Case Study Essay

Additionally, marketing and manufacturing had different idea about objective. The marketing valued achievement by revenue-driven, while manufacturing valued profit-driven. When manufacturing people wanted to reduce cost and sell product cheaper price, it would have an effect on marketing objective. So, this disagreement led more serious problem in team. Another team challenge was about communication issue among people in Mod IV team. Although people in team heard the same feedback from distributer, engineering and marketing people interpreted it in completely different meaning. Engineers highly valued on a literal application, while the marketing focused on the customer preference. The cause of this situation might come from the different background

Difficulties in communication slowed R&D, decision making, and required a major change in the organizational structure. Gill decided to increase the capabilities of the ID and give specific regions more power in the decision making process.

Philips and Matsushita add together more than two hundred years of history in the high technology consumer electronics industry. During this period both companies followed contrasting strategies and experienced disruptive changes in its environment forcing them to review, adapt and implement new corporate strategies. The following case synopsis focus on how these companies developed different organizational capabilities, and how the quality of implementation and control affected their performance in the long run.

Question: To continue generating the returns enjoyed by the industry over the past decade, pharmaceutical companies would be forced to rethink how they identify and exploit opportunities to gain a competitive edge in an increasingly complex market ?

In order to process the new product, the head of R&D should work with four departments in the International Gadgets to help them to understand the channels and communicate in throughout the company for the new product. There are four levels in International Gadgets should understand the new product which are upper management, Sales and Marketing, Technical Support and all employees.

Staff of Brand Assistants executing policies of Brand manager. Each Brand Manager, responsible as General Manager. Strategy Design Delivery of profit

g) Marketing: This department promotes the product commercially and print ads. Research and development team is integrated in

Lack of integration prevented the Keda's leaders from making strategic decisions when it mattered. For instance, when leaders were supposed to decide on whether to compete for orders for the polishing machines in foreign markets, Keda failed to assess the cost and the profitability involved. In order to remain ahead of competition in product innovation, Keda had to continue engaging in the improvement of product development and management operations.

We have moved into the mi-point of the product life cycle of the market with an increase in sales of Quasar Computers. Now the customer base is extending to personal use in addition to corporate use. Increased competition, low product differentiation and low or no barriers to industry entry are characteristics that define a monopolistic competition structure (Grant, 2010). Because of the loss and decrease in these barriers, Quasar Computer’s market shares have decreased (Grant, 2010). A loss or decrease in brand differentiation brought forth the need for a brand development budget decision. By deciding on a brand development budget of $200 million to upgrade the Ceres brand (as suggested by

consultant and facilitates exchanges of best practices. Center of Competence. This kind of center has global leadership responsibility for developing products or technologies for worldwide use. An example might be developing a small, low-cost SUV for markets around the globe. The company’s R&D headquarters ensures each center’s integration into the company’s global network. It is generally not advisable for a given R&D center to try to play more than one of these roles at the same time. Often, a localized R&D center in an RDE

This is supported with a Talent Management Programme and Budget that outlines the actions needed to establish a brand forum, improve the communicate between departments and understand the upcoming priorities and requirements from the reduced Marketing Team. Several ideas for establishing strong relationships and smooth communications between different teams are discussed, taking into mind the difference roles played within teams and projects. This involves engaging any staff affecting by the

First the marketing representative should validate market trends, then a cross functional team that consists of different members with different roles should be assigned to project plan and present production ideas to management. This division would be led under the Computer Product Organization´s supervision to create a group with different perspectives. This is the equivalent of eating like a bird and pooping like an elephant that Kawaski mentions. The team will consume ideas within and share the outcome with management to make correct decisions. The market research company was a weak link, as they did not provide them with insight that they didn’t already know. Hence why management might have gotten stuck in a visionary tunnel and not been able to adapt the product to more use than just focusing on its size.

Shimano’s employees are the most valuable resource that the company possesses. Out of their 5,400 employees, one quarter of them are assigned to research and development; however R&D alone is not where the value originates. Cooperation between the production and marketing teams provides the company with an intangible asset that fuels Shimano’s innovation. The collaboration between these departments is extremely valuable to the company’s guiding principle to inspire and strive for continuous improvement. This is a rare philosophy was not common amongst manufacturers in this industry.

Areas that need improvement considering individual product decisions, product line decisions, product mix decisions and branding strategies

The EPD division of Allentown Materials Corporation has serious problems in cross-functional conflict and coordination. These issues hurt the division’s performance on new product development, service, morale, and decision making. Part of the reason for these issues could be due to declining market conditions and poor divisional performance but there seems to be fundamental organization problems.