Leadership style; Tillman Fertitta (Landry's) Essay

Leadership style; Tillman Fertitta (Landry's) - Essay Example Tillman later married his beautiful wife with whom they have four beautiful children (Bane). Tillman is a man who has achieved fame for his massive wealth that to me I can say he is self made since he did not inherit anything from his parents that propelled him into his current financial state. Tillman had shown that he had entrepreneurial skills at his early stages of life even before graduating from the university when he stated his own firm that majorly dealt with marketing and sales. This to me seemed to be his first step to what would soon enable him venture into business field. Later after graduating he also ventured into other field like construction and developments thus making him build homes. He later in the year 1986 joined the Landry’s as a specialist who oversaw their real estate and at this point is when he ventured foodservices (Bane). After his own personal assessment of the Landry’s he saw potential that lay unexploited and later decided to acquire it by the year 1988 when he bought shares from the Landry’s brother and other investors making him the owner of the Landry’s. This later made him the chairman and CEO of Landry’s Inc which under his management grew to be one America’s leading Hospitality Company. He also later ventured in other fields like entertainment when he bought the Golden Nugget Hotel and Casino thus making his success go beyond the restaurants. Later The Landry’s Inc would be associated with other companies which were also owned by Tillman. This made his properties over more than 33 states be to the tune of 400. Some of his many restaurant chains of companies include McCormick &Schmick’s, Landry’s seafood House, Chart House, Bubba Gump Shrimp Co and Rainforest cafà ©. Also part of his vast family of companies include , Inn at the Ball Pa rk, Grotto, La Griglia, Mortons Steakhouse, Brenners Steakhouse, Kemah Boardwalk, Downtown Aquarium Denver and Houston not forgetting the Towers of Americans in San

Managing the value chain Case Study Example | Topics and Well Written Essays - 3000 words

Managing the value chain - Case Study Example American PC companies, by contrast, generate roughly 40-50 percent of their total production value in East Asia. Seagate, the current market leader for hard disk drives, is estimated to generate around 75 percent of its overall production value in East Asia, primarily in the triangle that comprises Singapore, Malaysia, and Thailand. European electronics multinationals have fairly high OPRs, but only in the last decade have major European electronics firms discovered East Asia (Lasserre and Schuette 1995). We estimate that during the early 1990s major European electronics firms generated roughly 15-20 percent of their total production value in Asia. The geographical location and other factors such as proximity to low cost labor markets dictate a different value chain for japanese companies. That is the reason why I have decised to focus on Sony and have a closer look on the supply value chain as well as customer value chain creation. The scope for centralized control at Sony diminishes with increasing distance; once Sony extends its value-chain across national boundaries, it is faced with complex coordination problems and the risk of abrupt disruptions.. While production-related disruptions decline with increasing product maturity, demand-related disruptions and abrupt changes in management decisions brought on by financial markets do not. Sony was faced with a very different challenge; they had hesitated too long in moving production of products to East Asia (Ernst and O'Connor 1992). Under the impact of the yen appreciation, Sony risked losing market share in the United States and Europe, especially to the aggressive new competitors from Korea. A quick response on a massive scale was required to roll back these new challengers. Production ramp-up had to occur quickly, and cost and quality had to be tightly controlled. Under such conditions, centralized management control was a perfectly rational choice. Developing local capabilities and linkages through "trial-and-error" would have been a time-consuming process, and thus had to be discarded. It is important to note that specific features of consumer electronics are important for the organization of Sony production networks. Lower end consumer devices have a variety of characteristics that are conducive for the establishment of global export platform mega-plants. They are homogeneous products with large economies of scale in which close interaction with customers is not required. They are characterized by a high divisibility. Different stages in the value-chain can be easily separated, and fundamental changes in design methodology and the shift from metallic to plastic parts have facilitated offshore production, even for relatively complex components such as drums, video heads, and small motors.2 With but few exceptions (such as picture tubes), most components and subassemblies are also characterized by low transportation costs, and can be easily moved between different locations.3 There is ample empirical evidence that Japanese firms in general are laggards in international production compared with their American and European counterparts. A survey conducted byJETRO (the Japanese External Trade Organization) in December 1995 found that the ratio of overseas