Proton vs Perodua Case Study

The major proton of $4.38 billion was contracted to the Australian Submarine Corporation Pty Ltd (ASC) who’s responsibility was managing subcontracting for the entire project. Swedish tenderer Kockum’s AB type-471 was the chosen design coupled with a combat system that Boeing Australia Limited was to integrate (New Submarine Project 1998). At the time Australia’s industry was unequipped to handle such a task and needed a major injection of resources and skilled labours for the project to commence without ultimate failure (Refer Appendix 1).

3/ What is your recommendation regarding Nucleon’s long-term manufacturing strategy? What should this company look like in 10 years (e.g. an R&D boutique, an R&D boutique with pilot scale manufacturing capabilities, or an integrated manufacturing enterprise)?

| - Lecture: “Managing Innovation and Fostering Corporate Entrepreneurship” (con’t)- Presentation & Annual Report follow up.

This option would include the acquisition of a small FAB in Jarfalla, Sweden owned by the large engineering firm, ABB. The current facility is for R&D, but could be integrated into Mitel Semiconductor line.

The challenges faced by Nucleon, Inc. present more of an issue with how to take full advantage of an opportunity in front of them, rather than a problem that poses a threat to the company. As a company in its early stages, only putting out its first product, it is critical that it is done in a manner that allows the budding firm to grow. The main issue here is determining the most effective means by which they are to manufacture and market their first product, CRP-1. Doing so requires in-depth evaluation of three strategic options, all with their own benefits and potential risks. The problem statement, therefore, is as follows:

For this assignment, you will research the innovation architecture of at least three companies that are well-known for successfully supporting a culture of innovation. Write a 1,500-word paper that addresses the following:

Also, Nucleon is mainly a R&D firm and lacks core competencies and capabilities to support large scale manufacturing. As discussed earlier, the changes in organization required to pursue large scale manufacturing for the first time with no significant skill sets, manufacturing know-how and experience can pose a very high risk and detrimental impact on Nucleon’s long term success. Licensing with a proven partner will be a low risk and safe strategy in short term.

Innovation is an important factor to enhance and differentiate Raytheon’s offerings from those of the competitors. The company’s success depends on its ability to develop new and innovative products and technologies in responding to the customer’s critical needs. Brown (1991) pointed out that “Innovation can be a powerful method of securing a sustainable competitive advantage in both growing and mature markets” (p. 196). Although technological innovation is the most recognizable type, it’s worth noting that innovation can come from anywhere and anyone in the organization. For Raytheon, there’s an innovation center at every major Raytheon’s sites to encourage new and innovative ideas from any employees, any functions, or grade levels.

The Vinsun case presents an interesting dilemma encompassing innovation, organizational culture and financial implications. Faced with a decision that will either vault Vinsun into prominence or sink them into oblivion with the other failed enterprises, CEO Sunil Satav must tread carefully to ensure he avoids the latter. Before delving into the options and their merits, let us first consider the status quo and assess why it is unsustainable going forward.

However, RLK’s competitors are downsizing and outsourcing R&D and exploiting on the cost advantages. If RLK decides to invest more money into R&D and should the new product stall on launch,

Plans to Partner – We’re planning to partner with a major electronic manufacturer. We have a

The company vouches for customer satisfaction. For its sincere efforts it has been rated (by customers)first in customer satisfaction among all car makers in India for nine years in a row in annual survey by J D Power Asia Pacific.

Jim Collins and his research team of 20 compared and contrasted how many companies made the leap to greatness and how other companies didn’t. Based on bundles of evidence and a large quantity of data, he and his team uncovered how

By 2015 Dyson is aiming have a strong base in the markets as shown below

The second problem that Malaysian Automotive Industry is government policies. For many years Proton has been one of the most important GLC’s in