CML is a hematologic root cell upset characterized by the presence of big figure of mature myeloid cells in the bone marrow.
After his third attempt, the two charts finally shared the screen. He had achieved digital success, but as he looked at a chart that reminded him of a multiheaded hydra, Morales was not convinced he had found a real-life solution.
Two previous reorganizations had not achieved that objective, and now the global economy looked as if it were headed for a recession. If he was to recommend another restructuring, Morales knew it would have to be successful. Kent Chemical Products: The Company and Its Businesses Kent was established in as a rubber producer, and its historical roots were still evident.
Responding to postwar opportunities, KCP opened a research laboratory inharnessing technology-based research to drive product development. See Exhibit 1 for summary financials.
Kent offered a wide range of products from specialty lubricants to polymer additives, focusing on niche-market needs in the construction, electronics, medical products, and consumer industries. The range was managed through six business divisions, three of which had significant international sales.
Bartlett and writer Laura Winig prepared this case solely as a basis for class discussion and not as a source of primary data, an endorsement, or an illustration of effective or ineffective management.
This case, though based on real events, is fictionalized, and any resemblance to actual persons or entities is coincidental. There are occasional references to actual companies in the narration. This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School.
First targeted at the auto engine market, the brand had expanded into a range of specially formulated products designed for high-margin niche household applications such as oven, barbeque, and stainless steel cleaners.
In the U. Outside the U. In Brazil, for example, Kent sold through distributors to small independent outlets; in France a direct sales force sold to national chains.
And while consumer preferences in the U. However, the only non-U. Fire Protection Products Kent entered the fire protection business in the s by acquiring a company that had developed fire retardant chemicals for the apparel industry.
Then, following the fire that claimed the lives of three Apollo astronauts, government-funded research led Kent to develop a line of foams, chemicals, and gases, thereby allowing it to enter the larger fire control market segment. The latter product line was sold to both fire control systems companies and original equipment manufacturers OEMs in the electronics, building, and oil refining industries.
Intense price competition particularly in the retardant segment, caused Kent to focus on reducing production costs. As the number-three competitor worldwide, Kent faced pressure from both local and global companies. Medical Plastics In the s, Kent collaborated with a major hospital supply company to develop a non-leaching, sterilizable plastic that won the U.
Food and Drug Administration approval to hold intravenous solutions. That partnership created plastic IV bags that gradually replaced the ubiquitous glass bottles hanging over hospital beds around the world.
Building on that reputation, Kent became a leading supplier of plastics for medical applications. Over subsequent decades it developed special formulations for everything from surgical instruments to implantable devices to replacement joints.
For the exclusive use of k. Kent Chemical: Organizing for International Growth Its customers were large global hospital supply and medical device companies with which it worked in partnership to develop specialized plastics for targeted applications.
In addition to properties such as biocompatibility, self-lubrication, and non-toxicity, these plastics also had to retain those characteristics under sterilization-imposed conditions of extreme temperature and moisture. He had a reputation as a smart, hardworking team player who liked to win.
See Exhibit 2. Historically, regional directors had managed subsidiary and JV managers in 22 countries with a light touch encouraging them to optimize their local positions. Because Kent was a minority shareholder of many of these companies, its financial and operating control were often limited.Genocide & ethnic cleansing,Second World War, HISTORY / Holocaust,HISTORY / Europe / General,HISTORY / Military / Biological & Chemical Warfare Using the framework of genocide, this volume analyzes the patterns of persecution of the Roma in Nazi-dominated Europe.
Kent Chemical Organizing For Internatio Hellip Essay Sample. Organizing for International Growth In July , Luis Morales, president of Kent Chemical International (KCI), the international arm of Kent Chemical Products (KCP), balanced a computer on his lap, trying to merge the organizational charts of his KCI worldwide operations with KCP’s domestic businesses.
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president of Kent Chemical International (KCI).
the international arm of Kent Chemical Products (KCP). balanced a computing machine on his lap. seeking to unify the organisational charts of his KCI . BARTLETT LAURA WINIG Kent Chemical: Organizing for International Growth In July , Luis Morales, president of Kent Chemical International (KCI), the top-rated free essay Kent Chemical Organizing For Internatio Hellip.
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