Based on the case study above, answer the following questions: Describe TWO weaknesses of MHI Describe FOUR MHI’s strengths that can reduce competitive pressures from its competing rivals and pressures from substitute products Note: Answer need with introduction, explanation, example and conclusion. Mitsubishi Heavy Industry (MHI): The power to change"Twentieth-century industrial soceity was all about rationalized mass production and globalsupply change built around core mass production centers," explains Shunichi Miyagana,president and CEO of Mitsubuhi Heavy Industries (MHI), "What's coming next is distributedmanufacturing, shared service centers controlled autonomously by artificial intelligence andthe Internet of Things.The challenge Miyanaga faces is reshaping the engineering giant he heads to ensure that itemerges a winner from this new industrial revolution. How is he setting about the task?Basically, through a process of reforming and transforming - looking dispassionately at thefacts and numbers, then making the necessary changes from minor tweaks to radicalrestructurings.Since he took charge in April 2013, Miyanaga has certainly transformed MHI's companystructure, streamlining nine business divisions into just three - Power Systems, Industry &Infrastructure and Aircraft, Defence and Space - in a quest for greater clarity. "We've alsobeen reducing the number of product lines to concerntrate more on our customers' andsoceity's actual needs," he adds. In fiscal year 2016 alone, the company downscales orwithdrew from fields as divrese as injection molding machines, X-ray equipment and marinediesel engines.This sharpening of focus is accompanied by parrallel efforts to bulk up in other areas. In themedium term, Miyanaga's goal is to lift MHI's annual revenues by around one-quarter toaround $US 50 billion. The reason is because that's the level where the company will gainthe heft it needs to compete againts global giants like GE. To that end, Miyanaga hasorchestrated several transformative mergers and alliances around MHI's core competenciesof power generation and steel and metal production machinery. The 2014 creation ofMitsubishi Hitachi Power Systems (the merged thermal power generation divisions of MHIand Hitachi) and the 2015 estabishment of Primetals Technologies (a joint venture withSiemens AG providing plants, products, and services for the metals industries) are bothexamples of adding scale to increase competitiveness.Miyanaga is also seeking to reform MHI's core businesess to match the new realities of the21 century. That means innovating fast, marketing creatively and laveraging the power ofinformation technology. Mitsubushi Hitachi Power Systems, for instance is doing all theabove. To fend off competition, it has accelerated the launch of its next-generation gasturbine by a full 18 months. Human resources are being shifted to growth markets like Asia,and the Americas and ties are being built with trading companies and export credit agenciesto develop more avenues of customer approach. Meanwhile, to lock in long-term incomestreams, the company is reinforcing its ability to remotely monitor and manage power-generation facilities by deploying artificial inteligence, Big Data and the Internet of Things. Of course, manufacturing new materials requires new kind of machienary and technologicalexpertise. As the manufacturer of various components of Boeing's 787 Dreamliner, MHIcertainly has the know-how. Indeed, Miyanaga is using it as a springboard to establishcommercial aircraft manufacturing as a new core business. Scheduled for 2020, thecommercial launch of Mitsubishi Regional Jet (MRJ), Japan's first wholly made passenger jetwill meet the demand for small, comfortable and cost-and energy efficient aircraft for shorterroutes. At the same time, Miyanaga sees the MRJ as a stepping stone into related IT-centricfields such as airline cybersecurity and air traffic control systems.Founded in 1884, MHI played a key role in Japan's modernization. Perhaps one downside ofthat proud legacy is an excessive focus on the home market. Amid the globalization push,Miyanaga sees the United States as a uniquely promising country. MHI currently employs7,000 people in the United States. It is working with blue-chip partners from Catrepillar(forklift trucks) to Boeing (aircraft) and it manufactures everything from gas turbines inFlorida and Georgia to compressors in Houston. "The attractiveness of the U.S. as a marketwill only grow," declares Miyanaga bullishly. "Expanding and investing there is the naturalthing for us to do".In 2016, MHI adopted "Move the World Forward" as its tagline, a reference to movement asthe common theme of all the company's products in land, sea, sky and space. It alsoexpresses the commitment of MHI Group's 83,000 employees worldwide to keep innovating,globalizing and doing their best to serve customers. For more than 130 years MHI Grouphas channeled big thinking into innovative solutions - whether building power plants orlaunching space rockets. The world is always changing, and in MHI - a staple on theFortune Global 500 list since its inception - is responding to that change in positive andcreative ways.Adapted from Fortune dated August 1, 2017.

Dear student as per our guidelines we can answer only 1 question in case of multiple questions…

Answered: Describe TWO weaknesses of MHI…

Describe TWO weaknesses of MHI Describe FOUR MHI’s strengths that can reduce competitive pressures from its competing rivals and pressures from substitute products

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

See similar textbooks

Similar questions

Apple, Inc. launched its first iPhone on January 9, 2007. As of 2021, iPhone has accounted for more than 50% of market share in the United States and around 25% globally. In order to understand the company’s strategic management in the smartphone product line, please answer the following questions: What are the innovation processes? Please define the five processes of innovation and explain how these processes are applied to iPhone. When expanding to global markets, what international strategy did Apple implement? Use Integrated Responsiveness Framework to support your argument
From humble beginnings in 1865 as a timber company, the Nokia conglomerate had by the 1980s become Scandinavia's leading maker of consumer electronics. Focused on the nascent telecoms industry, by 1988 it was the dominant mobile handset producer, with a 13.4% market share of the global market (Motorola in second place held 12.8%, Japan's NEC had 11.2%).1 Leveraging off its expertise in radio and wireless technology, Nokia was instrumental in developing the 2G digital technology that enabled text messages and voicemail which would become standard throughout Europe. By 2007, Nokia had 38% of the global mobile phone market and 49% of the global smartphone market. Samsung and Motorola were in second and third place in mobile, with 14% and 13% respectively. In smartphones, second-place BlackBerry held a 10% market share. Apple's newly introduced iPhone had just 3%. Three years later, Nokia was on a fast track to oblivion. In 2010, the company issued two profit warnings. The CEO was…
From humble beginnings in 1865 as a timber company, the Nokia conglomerate had by the 1980s become Scandinavia's leading maker of consumer electronics. Focused on the nascent telecoms industry, by 1988 it was the dominant mobile handset producer, with a 13.4% market share of the global market (Motorola in second place held 12.8%, Japan’s NEC had 11.2%).1 Leveraging off its expertise in radio and wireless technology, Nokia was instrumental in developing the 2G digital technology that enabled text messages and voicemail which would become standard throughout Europe. By 2007, Nokia had 38% of the global mobile phone market and 49% of the global smartphone market. Samsung and Motorola were in second and third place in mobile, with 14% and 13% respectively. In smartphones, second-place BlackBerry held a 10% market share. Apple's newly introduced iPhone had just 3%. Three years later, Nokia was on a fast track to oblivion. In 2010, the company issued two profit warnings. The CEO was…
From humble beginnings in 1865 as a timber company, the Nokia conglomerate had by the 1980s become Scandinavia's leading maker of consumer electronics. Focused on the nascent telecoms industry, by 1988 it was the dominant mobile handset producer, with a 13.4% market share of the global market (Motorola in second place held 12.8%, Japan’s NEC had 11.2%).1 Leveraging off its expertise in radio and wireless technology, Nokia was instrumental in developing the 2G digital technology that enabled text messages and voicemail which would become standard throughout Europe. By 2007, Nokia had 38% of the global mobile phone market and 49% of the global smartphone market. Samsung and Motorola were in second and third place in mobile, with 14% and 13% respectively. In smartphones, second-place BlackBerry held a 10% market share. Apple's newly introduced iPhone had just 3%. Three years later, Nokia was on a fast track to oblivion. In 2010, the company issued two profit warnings. The CEO was…
1. Is Jet com a potential concern for Amazon? Why or why not? 2. Given the importance of understanding the external environment, why do some firms fail to do so? 3. Provide examples of firms that did not understand their external environment? 4. What were the implications of the firm's failure to understand that environment?
Borders focused on its retail strategy in the 2000s, expanding aggressively in the United States and internationally—and taking on debt. It strove to improve the in-store experience for shoppers, added cafes, and experimented with new concepts. Such a strategy may have worked a few decades earlier, but while Borders was investing in physical real estate, shoppers were flocking to the Internet. Borders was left with a conflicted strategy: Declining sales forced it to close hundreds of stores (including its entire Waldenbooks chain), while it doubled down on other retail outlets. Unfortunately, it treated the Internet like a passing trend instead of as a transformational phenomenon. The company outsourced its Web operation to Amazon—which obviously became a fierce rival. It waited until 2008 to develop its own Web strategy. Meanwhile, Amazon became the dominant player in online bookselling and e-books, introducing the Kindle e-reader. Its big brickand-mortar rival, Barnes & Noble, a…
In the heart of Ghana's tech hub, Accra, stood NkrumahTech, a rising star in the world of digital innovation. Founded by Kofi Nkrumah, a visionary entrepreneur, the company developed a groundbreaking Management Information System (MIS) named "Sankofa" that promised to revolutionize supply chain management for Ghana's cocoa industry. However, six months post-launch, Sankofa's adoption rate was dismally low. Cocoa farmers and distributors found the system complex and alien. The MIS, though technologically superior, was like a fish out of water, struggling to integrate with the existing infrastructure. Power outages rendered it useless at times, and the lack of internet connectivity in remote cocoa farms made realtime data sharing a dream too far. Desperate to turn things around, Kofi attended a seminar on Information Systems where he learned about the concept of complementary assets. An epiphany struck! He realized that Sankofa, in isolation, couldn't bring about the change he…
Hewlett Parckard (HP) is a multinational powerhouse of technology innovation, products, and services, all engineered to create experiences that astonish, with over 50,000 employees worldwide. Individuals, small and medium-sized organizations, and corporations all over the world use the company's printers, PCs, mobile devices, and solutions.When Hewlett Packard split into HP Inc. and Hewlett Packard Enterprise in late 2015, and the new “HP” became a separate company, the corporation took intentional steps to review its principles and practices. “We rolled out Growth Mindset as a company philosophy,” said Mike Jordan, global head of talent and learning. “It is the conviction that everyone can improve and exist in a condition of perpetual development.” The next step was to create an L&D program that reflected that mindset and that gave their modern workforce the accessibility they craved. Jordan explained, “We wanted to facilitate learning, not dictate it. We wanted to help people…
Hewlett Parckard (HP) is a multinational powerhouse of technology innovation, products, and services, all engineered to create experiences that astonish, with over 50,000 employees worldwide. Individuals, small and medium-sized organizations, and corporations all over the world use the company's printers, PCs, mobile devices, and solutions.When Hewlett Packard split into HP Inc. and Hewlett Packard Enterprise in late 2015, and the new “HP” became a separate company, the corporation took intentional steps to review its principles and practices. “We rolled out Growth Mindset as a company philosophy,” said Mike Jordan, global head of talent and learning. “It is the conviction that everyone can improve and exist in a condition of perpetual development.” The next step was to create an L&D program that reflected that mindset and that gave their modern workforce the accessibility they craved. Jordan explained, “We wanted to facilitate learning, not dictate it. We wanted to help people…
With COVId-19 in full swing, the app based food delivery business has flourished in Bangladesh, with Food Panda holding a commanding lead in the market share. How can Food Panda retain its lead in terms of market share? Discuss in the light of any three of the Porter’s Five Forces that you deem to be the most appropriate?
Is Microsoft's domination with their basic suite of apps (Word, PPT , Excel) a monopoly? If it is, why does it seem like the world is willing to accept it?
Read up on the following businesses, identify ONE (1) strategy that the business has used over its ears of its establishment and elaborate on how the strategy was used a) Bajaj Auto b) Facebook c) Sunway Medical Centre d) Falaknuma Palace Hotel c) Malaysia Airports Berhad (MAB) f) GlaxoSmithKline (GSK) Example : Facebook used horizontal integration strategy. In 2012 Facebook acquired social media platform to share photos, Instagram, which was at the time a start-up business with only 13 employees Identification of strategy used by the business Explanation of what has been done by the business which reflect the strategy and when was it done