strangulation.