netrashetty
Netra Shetty
American Reprographics Company (NYSE: ARC) is the largest reprographics company in the United States, providing business-to-business document management services to the architectural, engineering and construction (AEC) industry. It also provides these services to companies in other industries that require sophisticated document management services. The company provides its core services through a proprietary suite of reprographics technology products, a nationwide network of locally-branded reprographics service centers, and facilities management programs at customers' locations throughout the country.
Founded in 1988 as a single reprographics firm in Southern California by S. "Mohan" Chandramohan (now Chairman of the Board), the company has grown into a national corporation with 2006 revenues of $591 million.
Corporate headquarters are co-located in Walnut Creek, California.
The company, with more than 40 operating divisions, employs more than 4,500 employees, and serves more than 140,000 customers nationwide. ARC continues to grow through acquisition.
On February 3, 2005, ARC announced pricing of its initial public offering of 13,350,000 shares of common stock at $13.00 per share for gross proceeds of $173,550,000. $92,690,004 of the proceeds went to ARC, $68,711,496 went to selling shareholders.[1]
ARC created the products PlanWell, Pinadmin, BidCaster, Metaprint, Sub-Hub and Abacus — applications aimed at solving problems of the reprographic and construction industries with sharing, transferring and managing printed and digital data.
CEO
Kumarakulasingam Suriyakumar
Director
Dewitt McCluggage
3
Director
Eriberto Scocimara
Director
Mark Mealy
2
Director
Manuel Perez de La Mesa
Director
Thomas Formolo
7
Director
James McNulty
CFO
Jonathan Mather
CTO
RR
Integration
KG
Mergers & Acquisitions
TC
National Operations
DW
BIM Services
KR
Corporate Communications
DS
Premier Accounts
TB
Digital Operations
KW
Integration
JB
Integration
JS
Bayer announced reorganization in 1984. Bayer had been successful with a conventional organizational structure that was departmentalized by function. However, in response to new conditions the company wanted to create a structure that would allow it to achieve three primary goals shift management control from the then West German parent company to its foreign divisions and subsidiaries; restructure its business divisions to more clearly define their duties; flatten the organization, or empower lower level managers to assume more responsibility, so that top executives would have more time to plan strategy (Burton and Obel, 1998; Knight, 1977). Bayer selected a relatively diverse matrix management format to pursue its goals. It delineated all of its business activities into six groups under an umbrella company called Bayer World. Within each of the six groups were several subgroups made up of product categories such as dyestuffs, fibers, or chemicals. Likewise, each of its administrative and service functions were regrouped under Bayer World into one of several functions, such as human resources, marketing, plant administration, or finance. Furthermore, top managers who had formally headed functional groups were given authority over separate geographic regions, which, like the product groups, were supported by and entwined with the functional groups. The net effect of the reorganization was that the original nine functional departments were broken down into 19 multidisciplinary, interconnected business groups. Bayer management lauded the new matrix structure as a resounding success (Kramer, 1994; Nissan, 1995). The functional areas will have personnel with varied skills, but those skills are grouped on their similarities. The people who have identical skills can be grouped easily and they can be placed in separate units and a aforesaid organizational structure is formed. The ultimate controlling authority coordinates with all levels which are commonly called the top management. When an organization handles a solitary product, the aforementioned functional organizational structure is most suited and most frequently used. In such as model, the purchasing function concentrates on purchase activities. Human Resources personnel handle the hiring, training, and firing activities. The accounting department takes care of financial activities. Manufacturing focuses on rolling out the finished product. The sales team takes the role of promoting the finished product in the marketplace. Marketing activities market the product with a long range goal of staying competitive in the market
Founded in 1988 as a single reprographics firm in Southern California by S. "Mohan" Chandramohan (now Chairman of the Board), the company has grown into a national corporation with 2006 revenues of $591 million.
Corporate headquarters are co-located in Walnut Creek, California.
The company, with more than 40 operating divisions, employs more than 4,500 employees, and serves more than 140,000 customers nationwide. ARC continues to grow through acquisition.
On February 3, 2005, ARC announced pricing of its initial public offering of 13,350,000 shares of common stock at $13.00 per share for gross proceeds of $173,550,000. $92,690,004 of the proceeds went to ARC, $68,711,496 went to selling shareholders.[1]
ARC created the products PlanWell, Pinadmin, BidCaster, Metaprint, Sub-Hub and Abacus — applications aimed at solving problems of the reprographic and construction industries with sharing, transferring and managing printed and digital data.
CEO
Kumarakulasingam Suriyakumar
Director
Dewitt McCluggage
3
Director
Eriberto Scocimara
Director
Mark Mealy
2
Director
Manuel Perez de La Mesa
Director
Thomas Formolo
7
Director
James McNulty
CFO
Jonathan Mather
CTO
RR
Integration
KG
Mergers & Acquisitions
TC
National Operations
DW
BIM Services
KR
Corporate Communications
DS
Premier Accounts
TB
Digital Operations
KW
Integration
JB
Integration
JS
Bayer announced reorganization in 1984. Bayer had been successful with a conventional organizational structure that was departmentalized by function. However, in response to new conditions the company wanted to create a structure that would allow it to achieve three primary goals shift management control from the then West German parent company to its foreign divisions and subsidiaries; restructure its business divisions to more clearly define their duties; flatten the organization, or empower lower level managers to assume more responsibility, so that top executives would have more time to plan strategy (Burton and Obel, 1998; Knight, 1977). Bayer selected a relatively diverse matrix management format to pursue its goals. It delineated all of its business activities into six groups under an umbrella company called Bayer World. Within each of the six groups were several subgroups made up of product categories such as dyestuffs, fibers, or chemicals. Likewise, each of its administrative and service functions were regrouped under Bayer World into one of several functions, such as human resources, marketing, plant administration, or finance. Furthermore, top managers who had formally headed functional groups were given authority over separate geographic regions, which, like the product groups, were supported by and entwined with the functional groups. The net effect of the reorganization was that the original nine functional departments were broken down into 19 multidisciplinary, interconnected business groups. Bayer management lauded the new matrix structure as a resounding success (Kramer, 1994; Nissan, 1995). The functional areas will have personnel with varied skills, but those skills are grouped on their similarities. The people who have identical skills can be grouped easily and they can be placed in separate units and a aforesaid organizational structure is formed. The ultimate controlling authority coordinates with all levels which are commonly called the top management. When an organization handles a solitary product, the aforementioned functional organizational structure is most suited and most frequently used. In such as model, the purchasing function concentrates on purchase activities. Human Resources personnel handle the hiring, training, and firing activities. The accounting department takes care of financial activities. Manufacturing focuses on rolling out the finished product. The sales team takes the role of promoting the finished product in the marketplace. Marketing activities market the product with a long range goal of staying competitive in the market
Last edited: