Applied Research Technologies, Inc.: Global Innovation Challenge Case Study

Ecton is going to position the company to be acquired but the board of directors and clinical advisors has some concerns about the ramifications of that plan. This paper evaluates Cannon’s Phase III Plan on March 1998. Cannon proposed a path for the next year containing five major points (Edward, 1999, 8 and 9). The bottom line of this proposal is positioning Ecton to be acquired by the end of the 1998. One of the crucial concerns of this acquisition is the possible effects on “Ecton’s product development process”. Another concern Cannon holds is the ability of Ecton to penetrate a very harsh market fills with big, established, and advanced manufacturers. Also, Cannon is not sure on how to approach specific market

Established an internal design division reducing “time to market” for new products; cross-functional integration required for successful development of new products [Grant p 135].

DesJardins, (2007) discusses that a new paradigm is needed to re-conceptualize how businesses practice. He further states that a large a large portion of the world lacks the basic rights of clean waters,

| The Purpose of this project is to increase overall sales by developing new products, increasing productivity and national presence and reducing dependence on equipment suppliers. To accomplish this creation of a new manufacturing plant is required. The plant will be built in a

WWT: World Wide Technology, a 1.8B company, is a value added reseller (VAR) of IT products and supply chain outsourcing solutions in the commercial, government and telecom sectors. It not only uses the sophisticated Enterprise Resource Planning (ERP) system and electronic procurement and logistics (e-PL) capabilities, but also WWT partners with other consulting firms, OEMs and business process outsourcing companies to generate business opportunities.

Product Innovation – Innovation of new products had failed many times and MTI has lost reputation with Wall Street. This process had been placed on the backburner and when the CEO came on board there were only six products in the pipeline. Therefore, to be successful in the future, MTI needs to invest more in R&D and focus on delivering new products.

Breakthrough of Greater Philadelphia is holding a breakfast on Thursday, October 26, at 8:15 AM at the Philadelphia Cricket Club. As the Executive Director, I invite you to attend as my special guest.

Ecolab, Inc. has three main employee divisions. The workers of the manufacture division are low-skilled and low-paid workers. Their operations are made sure of simple, safe, and reliable by the innovation division, which can be regarded as the developing and research department. For the innovation division, Ecolab has hundreds of scientists researching products safety, food safety problems and water and energy solutions. Studying the viruses and bacteria that can make people sick – and how to destroy them. Investigating how a new technology can impact – and be impacted by – the efficient use of natural resources. To fulfill the goals set up for the developing and research department, Mr. Al Schuman aggressively pushed for product and process innovations within the institutional division. The goal was set to that at least 25% of the products sold by the division b no more than four years old.

1. Frank is director of technology in an MNE in which most of the R&D activities are performed in the parent company’s home country, but then, foreign subsidiaries are responsible for introducing the resulting innovations to their local customers. The innovation process adopted by Frank’s MNE is:

The company’s objective is to enable business and operational success through integrated world class solutions and development by utilizing the organizational restructure of the Engineering and R&D departments. Having a centralized organization with a decentralized engineering department makes meeting the company objective quite difficult. Also, if the company’s objective does not align with the department specific objectives Campbell Soup is setting their selves up for failure. Sales and Marketing are concerned with increasing market share and gaining profit, while the Plants are worried about operational performance, and Engineering is focused on individual parts of the system. In order to have a successful company

As the owner of this company, it is key to gather, analysis, and understand information that can help put us on the map with other companies in our industry. A SWOT analysis is considered a simplified way of thinking, although it can be very helpful to a business that needs to view how their business is functioning both inside and out (Dess, Lumpkin, Eisner, & McNamara, 2014, p. 41). SWOT stands for the internal strengths, and weaknesses, while opportunity, and threats are the external analysis that all effect the firm (2014). Each individual part has a unique simplified approach to examining the overall functionality of a business. SWOT analysis gives a strategy that embellishes on strengths, moves around weaknesses, thrives on opportunities, and guards against threats (2014). For Sierra View Cleaning Company the SWOT analysis would be broke down as shown

Kirkham’s strategy was to integrate the different systems of each division into an “all-inclusive” product and also to involve all the divisions together with regards to product development, instead of letting each division be responsible for just products within that division. Mr. Donaldson chose Kathleen Quinn, Vice-President of R&D, to be responsible for coordinating the development of new products. This proved to be quite a challenging task considering that each managing director (of each division) still retained responsibility for the turnover and profitability of their respective decisions and also for the strategies to achieve the goals of their divisions. In addition, regardless of the trend of their customers in purchasing integrated systems, the majority of each division’s turnover came from the sale of stand-alone products.

Codman & Shurtleff is a subsidiary of Johnson & Johnson which supplied hospitals and surgeons worldwide with over 2,700 products for surgery. Codman is now facing a profit shortfall of two million. A series of actions was decided in order to recover the shortfall, while the decisions made were somehow not aligned with J&J’s group philosophy. Codman managers decided to cut budgets of R&D expenditure which might have negative effects on the long term performance of the firm. The management of Codman ought to choose a better way that has a positive effect on operations in the long run and use a formal process, “stage gate”, in new product development.

Revenue has increased by 5.7% but profit has balloon up to 208.1% since 2010. This may because of major business process re-engineering. The question may arise that the quality of the product might hurt by reducing the operating and non-operating costs. Further steps should be taken to investigate and cure the quality matter to stabilize the revenue.

One major issue that Pitney Bowes had is the total separation between their two essential roles, product engineering and future-scanning, in innovation process. For Amita’s innovation process, all concept development and commercial feasibility are being done in AC&T without engaging product engineering team. If product engineering team has been involved