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IB Case Study

 

Higher Level topics are marked with an asterisk

 

 

1.1 Types of Organisation Advantages and disadvantages of sole trader,partnership,private limited company and relate to degree of control
1.2 Growth and Evolution Growth of Gladrags and possible takeover.
1.3 Organisational Ojectives What are company objectives? Survival, growth, arguments over this between Naseem and Tom. New strategies.
1.4 Ethical Objectives Possible issues with outsourcing manufacture.
1.5 Stakeholders List the stakeholders in Gladrags (directors, customers, suppliers, employees, competitors, government). Explain conflict between different stakeholders.
1.6 Decision Making Process* What decisions are the company facing?
1.7 Change* Are there any driving and restraining forces at work?
2.1 Legal and Political Environment See PEST
2.2 Social and Cultural Environment Olympic games - area being re-developed
2.3 Technological Environment See PEST
2.4 Ecological Environment  
2.5 Economic Environment See PEST
3.1 Role of Marketing Brand awareness,larger market share.
3.2 Market Research Comissioned market research into Gladrags image, marketresaerch methods, sampling techniques.
3.3 Marketing Plans May ask for a marketing plan for the "Sassy" range, or aks you to analyse any or all of the 8P's. Market segmentation issues and customer profiles.Internal and exteral marketing constraints - what are these? Gladrags clothing is market orientated.
3.4 Product Technological change. Branding is important to the company.Targeting and position maps - this may be in the exam.
3.5 Price What pricing policy do the company use? Changes in condition of demand (fashion, growing markets),supply - (technology, outsourcing)
3.6 Promotion Using Indian celebrities, how?
3.7 Distribution Factory shop and department stores
3.8 International Marketing there must be something
4.1 Human Resource Planning Workforce nearing retirement age, difficulty in recruiting skilled staff.Methods of recruitment - production manager not recruited through proper channels. Jenny considering a more formal training programme.
4.2 Organisation Structure & Communication Tall narrow organisation structure - formal.Staff encouraged to meet informally.
4.3 Corporate Culture* Past good labour relations, encouraged to meet informally
4.4 Motivation and Leadership Motivation has worsened leading to falling productivity. Possibility of homeworking to improve recruitment and motivation.
4.5 Employer & Employee Associations* Employee representatives but no mention of union membership. Possible conflict after recruitment of Stephen Moffat to increasing efficiency and reducing costs. Also possible outsourcing of work
4.6 Groups* Possibly the families of Neseem and Tom
5.1* Patterns of Production Batch and flow
5.2* New Product Development New range of products, using CAD, technologically advanced sewing and cutting equipment
5.3* Production Planning Stock control plan to switch to JIT, possible problems (stock comes from India). Stock levels high at the moment.Outsourcing, should Gladrags outsource production? Decision trees - could be a question - revise this.
5.4* Quality Assurance Move from traditional QC to TQM.
5.5* Location of Production Initially located clsoe to support services, skilled labour and market.Raw material from India, possible outsourcing to Bangladesh and Vietnam.
6.1 Source & Application of Funds Naseem used savings to start the company. Bank loan for new manufacturing equipment, increasing short term borrowing.Gearing - revise.
6.2 Investment Appraisal  
6.3 Budgets & Cash Flow Forecasts Directors asking for more detailed budgets
6.4 Costs and Costing* Appendix 1, LIFO,FIFO might this be in the January Exam?
6.5 Break Even Analysis "For the first few years Gladrags failed to break even". Possible future changes in production cost - outsourcing.
6.6 Final Accounts In appendix 1 - Turnover has increased but so has cost of goods sold (by 3% more)expenses have also increased leading to a fall in net profit. Paying more in interest probably due to takiing out more short term loans, gross profit has therefore fallen. Dividends are 56% of profit after tax in 2004 and 75% in 2006.
6.7 Working Capital* Any liquidity problems
6.8 Ratio analysis  

 

Terms that are in the case study make sure you know what they mean

 

 

Higher Standard
Turnover, Profit, Break Even, Profit Margin, Product Range, Niche Market, Market Research, Competitive Pricing, Outsourcing, Branding, Gap in market, Economies of Scale, World Economic Growth, Market Segments, Span of Control, Chain of Command, Takeover bid,Direct Costs, production runs, apprenticeship, retail, labour turnover, distributors, brand loyalty,partnership, unit costs, core market, JIT, TQM, stock control, on the job training, unfavourable variance, costs of production, job security, organisation structure, downsizing,multinational corporation,stategic options, budgets,CAD,socio-economic groups, interest rates, stakeholders. Turnover, Profit, Break Even, Profit Margin, Product Range, Niche Market, Market Research, Competitive Pricing, Outsourcing, Branding, Gap in market, Economies of Scale, World Economic Growth, Market Segments, Span of Control, Chain of Command, Takeover bid

 

Possible Questions

 

Communication issues arising from a tall, narrow organisation structure.

Method of recruiting Stephen Moffat

SWOT Analysis

Effects of disagreement between Naseem and Tom

Importance of technological advantages in current eara of rapid technological change.

Marketing the "Sassy" range (4Ps)

Analyse link between falling motivation levels and productivity

Advantages & disadvantages of changes - sole trader - partnership - private limited company.

Discuss options - selling UK production facility and outsourcing.

How can Gladrags improve motivation

Discuss the four options being presented to the board and (possibly) recommend one

 

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