Developing the Injection Mold Business

Rosenlew Tools
Kari Tuominen

Developing the Injection Mold Business

Developing the Injection Mold Business

Rosenlew Tools
Kari Tuominen
Kovakantinen
32,95 €
Saatavuus: Lähetetään 1-3 arkipäivässä. Arvioitu toimituspäivä: 29.6.2021 - 5.7.2021
Toimituskulut alk 0 €

Myymäläsaatavuus

Tuotetiedot

  • Näytä kaikki
    • Kustantaja Benchmarking
    • ISBN 9789522284884
    • Tuotekoodi 9789522284884
    • Alanimike Rosenlew Tools
    • Kirjoittajat Kari Tuominen
    • Kuvittajat Lasse Malmberg
    • Sarja Kehityksen tie
    • Kieli suomi
    • Thema-luokitus Yritysjohto ja johtamistekniikat
    • Ilmestymispäivä 01.01.2015
    • Vuosi 2015
    • Sivumäärä 53
    • Kirjastoluokka 69.11
    • Uusintapainoksen pvm 01.01.2015
    • Pituus (mm) 216
    • Leveys (mm) 154
    • Korkeus (mm) 11
    • Paino (g) 222
    • Tuotemuoto Kovakantinen kirja

Tuotekuvaus

In 1987, Rosenlew Tools marketed, designed, and manufactured sophisticated injection molds for the Scandinavian television and automobile industries. It was one of W. Rosenlew's profit centers. The company employed 120 people and had a turnover of about (EUR 4 million). Its major competitors were in Finland, Italy, and Germany.

The main thrust of the strategy was to transform Rosenlew Tools into a unit that could operate profitably, first and foremost as the main supplier of large injection molds for the Nordic TV and automobile industry.

In order to meet the overall goals set for the profit center, strategic objectives had been established for profitability, growth, internationalization, product policy, investments, productivity, cost structure, organization, corporate culture, and competitive advantage.

Strategic objectives were compared with the corresponding performance of competitors. Throughput times, productivity and corporate cultures were compared individually, and conclusions drawn about the reasons for differences in performance.

In order to achieve the overall goal, the company had to win a strong position in the market and improve profitability considerably. The company had been making heavy losses for many years, in spite of significant growth.

The goal was to achieve a return on equity of 14 percent within three to four years.

Tämä tuote kuuluu tuoteryhmiin

Myymäläsaatavuus

Tuotetiedot

  • Näytä kaikki
    • Kustantaja Benchmarking
    • ISBN 9789522284884
    • Tuotekoodi 9789522284884
    • Alanimike Rosenlew Tools
    • Kirjoittajat Kari Tuominen
    • Kuvittajat Lasse Malmberg
    • Sarja Kehityksen tie
    • Kieli suomi
    • Thema-luokitus Yritysjohto ja johtamistekniikat
    • Ilmestymispäivä 01.01.2015
    • Vuosi 2015
    • Sivumäärä 53
    • Kirjastoluokka 69.11
    • Uusintapainoksen pvm 01.01.2015
    • Pituus (mm) 216
    • Leveys (mm) 154
    • Korkeus (mm) 11
    • Paino (g) 222
    • Tuotemuoto Kovakantinen kirja

Tuotekuvaus

In 1987, Rosenlew Tools marketed, designed, and manufactured sophisticated injection molds for the Scandinavian television and automobile industries. It was one of W. Rosenlew's profit centers. The company employed 120 people and had a turnover of about (EUR 4 million). Its major competitors were in Finland, Italy, and Germany.

The main thrust of the strategy was to transform Rosenlew Tools into a unit that could operate profitably, first and foremost as the main supplier of large injection molds for the Nordic TV and automobile industry.

In order to meet the overall goals set for the profit center, strategic objectives had been established for profitability, growth, internationalization, product policy, investments, productivity, cost structure, organization, corporate culture, and competitive advantage.

Strategic objectives were compared with the corresponding performance of competitors. Throughput times, productivity and corporate cultures were compared individually, and conclusions drawn about the reasons for differences in performance.

In order to achieve the overall goal, the company had to win a strong position in the market and improve profitability considerably. The company had been making heavy losses for many years, in spite of significant growth.

The goal was to achieve a return on equity of 14 percent within three to four years.

Tämä tuote kuuluu tuoteryhmiin

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