Revelation Case Studies Samples For Students

Multi Agency Coordination

Multi Agency Coordination
As police officers responded quickly after the first plane crashed on the first WTC tower, there was no concrete plan what are they going to do, given that no one was expecting that kind of tragedy other than the terrorists themselves. After the first plane crash, police and the rescuers just did what the usual standard operating procedure was. They were not able to detect why the plane crashed on the first tower, they did not know that there was another plane crash approaching few hours after the first, and they did not know the ...

Foing-nova is an IT company located in Varaždin, Croatia, which provides software for users of the state budget. However, Foing-nova remains a small business despite recently changing its location and expanding its headquarters. After consulting RajkoTomiek, who is the CEO of Foing-nova, it was clearly understood that the most suitable method of company’s expansion would be to increase their market share. Although, Foing-nova is expected to gain new customers by entering a new market and thus become more profitable. However, a strategy must be put in place to ease the diversification of the company and to ensure ...

Investor Communication Plan

Investor Communication Plan

Background

Western States Electric Components Group, a subsidiary of Consolidated Electrical Company, mistakenly misrepresented its sales income for the past four years. Western has been selling about 55% of its connolator generators to various ConsoE’s divisions at lower internal retail prices. The different divisions resold these connolators acquired from Western to outside companies. Unfortunately, the financial department has been recording these activities as two separate earnings, hence double booking. Upon the revision of the accounts for the four years, profits for the following financial year will come out as big loses hence affecting the prices and ...

The complaints about the faulty acceleration systems of the cars manufactured by the Toyota Company surfaced as early as March 3, 2004. However, the company took long to address this issue and ended up between a rock and a hard place. The cause for this prolonged delay in the assessing of these faults in their vehicles was due to the culture of organization within Toyota. Negative results and feedbacks within the company were sealed within the company instead of being addressed. This showed that the company was afraid of any shame or tainting of its public image; thus admitting to the ...