E Manufacturing Group, An Electrical Appliance Company

Many companies and business entities achieve higher levels of market success through extensive supply chain management. Market success within these industries and companies is possible through implementation of mass customization strategy. Mass Customization represents an approach within the business entity that seeks to be innovative, enhance quality, minimize cycle time, improve agility, and generate consumers who want to only associate with the firm or organization. The main objective of the mass customization strategy rests on the provision of products and services to satisfy unique tastes and preferences at affordable prices that relate effectively with target groups. A visit to Lutron Organization generates clear indication of how mass customization applies in relation to its application in business entities. Lutron organization adopts the strategy of mass customization to meet the needs and expectation of the consumers. Mass Customization is also effective and efficient in developing competitive advantage over other entities within the same industry. The approach of maximizing revenue while expanding the market coverage by Lutron draws from new technologies and knowledge in relation to forces of consumers and company demands. The main aim of the strategy within Lutron is to enable consumers acquire any product or service they want, anytime, in any way, and anywhere while enhancing the profit levels.

Opportunities 1. The enterprise expand with high growth rate in China (50%) 2. The increasing of Chinese purchasing power and brand awareness 3. The increasing needed of functional and personable products

Since Firm E’s take over nine years ago our car company has reported financial gains every year. Firm E continues to set the industry standard for car companies in many ways. Our company is poised for taking

Exporting has become a very important business strategy nowadays. In order for firms to expand to the international market, and also to maintain and grow their share of market in whatever industry they are in, depending on their goals and objectives, any company must at least explore this possibility. A few and important advantages might come into place, in that they can extend their sales potential of their existing products, increasing margins through a larger customer base. Also, these small to large businesses can consolidate by gaining global share of market, they can reduce their dependence on their existing markets,

Though AmorePacific has been the leadership position in the Korean market, they were forced to change by some challenges in the 1990s. Domestically, the entry by multinationals made the company change in corporate and business strategy that were already well under way before the Asian crisis struck. At the business level, it repositioned domestically as described above. And internally, it deepened its commitments by investing in product development and manufacturing as well as marketing/distribution in selected foreign markets. The new millennium presented fresh challenge as the scale and scope of AmorePacific’s international activities increased.

Corning has a diverse product line that includes glass, ceramics, tableware, cookware, and auto parts. In order to offer such a diverse portfolio of products, Corning constantly reevaluates its production capabilities and deploys resources to improve productivity. The manufacturing and engineering team was developed internally and tasked with the responsibility of process change and improvement. The M & E team plays an integral part in Corning’s ability to garner new market share and leverage existing opportunities. For instance, the M & E team participated in numerous projects throughout Corning, but its core responsibilities include internal consulting, product quality assurance, and the smoothing the transition of products from R&D to production. The M & E team’s function is to solve problems by implementing long term solutions that facilitate process and quality improvement.

Organizations that strive to be a leader in an industry must look beyond their domestic boundaries and expand into international markets. The Ford Motor Company remains the second largest automotive manufacturer in the United States and fifth largest automotive manufacturer in the world with Toyota leading the way. This essay will address the Ford Motor Company’s strategic approach to compete internationally and identify which resources and capabilities make it attractive to compete internationally. Additionally, the Ford Motor Company’s diversification strategy options will be described. Lastly, we will identify how chosen diversification strategy options would lead to a strategic fit for the Ford

BPS also has to address the optimal product development path for its new products, reexamine its marketing focus and company perception, reexamine its manufacturing integration processes, market pricing strategies

The company based its success on 3 pillars of Strategy in the field of Quality, Synergy and Internationalization upon the New Management under the leadership of Lee Kun-Hee. The new management was focused on achieving Quality over Quantity, Low cost Products to Differentiation and Cheap Wages to pioneers in Technology and Branding . The key areas where the company focused were:

Engineering Inspection & Insurance Company (EIIC) was founded in 1952 by Warren Rodman. Before 1990, they was a small but highly successful company that offers machinery and insurance services. After years of above average growth and profits, they are moving backward from the industry average, policy delivery times are excessive and morale is low. They need to change their current strategy as it is no longer effective. The issues they are facing is not only internal but also face the challenges from the external environment.

The long history of Yunnan Baiyao’s brand is facing the inevitable maturity of the product lifecycle. As the majority of the company’s revenue is generated through the domestic market the urgency for product diversification is needed to source out new growth opportunities amidst

The primary goal of this study is to examine the strategic goals of the Asian-Latin-American firm and it sentry into the European manufacturing sector and its goals in Research and Development and product development focused on becoming one of the top technological leaders in the industry. This firm hopes to use the technological knowledge gained from the investments in Europe to develop products and product processes in their home base and to use this to expand their exports to Europe and the U.S. This telecommunications device-manufacturing firm has an international joint venture with the leading German MNC in this industry. The German MNC is unhappy with the joint venture's performance due to what it holds as theft of intellectual property by it Asian/Latin American partner. Report on International Business Strategy. The industry in which the firm is situated must be identified and all of the primary industry-specific factors that may affect the selection of the Europe country. Institution and cultural factors affecting the selected industry and the industry-specific factors on organizational structure and control strategies must be identified.

EPD is struggling to face a transformation of business model. They should change their business from product oriented to customer oriented because the key success factor of the component market is not technological advantage anymore. In the instable component market, it is needed to have market-oriented people and built a close communication among teams in order to introduce new product into market quickly. They also don’t have enough marketing staff and their evaluation

The case of Flying Tiger in Japan initially caught our attention due to the big success immediately after market entry. Later on in the process we learned that there are many challenging aspects of operating the Flying Tiger business in Japan. The massive news media coverage and public attention in the early stage after the entry, served as a head start for the company. However it is not possible to sustain that level of attention, so it is necessary for Flying Tiger to figure out how to build a long-term competitive position in the Japanese market. We found that Flying Tiger needs to constantly reinvent and build the brand image, as the branding and the ‘story’ of the brand is extremely important in Japan. It is crucial for Flying Tiger to hold on to their uniqueness.

For international business strategy, Hill and Jones (2004) suggested that there is four basic components of strategy development need to be addressed by a firm in order to succeed in foreign markets. These components are: ¡¥distinctive competence¡¦, ¡¥scope of operations¡¦, ¡¥resource deployment¡¦, and ¡¥synergy¡¦. By applying the theory, it is revealed that Whirlpool¡¦s distinctive competence is its brand name ¡V Whirlpool, the world¡¦s largest white-goods manufacturer. For the scope of operations, Whirlpool is specialised in broad middle market niche of white-goods products. In terms of resource deployment, Whirlpool allocates the resources equally to its three product lines. As far as synergy concern, due to the poor business performance of Bauknecht and Ignis, Whirlpool is not benefited in whole.