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Question: 8:41 PM T 59% OO AT&T instructure-uploads.s3.amazonaws.com C 9-175-246 Harvard Business School Re…

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Analysis and summary please
Question: 8:41 PM T 59% OO AT&T instructure-uploads.s3.amazonaws.com C 9-175-246 Harvard Business School Re...
Question: 8:41 PM T 59% OO AT&T instructure-uploads.s3.amazonaws.com C 9-175-246 Harvard Business School Re...
Question: 8:41 PM T 59% OO AT&T instructure-uploads.s3.amazonaws.com C 9-175-246 Harvard Business School Re...

Show transcribed image text 8:41 PM T 59% OO AT&T instructure-uploads.s3.amazonaws.com C 9-175-246 Harvard Business School Rev. April 12. Industrial Grinders N.V In late May 1974, Lawrence Bridgeman, the general manager of the German plant of ndustrial Grinders N.V, scheduled an afternoon meeting with his sales manager, accountant, and development engineer to discuss the introduction by the French finm Henri Poulenc Ga competitor) of plastic ring substitute for the steel rings presently used in certain machines sold by Industrial Grinders The plastic ring, then new to the mar ket, not only had a much longer life than the LG. teel ring but also apparently had a much lower cost. Bridgeman's problem stemmed from LG's large quantity of steel rings on hand and the substantial inventory of special steel for their manufacture. After a thorough survey, he had found that the special steel could not be sold evenfor scrap: the total book value of these exceeded $93,000. For nearly 70 years LG had manufactured industrial machines for sale in countries. The particular machine involved n Bridgeman's dilem ma was made only at the company's German plant, which employed several thousand people, in Cologne. The different models were were sold by a separate sales organization. Parts, which accounted for a substantial part of the company's business, were sold separately. As with the steel rings, these parts could often also be used on similar machines manufactured by competitors. The company's head office was in Holland. In general the plants were allowed considerable leeway in administering their own affairs, the Dutch office, however, was easily accessible by or during executive visits tothe individual plants. by telephone In the early 1970s, competition had become fairly strong Japanese manufacturers, with low- priced spare parts, had successfully entered the field. Other companies had appeared with lower- quality and lower-priced machines. There was little doubt that future competition would become The steel ring manufactured by LG. had a normal life of about two months, depending upon the extent to which the machine was used, A wom-out ring could be replaced n a few seconds, and although different models of the machines required from two six rings, the rings replaced individually as they wore out. The sales manager, Harry Greiner, had learned of the new Plastic ring shortly after its appearance and had immediately asked when LG. would be able to supply them particularly for sale n France, where Henri Poulenc was the strongest competition faced by IG Anders to customers Ericsson, the development engineer, estimated that the plastic rings could be produced by mid- September, the necessary tools and equipment could be obtained for about $1800. Ericsson had initially raised the issue of the steelring inventories that would not be used up by September. Greiner This case was adapted from the Standust Grinder Cowpany copvrights lyIMEDE. Copyright 1974 by the President and Fellows of Harvard College. To order copies or request permision reproduce materials, call 1 RX-505.7685, write Harvard Business School hublishing, Boston, MA 0216, or go to http//www.hbsp harvard.edu. No part of this Publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any mea electronic mechanical photocopying, ns recording or otherwise without the Permission of Harvard Businms School.

8:41 PM T 59% OO AT&T instructure-uploads.s3.amazonaws.com C 9-175-246 Harvard Business School Rev. April 12. Industrial Grinders N.V In late May 1974, Lawrence Bridgeman, the general manager of the German plant of ndustrial Grinders N.V, scheduled an afternoon meeting with his sales manager, accountant, and development engineer to discuss the introduction by the French finm Henri Poulenc Ga competitor) of plastic ring substitute for the steel rings presently used in certain machines sold by Industrial Grinders The plastic ring, then new to the mar ket, not only had a much longer life than the LG. teel ring but also apparently had a much lower cost. Bridgeman's problem stemmed from LG's large quantity of steel rings on hand and the substantial inventory of special steel for their manufacture. After a thorough survey, he had found that the special steel could not be sold evenfor scrap: the total book value of these exceeded $93,000. For nearly 70 years LG had manufactured industrial machines for sale in countries. The particular machine involved n Bridgeman's dilem ma was made only at the company's German plant, which employed several thousand people, in Cologne. The different models were were sold by a separate sales organization. Parts, which accounted for a substantial part of the company's business, were sold separately. As with the steel rings, these parts could often also be used on similar machines manufactured by competitors. The company's head office was in Holland. In general the plants were allowed considerable leeway in administering their own affairs, the Dutch office, however, was easily accessible by or during executive visits tothe individual plants. by telephone In the early 1970s, competition had become fairly strong Japanese manufacturers, with low- priced spare parts, had successfully entered the field. Other companies had appeared with lower- quality and lower-priced machines. There was little doubt that future competition would become The steel ring manufactured by LG. had a normal life of about two months, depending upon the extent to which the machine was used, A wom-out ring could be replaced n a few seconds, and although different models of the machines required from two six rings, the rings replaced individually as they wore out. The sales manager, Harry Greiner, had learned of the new Plastic ring shortly after its appearance and had immediately asked when LG. would be able to supply them particularly for sale n France, where Henri Poulenc was the strongest competition faced by IG Anders to customers Ericsson, the development engineer, estimated that the plastic rings could be produced by mid- September, the necessary tools and equipment could be obtained for about $1800. Ericsson had initially raised the issue of the steelring inventories that would not be used up by September. Greiner This case was adapted from the Standust Grinder Cowpany copvrights lyIMEDE. Copyright 1974 by the President and Fellows of Harvard College. To order copies or request permision reproduce materials, call 1 RX-505.7685, write Harvard Business School hublishing, Boston, MA 0216, or go to http//www.hbsp harvard.edu. No part of this Publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any mea electronic mechanical photocopying, ns recording or otherwise without the Permission of Harvard Businms School.

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