1. What accounts for Steinway’s reputation as a manufacturer of High Quality Piano’s?
Ans 1:
Steinway has a reputation for creating high quality products. The company’s products score very high on 5 dimensions of quality, Performance, Reliability, Durability, Aesthetics and Perceived quality.
The factors behind the high quality products of Steinway are 1) Steinway maintained a good relationship with artists, and had a list of approved artists who were eligible for Steinway Concert service under which the company provided pianos at all concerts. Their relations with acclaimed artists helped improve the image of Steinway. Also, Steinway used the talents of these artists as testing grounds for its pianos, which helped maintain the
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4. How does Steinway’s strategy compare with that of its major Competitors?
Ans 4:
Steinway’s strategy differs from its competitors in terms of its market focus and production style. 1) Focus: Steinway has focused on manufacturing grand pianos which at a price of over $25,000 catered to the high-end market. While 25% of grand pianos sold in the US were produced by Steinway, its share in the upright piano sector is just 2%. As a result, Steinway, even though was market leader in terms of quality, accounted for 15% of piano sales in 1980. 2) Production style: Much of Steinway’s production was done in craft style while many of its competitors had employed assembly line like production style. This resulted in high lead time (2 years) and high backlogs. Also Steinway emphasized a lot on skilled labor which was hard to maintain, whereas the Japanese competitors like Yamaha automated most of the manufacturing process to reduce dependence on skilled labor.
3. Research and development were also important at Steinway. New methods of construction, new materials, and new design features often originated with the firm.
5. Explain Volume Variety Matrix and Steinway’s different types of products and the people, process of manufacturing and technology they adopt to be a leader in Piano Manufacturing operations .
Ans 5 :
The volume variety
Evidently, not having skilled and well planned out workers had a huge cause of death in Early
Bombardier quickly realized that their aggressive acquisition strategy had become a much more expensive endeavor. By creating a silo environment, they created inefficiencies throughout the entire supply chain. Systems did not communicate, creating process delays, low inventory turnovers, price inconsistencies, and multiple bills of materials. They also had to hire personal to maintain multiple legacy systems.
2. Reed’s strategy is to attract affluent customers by providing a wider range of superior selections. Because of the wide product selection, it is not able to keep operating expenses as low as Aldi and dollar stores (who have a limited product focus). Therefore, it is not at Reed’s advantage to enter into the area (low price strategy) where they don’t have a real competitive advantage.
Production: We will significantly increase automation levels on our products. However, because automation sets limits upon our ability to reposition products with R&D, we will postpone automation for the High End and Size products until they arrive in the Traditional Segment. We will prefer second shift/overtime to capacity expansions.
Once you take care of that aspect, are you getting the piano simply for something to use as a hobby or will it be used to make a living and be a part of your profession? Is the model you are looking at one you could sit at and be comfortable for hours at a time? These just some of the things to keep in mind while reading these reviews.
lacked the technical expertise to handle the accounts of large companies that had complex switching
Bosendorfer and Fazioli: Both these European companies took a low volume and high quality approach similar to Steinway and had earned immense reputation and sought after brands by classical and popular artists alike. These brands also enjoyed a worldwide marketability status.
2 time was pressing. the lead time between contracts being signed and initial deliveries got increasingly
Flinchbaugh, J. (2012, December 17). Lessons from the Road: Reducing Lead Time Changes Everything. Retrieved April 02, 2016, from http://www.industryweek.com/
Reed Supermarkets started out as a lower-end retailer, but over the past two decades Reed has moved into the high-end in the supermarket business. They have done this with a combination of exceptional customer service, a full assortment of both standard and high-end products, including bakeries, meats and seafood. This niche has been very successful and been the diving force in their growth. Unfortunately, as noted above, customer loyalty to a quality brand has dwindled and been replaced y the need to find the best price. Reed has attempted to combat this by both increasing their high-margin products (private label and prepared foods) and increasing the number and amount of specials they offer. These tactics have done little to change customers’ perception of Reed as a high-end and high-priced retailer. See Appendix A for a full SWOT analysis on HLL.
Being able to increase productivity and revenues has always been the greatest challenge of any manager, and the manager of RL Wolfe, a plastic pipe manufacturer, was not an exception. Because of the low-efficiency percentage RL Wolfe had in comparison to their its competitors, John Amasi, director of Production and Engineering , had no other choice then came up with a new way of improving RL Wolfe production methods.
The company was too reliant on orders from the US Government. They need to expand its operations into other areas.
In the case of Steinway & Sons, two investment bankers, Dana Messina and Kyle Kirkland are faced with the question of how to build on the business. Steinway & Sons was established in 1853 in New York City, by Henry Engelhard Steinway, a German immigrant who became well known for his technical excellence in piano production. It is a 140 year old company, and has been recognized as a leader in the market for high quality grand pianos. The primary problem facing Messina and Kirkland is whether they should continue producing high-end, top quality vertical and grand pianos or pursue a more aggressive plan, including the mid-priced line of Steinway pianos. Does it make sense to sell a mid-priced
1) Changing trends in the electronics manufacturing industry that caused changes in clients' order needs
Secondly, the company's growing complexity was choking it and was a big cause of concern. Adding more bricks made products harder to assemble, forecasts harder to determine, and inventory harder to manage. The complexity had a multiplier effect that went through the entire supply chain