Making management succession more a science than an art

Article Abstract:

When J. Robert Fluor, chairman and CEO of Fluor Corp., a multinational engineering firm, died rather suddenly of lung cancer in September 1984, his death took many at the company by surprise (he had been at work just two days earlier), but his successor and the company's complete management structure under the new chairman, David S. Tappan Jr., formerly the firm's president and chief operating officer, had been carefully planned ahead of time. Fluor had earlier developed a system of identifying those executives with the most potential and preparing them for increased responsibility. The creation and operation of this 'development board', comprised of 11 top line managers, and the advantages and disadvantages the system provides to Fluor are described.

Appointments, resignations and dismissals, Executives, Management training, Executive ability, Middle managers, Bradley, Charles

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Faced with a TV advertising ban in Indonesia

Article Abstract:

Food Specialists-Indonesia is a subsidiary of Nestle SA, the multinational food products company, that produced and marketed six condensed and powdered milk products in Indonesia, but the company was affected severely by the Indonesian government's ban on all television advertising as of April 1, 1981. The company had made considerable marketing efforts to make its products known to Indonesian consumers, many of which relied on television commercials developed initially in Malaysia, the Philippines and other Asian countries. The effect of the television-advertising ban on the company's marketing strategy is described, and an analysis of the alternative advertising outlets used by the company in the absence of television is included.

FOOD AND KINDRED PRODUCTS, Food industry, International aspects, Economic policy, Television advertising, Marketing, Indonesia, Advertising campaigns

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How a streamlined logistics system can make all the difference

Article Abstract:

Saba, a West German sales subsidiary for the Paris-based consumer electronics giant Thomson-Brandt, has implemented a distribution system that it claims has saved it considerable expense and improved its customer service operations through subcontracting and streamlining. The success of Saba and Thomson-Brandt has encouraged other manufacturers in Europe to consider rationalizing distribution systems. Descriptions of the materials handling system in place at Thomson-Brandt and the benefits it has provided to the company are included, and the implementation of similar systems at other organizations is examined.

Household audio and video equipment, Usage, Consumer electronics, Materials handling, Logistics, Business logistics, Germany, West, TDA Armements S.A.S.

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