netrashetty
Netra Shetty
DC Shoes is an American company that specializes in footwear for extreme sports, skateboarding, snowboarding as well as snowboards, shirts, jeans, hats, and jackets. The company was founded in 1993 by Ken Block and Damon Way, and is based in Vista, California.[1] DC originally stood for "Droors Clothing", but since the sale of Droors Clothing (which is now defunct), DC no longer has ties to Droors and is simply DC Shoes.
On March 9, 2004, DC Shoes was acquired by Quiksilver in a $87 Million USD transaction.[2]
DC sponsors snowboarders, BMX riders, skateboarders, and more. The current skate team includes PRO's Danny Way, Josh Kalis, Nick Dompierre, Rob Dyrdek, Dorien Walker, Colin McKay, Chris Cole,Matt Miller, and Chaz Ortiz.Am's consist of Felipe Gustavo, Wes Kremer, Marquise Henry, and Evan Smith.
President
Norio Mori
Chairman of the Board
Takahiro Hanemoto
Business Development
HN
Environment Recycle Business
Koichi Tanaka
Technology Information
KK
Resources Business
NY
Administration
KN
Cement Business
OM
President of Subsidiaries
Akira Saito
“Streamlining was as well experienced by the central bank of China – the People’s Bank of China”. After founding the new government in 1949, The People’s bank of China was established. It served as “the only bank in the country before 1979”. The bank performed “the typical responsibilities of a central bank as credit distribution, currency issuance and foreign exchange reserves management”. Aside from its central banking functions, it also performed as “a commercial bank by way of receiving household and firms deposit and making loans and providing clearance services for business organizations” (p. 6). Since there are no separate commercial banks, the need for “separate commercial banking in a ‘centrally-planned’ economy is unnecessary”. The Chinese financial market only looked-for an “accounting system to balance the books for various state-owned enterprises”. During these years, “a mono-banking system, which the People’s Bank of China served as the accounting unit, was sufficient for this reason”
The CEO of a national retailer was very frustrated. His face grew noticeably redder as he told me how he had set up each store as a profit center and was attempting to hold store managers and their regional managers accountable for profitability. But when a store under performed the store manager would show that head office buyers were forcing them into stocking the wrong merchandise for their particular mix of customers. Or they would claim that the marketers hadn't put together the right campaign for their local market.
When the CEO tried to hold the buyers accountable for the slow moving merchandise, they would blame the stores for not displaying it well enough. Or the buyers would point their fingers at the marketers for not moving the merchandise. When the marketers were confronted, they blamed the stores or the buyers.
Another organization in the office equipment business had started an intense focus on customer service and quality improvement. As they began finally listening to their customers, they kept hearing how bureaucratic they were. One day a customer in one of the biggest cities they served pointed out that they had thirty-three phone numbers in the phone book. "We don't know whom you should talk to. Here, you figure it out" is what the company was essentially saying to its customers. "Maybe you should give us an organization chart so we have a fighting chance of getting to the right department," the customer suggested.
When improvement teams tried to map out some of the service processes in these departments, they had to follow the bouncing customers as callers were sung a few verses of "No, that's not my department." Service providers were just as frustrated by all the interruptions from "all those idiotic customers who keep calling us when we're obviously not the right people for them to talk to."
Both of these examples illustrate the behavior-shaping role of structure and systems. It's like the strange pumpkin I once saw at a county fair. It had been grown in a four-cornered Mason jar. The jar had since been broken and removed. The remaining pumpkin was shaped exactly like a small Mason jar. Beside it was a pumpkin from the same batch of seeds that was allowed to grow without constraints. It was about five times bigger. Organization structures and systems have the same effect on the people in them. They either limit or liberate their performance potential.
On March 9, 2004, DC Shoes was acquired by Quiksilver in a $87 Million USD transaction.[2]
DC sponsors snowboarders, BMX riders, skateboarders, and more. The current skate team includes PRO's Danny Way, Josh Kalis, Nick Dompierre, Rob Dyrdek, Dorien Walker, Colin McKay, Chris Cole,Matt Miller, and Chaz Ortiz.Am's consist of Felipe Gustavo, Wes Kremer, Marquise Henry, and Evan Smith.
President
Norio Mori
Chairman of the Board
Takahiro Hanemoto
Business Development
HN
Environment Recycle Business
Koichi Tanaka
Technology Information
KK
Resources Business
NY
Administration
KN
Cement Business
OM
President of Subsidiaries
Akira Saito
“Streamlining was as well experienced by the central bank of China – the People’s Bank of China”. After founding the new government in 1949, The People’s bank of China was established. It served as “the only bank in the country before 1979”. The bank performed “the typical responsibilities of a central bank as credit distribution, currency issuance and foreign exchange reserves management”. Aside from its central banking functions, it also performed as “a commercial bank by way of receiving household and firms deposit and making loans and providing clearance services for business organizations” (p. 6). Since there are no separate commercial banks, the need for “separate commercial banking in a ‘centrally-planned’ economy is unnecessary”. The Chinese financial market only looked-for an “accounting system to balance the books for various state-owned enterprises”. During these years, “a mono-banking system, which the People’s Bank of China served as the accounting unit, was sufficient for this reason”
The CEO of a national retailer was very frustrated. His face grew noticeably redder as he told me how he had set up each store as a profit center and was attempting to hold store managers and their regional managers accountable for profitability. But when a store under performed the store manager would show that head office buyers were forcing them into stocking the wrong merchandise for their particular mix of customers. Or they would claim that the marketers hadn't put together the right campaign for their local market.
When the CEO tried to hold the buyers accountable for the slow moving merchandise, they would blame the stores for not displaying it well enough. Or the buyers would point their fingers at the marketers for not moving the merchandise. When the marketers were confronted, they blamed the stores or the buyers.
Another organization in the office equipment business had started an intense focus on customer service and quality improvement. As they began finally listening to their customers, they kept hearing how bureaucratic they were. One day a customer in one of the biggest cities they served pointed out that they had thirty-three phone numbers in the phone book. "We don't know whom you should talk to. Here, you figure it out" is what the company was essentially saying to its customers. "Maybe you should give us an organization chart so we have a fighting chance of getting to the right department," the customer suggested.
When improvement teams tried to map out some of the service processes in these departments, they had to follow the bouncing customers as callers were sung a few verses of "No, that's not my department." Service providers were just as frustrated by all the interruptions from "all those idiotic customers who keep calling us when we're obviously not the right people for them to talk to."
Both of these examples illustrate the behavior-shaping role of structure and systems. It's like the strange pumpkin I once saw at a county fair. It had been grown in a four-cornered Mason jar. The jar had since been broken and removed. The remaining pumpkin was shaped exactly like a small Mason jar. Beside it was a pumpkin from the same batch of seeds that was allowed to grow without constraints. It was about five times bigger. Organization structures and systems have the same effect on the people in them. They either limit or liberate their performance potential.
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