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Axeon study case

Axeon study case. Question 1: Thorough analysis Feasible business idea Might be too optimistic market potential Underestimated competition Ian’s personal benefit. Axeon study case. Question 2: Two answers to this question: Not be beneficial for Axeon to build factory

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Axeon study case

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  1. Axeon study case • Question 1: • Thorough analysis • Feasible business idea • Might be too optimistic market potential • Underestimated competition • Ian’s personal benefit Group B5 Emma Jacobsén, Mia Hertzberg, Sergio Montano

  2. Axeon study case • Question 2: • Two answers to this question: • Not be beneficial for Axeon to build factory • Probable over estimated market • Longer time than the seven years • Ian forecasted to pay back for the plant and gain profit • Knowledge of the productions is established in the Netherlands • Beneficial for Axeon to build factory • Ian’s calculations are correct • Possible to expand production and sales geographically • More even distribution of sales Group B5 Emma Jacobsén, Mia Hertzberg, Sergio Montano

  3. Axeon study case • Question 3: • CEO had objective view of the situation. • Let Ian and the Dutch Operation crew to debate the subject • The CEO must consider what is best for the company. • If the CEO would have interfered • Remove responsibility • Undermine Group B5 Emma Jacobsén, Mia Hertzberg, Sergio Montano

  4. Axeon study case • Question 4: • Full-cost transfer prices plus a mark up • 20% could be used • Dutch Operation can recover the full cost of production • Easy to implement • A drawback => changes in the market • Reasons why other transfer price methods do not fit this case • Market based transfer prices • Marginal cost transfer prices • Negotiated transfer prices Group B5 Emma Jacobsén, Mia Hertzberg, Sergio Montano

  5. Axeon study case • Question 5: • Decentralized top-level management • Result control by bonus plans and rewards • Could lead to that the subsidiary managers only concentrate on their own sales • Expanding by acquiring foreign companies • Expertise • Grasp market Group B5 Emma Jacobsén, Mia Hertzberg, Sergio Montano

  6. Axeon study case • Question 6: The critical success factors • Keeping managers after acquisition, geographical expertise. • Subsidiary managers have great influence and responsibility in their own market. • Bonus and reward systems that motivates the top-level management. • R&D of chemical products to be leading in the market. • Personal control in the form of recruiting good engineers and provide them right resources. Group B5 Emma Jacobsén, Mia Hertzberg, Sergio Montano

  7. Axeon study case • Question 7: KRA • Production, highly routinized activities e.g. in the production line. • Sales of products. • Recruiting new appropriate personnel for the company standards. • Management such as problem solving, team building, personal development etc. • Training staff to have best possible knowledge and make sure the company’s objectives. • Board meetings to establish the vision and the mission. • R&D to improve current products and develop new ones. • Other KRA that need to be handled are lack of direction, lack of motivation and personal limitations. Group B5 Emma Jacobsén, Mia Hertzberg, Sergio Montano

  8. Axeon study case • Question 8: • Decentralized top level management • Subsidiary managers have the ability to make their own decisions • Subsidiary managers have the capability to develop new factories if profitable • Centralized below top level management • Overarching decisions Group B5 Emma Jacobsén, Mia Hertzberg, Sergio Montano

  9. Axeon study case • Question 9: • Try out the U.K. market • Exporting AR-42 from the Netherlands • Confirm the demand • This strategy will provide an insight • Train Hollandsworth’s engineers Group B5 Emma Jacobsén, Mia Hertzberg, Sergio Montano

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