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【正文】 m counting on you. See what you can e up with by this time next week. Feel free to call Michael or myself with any questions. Okay, talk to you soon.Questions1. What is your assessment of the present situation?2. What are the key areas for change? Why do you believe so?3. What do you envision your product to be in a week?4. What type of additional information would you want?5. What type of analysis do you believe needs to be performed?6. Do you have an idea concerning the analytical structure?7. What type of framework might you envision for this strategy?8. What are the key elements you would include in designing a strategy?9. What are the key elements you would include in implementing a strategy?10. What is your assessment concerning Ramp。s winwin, no doubt about it.The EVP of Manufacturing is sick and tired of hearing that manufacturing is the problem. He points to the fact that they re producing and shipping three times the product they were five years ago with the same number of people they had eight years ago. If things don39。H is a member, sat down with the Ramp。H is widely regarded as a retailoriented pany. With a sales force that is twice the size of anyone else39。s profits. In Personal Care, Ramp。H is a consumer goods pany distributing wellknown branded products through grocery, drug, mass merchant and club channels. With $4 billion in revenues in the ., Ramp。PricewaterhouseCoopersCASE DISCUSSIONBUSINESS CASEInterview Case Study 1Roane amp。H is one of the top three players in the consumer goods industry. The pany has been marginally profitable over the past ten years. Last year the pany made a profit due largely to an accounting change.Although Ramp。H owns the two top branded products, in the other categories the pany has the number two brand, and in one segment, number three. Ramp。s in the industry, Ramp。H President and EVPs. The vice chairperson stated that the pany needed to improve performance within one year. He offered a couple of scenarios of what the conglomerate was considering in the event that the management failed to improve profitability. Scenario 1: Drop unprofitable brands and reduce the size of the pany Scenario 2: Merge the pany with a sister pany that has similar distribution requirements and have proven profitabilityRecent InitiativesRamp。t change in other areas, then things won39。H3
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