FISK ALLOY INC. PERCON CASE STUDY

SITUATION ANALYSIS

SWOT ANALYSIS

PLEASE ANSWER THESE TWO QUESTIONS!

C-56 Parte Cam Studies CASE 5 Fisk Alloy Wire, Inc. and Percon have the equipment, which is its scarce is her teeth or far too expensive. Finally, you ntul luove the management and skill set to run the equipment at the required quality levels Susan F Sicloff. Raymond M. Kinnunen Northeastern University Fully owned by brothers Eric and Brian Fisk, Fisk Alloy Wire, Inc. focused on the development and manufac ture of copper alloy wire for electronic components and conductors. By year-end 2008. projected sales were $28 million. Fisk Alloy had developed a copper alloy wire that was cadmium free (cadmium was a known carcin ogen affecting both processing and disposal), but also met the characteristics of strength, conductivity, and elongation that defined a high performance wire. The product family was called Percon and was introduced into the market in 2006 around the time the European Union passed the Restriction of Hazardous Substances (RoHS) directive and the related Waste Electrical and Electronic Equipment (WEEE) directives went into effect. By August 2008, the market potential for Percon was still not really known because it had a broad vari ety of potential applications. Although Fisk Alloy saw Percon as the source of its future growth, because of the unknown timing of the development of potential mar kets and the related issues of having adequate staff and The Company Fisk Alloy Wire was started in 1973 by John Fisk (father of Eric and Brian) to produce precision square, round, and flat copper alloy wire for electronic connectors and components. At the time he started the business, John Fisk was considered something of maverick in the wire industry for his insistence on product and process quality in wire manufacturing. Although not originally started as a family operation, both brothers (Eric, cur rent CEO and Brian, VP of engineering, respectively) later joined the business. Eric graduated from the University of Washington in forestry and economics and had worked in Alaska in banking, He later took an executive MBA from Columbia University and now handles sales and general administration. When the company was a start up Brian look a year off from the engineering program at Purdue University to become N CWU (i