• Best Daycare in Ahmedabad

 

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Your friend, Suzie Whitson, has designed a new type of outdoortoy that helps children learn basic concepts such as colors,numbers, and shapes. Suzie’s product will target two groups: daycare centers in warm climates and home school programs. Her companyis Jiffy Jet and costs for last month follow.

2) Swice Good Doggies, Inc. develops and manufactures reallyneat meat products. The company has been growing rapidly during thepast 10 years, due primarily to having discovered, patented, andsuccessfully marketed dozens of new products. Profits haveincreased annually by 30% or more. The company pays no dividendsbut has a very high price-earnings ratio. Due to its rapid growthand large expenditures for research and development, the companyhas experienced occasional cash shortages. To solve this problem,the president of the company (Myer Winter) has decided to improveits cash position by (1) requiring customers to pay for productspurchased on account from the company in 30 days instead of 60 daysand (2) reducing expenditures for research and development by 25%.Evaluate this situation from the perspective of a) Short-termcreditors and b) Common stockholders.

Procter & Gamble’s Succession Management Slip-Up
Consumer products giant Procter & Gamble made headlinesrecently when CEO Robert McDonald retired and was replaced withformer CEO A. G. Lafl ey. McDonald’s retirement was not a surprise,because P&G had struggled to recover since the recent recessiondampened sales of P&G’s premium brands such as Tide detergentand Pampers diapers. What did surprise observers was that thecompany brought back a former CEO—implying it had not preparedanyone to move into the CEO’s position. Lafl ey previously servedas CEO from 2000 to 2009, during which time he gained a reputationfor promoting innovation and for leading a successful internationalexpansion. He mentored McDonald, who was chief operating offi cerwhen Lafl ey retired. However, McDonald did not hold positions thatgave him practice in setting strategy or leading organizationalchange; he focused on managing operations.Expectations are thatLafl ey will stay for a few years and make grooming a replacementone of his main goals. This would be in keeping with Lafl ey’sbehavior during his previous tenure as CEO, when he directed theboard to begin thinking about his successor just six months afterhe took the position. Lafl ey’s return raised questions about whyP&G had no one ready to fi ll McDonald’s shoes. Some observerspointed to the departures of several leading executives duringMcDonald’s tenure. Still, at a struggling company,the board ofdirectors (which is responsible for finding a replacement) wouldknow it will need a replacement at the top in the near future. Thisfailure in succession planning was surprising to many becauseP&G has been known for its strong development program. Givenits vast size and global scope, it offers many opportunities formanagement development through job experiences, and topexecutivesusually are promoted to their jobs from within thecompany. P&G’s learning team has a mission of developing anemployee over 30 or 40 years through formal learning and varied jobexperiences. Each employee’s career development aims at goalsspelled out in a development contract agreed upon by the employeeand his or her
manager. P&G also has a sophisticated computer system formanaging its succession planning. Despite the departures of somekey executives, some who remain may have potential to become thenext CEO. Examples include Melanie Healey, group president of NorthAmerica; Deb Henretta, group president of the global beauty carebusiness unit;
Martin Riant, group president of global baby care; and DavidTaylor, group president of global health and grooming. Otherpossible candidates are executives who left P&G to run otherbusinesses, including Estee Lauder Companies and the private-equityfirm Carlyle Group.
Questions
1. Although the board of directors is responsible for filling theCEO position, how could HR managers support the board with asuccession management program?
2. Based on the information given, what developmental approacheswere part of McDonald’s career development? What approaches wouldyou recommend for preparing P&G’s next top executives?