A Day in the Life of Alex Sander

I had to plunge in and make a lot of snap decisions in these areas. Looking back, I can see one poor strategy decision, but on the whole my judgment has been right on target. And if being pushy and commanding is the only way to get the job done—to get two new products out in one year—then it’s worth it to me. Even if I have to steamroll over someone’s feelings, or ignore the way a colleague would like to handle a project. Sander: Well, I get ticked off pretty easily. For example, I can’t stand explaining something more than a couple of times. But what really bothers me is lack of commitment—for example, if a long-time employee isn’t willing to put in extra hours to meet an important deadline. But you know what? After I really become angry, there are people at Landon whose output will jump for at least a couple of weeks afterwards. My temper is actually an effective management tool. 9:00 A. M. Leong nodded apologetically to Garrison as she left and said, â€Å"The interviewer from your alumni magazine is here. † The magazine was interviewing Sander for an article on â€Å"high-potential† product managers as part of a career development issue. He did not want to further embarrass Garrison, a 20-year veteran of the company, by interrupting; still, he needed to talk to Sander. op yo Neighbor: I remember you mentioning some sparks with your assistant when you first started at Landon. rP os t A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products | 2177 and so on. But you’re never in charge of your own creation. That’s the main reason I accepted a job at Landon. Landon is a pretty small shop, and I’ve been involved in every detail of my product launches. I’ve really enjoyed the strategy piece—gathering data about market share, figuring out the most profitable positioning for my brands. As a product manager, you have to talk to RD, then work with market research to see whether you have a feasible idea that will attract consumers. Then you work with advertising. You partner with all the departments to synchronize the program’s details. A product manager must ensure a targeted, quality product, whose distinctive features will be clear to the target consumer. Then you have to make the product right and get it to market. At that moment, Sander’s BlackBerry buzzed and, with a quick apology, Alex picked up the call. â€Å"I need to get a piece of data from this market researcher before my team meeting this afternoon,† Sander explained. While waiting for Sander to finish, the interviewer glanced around Alex’s office. It was large for so new a product manager, and the interviewer noted the award plaques on the credenza behind Sander’s desk. Sander finished the brief phone call, and the two continued talking. For the last question, the interviewer asked, â€Å"Alex, in your opinion, which type of person is best suited to being a product manager?

Financial Analysis of Kellogg's Essay Example | Topics and Well Written Essays - 5000 words

Financial Analysis of Kellogg's - Essay Example It adds to the impression of the customers as to how well they're doing and at the same time gives challenge to its competitors. This section roughly discusses the financial performance in a six-year time (2000-2005). At a particular year, 2001, Kellogg Company released its own financial analysis of that year giving explanations and answers to the growth in the proceeding years. An apparent growth has been observed right from 2000 to 2005 in Kellogg's financial performance. Comparisons are often useful within a company to become aware of changes in financial relationships and significant trends. In the Intracompany Basis, a comparison of current year's cash amount with the prior year's cash amount shows either an increase or decrease. And within the span of 6 years (2000-2005), it is very useful to compare such cash amount from the first year (i.e. 2000) compared to the last year of comparison (i.e. 2005). Cash amount gained or lost may vary from 2000-2005. The proportion of total assets in the form of cash can be shown through a comparison of Kellogg's year-end cash amount with the amount total assets at year-end. Furthermore, in order to provide insight into Kellogg's competitive position, it is also practical to compare it with other companies. Correspondingly, Kellogg's total sales for the year can be compared with the total sales of its competitors such as Quaker Oats and General Mills which both obviously competes in the market. Taken as a whole, comparisons with industry averages will provide information about Kellogg's relative position within the industry. Then, Kellogg's financial data can be compared with the averages for its industry compiled by financial ratings organizations such as Dun & Bradstreet, Moody's, and Standard & Poor's. Kellogg's 2000 Financial Analysis In 2000, Kellogg Company achieved growth in net earnings and earnings per share, excluding charges, despite softness in the Company's U.S. convenience foods business, higher energy prices and interest rates, weak foreign currencies, and inventory write-offs in Southeast Asia. Through manufacturing efficiencies, reduced advertising and overhead expenses, and recognition of benefits related to U.S. tax credits, the Company was able to withstand despite such factors. 2000 1999 1998 Net earnings $597.7 $339.3 $502.6 Net earnings per share $1.45 $0.83 $1.23 Due to the previously stated factors or charges, there are exclusions from the results of operations in the following sections for purposes of comparison between years. The year 2000 and 1999 have been compared excluding charges, net earnings and earnings per share in the below table: 2000 1999 Charge Net earnings $651.9 $606.2 +7.5% Net earnings per share $1.61 $1.50 +7.3% The full-year increase in earnings per share of $0.11 consisted of $0.02 from business growth and $0.11 from favorable tax-rate movements, partially offset by $0.02 from unfavorable foreign currency movements. Kellogg's Company then continued to lead the global ready-to-eat cereal category in 2000 with an estimated 38% annualized share of worldwide dollar sales. Category share for the Company's operating segments was approximately 31% in the United States, 43% in Europe, 60% in Latin America, 45% in Canada, 57% in Australia, and 50% in Asia. The growth achieved by Kellogg's Company by the end of 2000

Obey at Any Cost Milgram,S. (1963). Behavioral study of obedience Essay

Obey at Any Cost Milgram,S. (1963). Behavioral study of obedience. Journal of Abnormal and Social Psychology. 67,371-378 - Essay Example This idea sprung from his curiosity of how soldiers committed vicious atrocities during World War II, and in general, the inhumanity displayed by people as a result of obeying orders from ruthless leaders in the course of history. Milgram wanted to test out his theory that humans tend to obey those in a position or power or authority over them even if obeying will mean going against their principles, codes of moral and ethical behavior. The experiment focused on subjects who were put in the role of a â€Å"teacher† who would inflict the punishment of electric shock to another â€Å"subject† (an acting accomplice of the experimenter) given the role of a student whenever he gave a wrong answer to a memory drill. The voltage of the shock increases the more errors are committed by the â€Å"student†. An â€Å"experimenter† conducting the study was actually a confederate of Milgram, egged on the subject to continue with the task at hand no matter how the â€Å"student/ learner† subject reacted. The whole scenario that was played was just simulated without the knowledge of the actual subject. Unaware that everything and everyone around him is not real, he and his emotions and behavior are the only ones that are. Surprisingly, out of the 40 subjects, 65% followed the experimenter’s orders all the way to the top of the shock scale. Most of them exhibited manifestations of extreme stress in doing so, sincerely uncomfortable doing the task while witnessing the suffering of the student subject. To ease them of their anxiety, the subjects were â€Å"debriefed† after the experiment. The purpose of the experiment was revealed to them along with unmasking the accomplices and confederates to introduce themselves. The subjects were interviewed regarding the feelings they went through. Milgram explains why the subjects continued to obey the experimenter even if they knew that they were responsible for hurting a fellow human being.