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Monthly Archives: October 2013

 

 

Listed companies are subjected to immense pressure to grow their business and profitability to maintain or boost their market share value. Dell’s management experienced this situational pressure when operating results of the company fell short of analysts’ expectations.

 

Management perceived an opportunity to misrepresent the results of the company by way of intentional misstatements so that these results would satisfy the stock market. Improper disclosures of sources of revenue/profit misled investors on the underlying operating performance of the company.

 

 

 

It is obvious that the lack of management’s lack of integrity and ethical values led them to believe that better operating results in subsequent quarters would allow them to get away with such improper disclosures, i.e to rationalize their behaviour. When the anticipated better results did not materialize and Intel cut its extraordinary payments, the company’s management reverted once again to improper disclosures.

Dell and its management can consider they got away lightly with a $ 100 million fine. Executives’ greed and stock market pressures for short-term performance cannot condone such management’s low levels of integrity and ethical values.

 

However, investors and regulators should question how the external auditors failed to detect such blatant misrepresentations?

Link:

http://www.dailyfinance.com/2010/07/23/dell-to-pay-100-million-fine-for-fraud-and-misleading-investors/

BMW is an internationally recognized brand for excellence and quality in the car industry. Its excellence starts from the car product itself to the maintenance and servicing of these cars. The previously estimated after sales  client satisfaction rating of 92% is under serious threat given a serious breakdown in the company’s supply chain of spare parts.

 

The management of ordering and maintaining optimum levels of stocks of spare parts allows the company to reduce finance or “obsolete” costs levels. Any breakdown in this ordering system can have significant image and reputational issues with BMW clients, mostly in the “premium” or “high-end” market segment.

 

Despite the quick response of BMW’s management to sort out inventory shortages at the main distribution center in Dingolfing, it is likely that the level of customer satisfaction is likely to fall and impact the image of the BMW brand.

 

As the chaotic change in logistic management system is an isolated incident, it is unlikely that the BMW brand, and demand for its products, will be significantly impacted in the long run given BMW’s dominance in the premium car market segment and reputation for efficiency and reliability, unless the disruption in spare parts supply drags on unduly.

Links:

http://www.bloomberg.com/news/2013-08-20/bmw-owners-waiting-for-repairs-on-supply-chain-breakdown.html

http://www.bloomberg.com/news/2013-09-10/bmw-to-fix-supply-chain-delays-by-month-s-end-executives-say.html

From a market leader position four years ago to selling less than 12% of smartphones sold by only one competitor, Apple’s iPhone, last quarter, BlackBerry has become a victim of intense competition in the smartphone industry.

In the field of smartphone technology, the key to success is innovation. A revolutionary new model provides a comparative advantage for the short period of time it takes competitors to copy, sometimes improve, the new technology or for the patent to run out.

When BlackBerry was the only market player with a “secure global network”, the company products had a clear edge on the company’s competitors. Security, not price, was the major selling point for BlackBerry.

Major investment in R&D from competitors such as Apple led to technological advances (e.g. touchscreens), which rendered the BlackBerry products less “user friendly” and the “innovation elastic” demand for smartphones shifted in favour of Apple and Samsung.

BlackBerry believed that it had a captive market and that massive R&D investment was not necessary. It must now use its dwindling cash resources to initially bridge and surpass the technology gap that has opened up with its competitors and subsequently market its smartphones just like they once were: unique!

Article Source:

http://www.nytimes.com/2013/09/21/technology/blackberry-plans-to-cut-4500-jobs.html?_r=0

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