06 Case MacPherson

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MACPHERSON MANUFACTURING COMPANY:

STRATEGIC OPERATIONS PLANNING
Patricia LaPoint McMurry University

Carrol Haggard Fort Hays State University
You are permitted to view the material on-line and print a copy for your personal use until 4-Sep-2023.
CASE DESCRIPTION
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The primary subject matter of this case concerns operations management. The case can be
used to explore the important connection between sales and operation al decisions in an
operations management course. Students are asked to analyze data in order to determine whether
models should be retained or eliminated. The case has a difficulty level of four. The case is
designed to be taught in two class hours and is expected to require 8-10 hours of outside
Educational material supplied by The Case Centre
Copyright encoded A76HM-JUJ9K-PJMN9I
preparation by students.
CASE SYNOPSIS
As Brian MacPherson gazed from his corner-office window he reflected on the changes
to his family’s business. The historic building, one of Boston’s most distinctive landmarks, was built
in 1857 by his great, great, great grandfather, Cyrus MacPherson . Cyrus MacPherson had
made his presence known in every aspect of the early company’s business. He could be seen on the
production floor examining sewing machine parts, giving orders to his operators on how to set up
the equipment, and holding the reins of a horse-driven cart to distribute sewing machines to his
customers. The elder MacPherson was a demanding tyrant with an unyielding perseverance to
insure that the family business grew and survived for future generations of MacPherson ’s.
Today, MacPherson produces six models, a basic model and five specialty models. While
the growth potential for each model varies, all of the models require significant promotional efforts.
In some cases, models need to be redesigned in order to become more competitive. Three models
operate at 75-80% of capacity, one at 30-35% of capacity, while two models operate at 15-20% of
their capacity. Each product has its own dedicated production assembly line.
As Brian reflected on his heritage, he knew that he must continue this family tradition for
the generations of MacPherson ’s to come. However, he also knew that the 21 st century
environment was significantly different than that the Cyrus’ day. Brian was wrestling with such
questions as: Should the company continue to produce all six models ? Should some models be
eliminated or consolidated with other models in production ? When would issues of capacity force
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a decision about possible changes? Brian knew that his answer s to the se questions would
determine whether MacPherson Manufacturing Company remained viab le for future generations.
INTRODUCTION
Brian MacPherson gazed from his corner-office window overlooking the Charles River and
reflected on the changes to his family’s business. The historic red-bricked building built in 1857 by
his great, great, great grandfather, Cyrus MacPherson , was one of Boston’s most distinctive
landmarks. Currently, the building houses the corporate headquarters of MacPherson
Manufacturing Company, one of the major sewing machine manufacturers in the country and the
center of the company’s manufacturing operations. Cyrus MacPherson , an immigrant Scotsman,
made his presence known in every aspect of the early company’s business. He could be seen on the

production floor examining sewing machine parts, giving orders to his operators on how to set up
the equipment, and holding the reins of a horse-driven cart to distribute sewing machines to his
customers in the hot summers and cold winters of New England. The elder MacPherson was a
demanding tyrant with an unyielding perseverance to insure that the family business grew and
survived for future generations of MacPherson ’s. As Brian reflected on his heritage, he knew that
he must continue this family tradition for the generations of MacPherson ’s to come. However, he
also knew that the 21 st century environment was significantly different than that the Cyrus’ day.
The Global Industry
For the first half of the 20 th century, sewing machine sales were steadily increasing in the
United States; the latter half of the 20 th century, sales remained relatively flat. However, the reverse
of this trend in the second half of the 20 th century for overseas markets saw a significant increase
in sales specifically in the Asian-Pacific region. Led by a strong growth in Japan and subsequently
China in 1998, the exports of Japanese and Chinese sewing machines superseded that of the United
States.
The major competitor in the United States market is Singer; in the overseas markets, the
major competitors are: Asia-Pacific—Brother, Janome, Juki, Jaguar, and Taizhou Jema;
Europe—SVP Worldwide marketing the Singer, Husqvarna Viking, and Pfaff brands; Necchi, Elna,
and VSM in Italy, Switzerland, and Sweden respectively. SVP Worldwide is the global leader in all
product categories.
Historically, global price increases range from 3%-5% on the high end products and 5%-10%
on the low-end products. T hese global prices increases are due to the increases in costs for energy,
raw materials, packaging, transportation, labor and currency exchange fluctuations.
SVP Worldwide, the global leader of sewing machine sales reports on their website
“tightening credit markets and consumer postponement have combined to cause a ripple effect that
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has reached the global sewing machine industry. Typically, the sewing, quilting, and embroidery
markets have been relatively immune to recessionary periods, however, it is not the case with this
current recession and is possibly the beginning of a protracted period of substantial contraction”
(SVP Worldwide, 2008).
However, according to Consumersearch (2009, May) “sewing is making a comeback, owing
to the reality show hit "Project Runway" and the trend toward DIY crafting. The economy may also
be influencing more people to try sewing and mending their clothing. ”
Sales and Marketing
For the past 10 years, the sales of MacPherson’s sewing machines averaged about 100,000
units per year [See Table 1]. The distribution of company sales in the United States and overseas

markets currently is 80% and 20% respectively. The product line mix consists of 6 different
products: Model A (basic model, lower cost, less product features); 3 specialty models (B, C, and
D); and Products E and F (both are the most expensive and have the most features). Models A, B,
C, and D are expected to be most popular and have the highest demand. Models E and F, on the
other hand, are expected to have limited demand. While the growth potential for each model varies,
all of the models require significant promotional efforts. In some cases, models need to be
redesigned in order to become more competitive.
Table 1: Sales Data for Each Product for Years 2000 -2009
Year/Product A B C D E F TOTAL
2000 19000 18,000 5,000 17,000 2,000 1,200 62200
200 1 18000 20,000 6,000 15,000 2,000 1,200 62200
200 2 20000 21,000 5,000 20,000 2,400 1,200 69600
200 3 20000 20,000 6,000 18,000 2,000 1,000 67000
200 4 22000 25,000 6,000 20,000 2,000 1,400 76400
200 5 20000 16,000 7,000 20,000 2,100 1,400 76500
200 6 28000 26,000 8,000 23,000 2,500 1,500 89000
200 7 25000 25,000 7,000 25,000 2,000 2,000 86000
200 8 25000 25,000 10,000 24,000 3,000 2,000 89000
200 9 30000 28,000 11,000 25,000 3,000 2,000 100000
TOTAL 227000 234,000 71,000 207,000 23,000 13,900
Source: MacPherson Ma nufacturing Company Sales Department
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Model A [Basic Model]: standard line, starter model, best seller at 30% current domestic
sales; potential for growth if promoted sufficiently to highlight its distinctiveness in overseas
markets specifically the home market; limited growth in domestic market; promotion should focus
on creating an awareness of the product to penetrate the overseas markets; potential for significant
growth possible.
Model B [specialty model]: good seller; needs promotion and redesign to become more
competitive; currently 28% of sales; potential for significant growth.
Model C [specialty model]: relatively new product (5 years); requires a substantial marketing
effort by a more experienced marketing manager to achieve product awareness; currently 11% of
sales; potential growth possible.
Model D [specialty model]: a version of the basic model for a niche segment of the
specialized commercial markets; possible expansion but would require significantly more resources;

25% of current sales.
Model E [specialty model]: one of the oldest products in the portfolio; perceived as outdated
and stodgy; receives very little attention by sales personnel; redesign could make this product more
attractive to customers; this model is often used as a “hook” that draws customers who may then
switch to Models B or C for actual purchase; 3% of current sales; potential for some growth.
Model F [specialty line]: little marketing activity; high cost to manufacture; limited growth
in domestic market only; considered by some top managers as a “staple line;” 2% of current sales;
considered the most vulnerable of the 6 products.
Production
All production occurs in a single location in western Massachusetts. The rated capacity of
this plant is 95%; Models A, B, and D operate at 75-80% of capacity, Model C is operating at 30-
35% of capacity, while Models E and F operate at 15-20% of their capacity. Rated production
capacity for each product is based on the 200 9 sales data. Each product has its own dedicated
production assembly line. The only compatibility of production capability with minor equipment
changes is p roduction l ines A, E, and F. All other production lines (B, C, and D) are unique in
the production of their respective products. The manager of the “E” production line is a long-term
employee. The “F” production line is headed by a new employee who shows signs of bringing new
ideas and methods to the slate of methods used in the past. Growth in the “F” production line is the
manager’s goal, and efforts are being made to increase domestic sales and some promotional
activities have already taken place. It is possible, however, that a capital investment of $50,000-
$100,000 for changeover parts and employee retraining could enable the consolidation of some
of the 6 lines. If some of the lines were consolidated, the challenge to production management
would be developing feasible production schedules both aggregate and short-term and managing
inventory levels and costs.
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To changeover or set up a production line it takes 10 workers per line. The compensation for
the production workers is $16 per hour and benefits are a factor of 1.3. Each line changeover takes
approximately 2 hours to complete. Inventory holding costs average $.60 per unit.
As Brian finished his reflection of the storied history of the MacPherson clan and the
company intimately associated with his family, he began to turn his attention to the future of the
company. Brian pondered whether MacPherson Ma nufacturing Company should change to
meet the challenges of the 21 st century, and if so, how? He knew that he would have to make
difficult decisions as to whether the company should produce all 6 models in the future or eliminate
some products and if so which one(s)?
REFERENCES
Consumersearch (2009, May). Sewing machines: Full report. Retrieved August 24, 2009, from
http://www.consumersearch.com/sewing-machines/review
SVP Worldwide (2008, December 9) . Press Release . Retrieved August 24, 2009, from
http://www.svpworldwide.com/481.htm

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JIACS16SI-01-07

MACPHERSON MANUFACTURING COMPANY:

Patricia LaPoint McMurry University

Distributed by The Case Centre North America Rest of the world

Purchased for use by Vatcharapol Sukhotu on 04-Sep-2022. Order ref F453781.

The Global Industry

Sales and Marketing

Purchased for use by Vatcharapol Sukhotu on 04-Sep-2022. Order ref F453781.

Purchased for use by Vatcharapol Sukhotu on 04-Sep-2022. Order ref F453781.

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