...Indian Banking Internationalization drives and export orientation are prominent in the organizational strategies of a number of leading Indian firms and multinationals located in India. This is a significant indicator of the growing competitiveness of firms, industries, and the nation. This paper examines the sources of competitive advantage in a few selected sectors and firms and explores the internationalization possibilities and potential. International marketing strategies are complex and tend to vary widely across nations, industries, and firms. The elements that form the ingredients of international strategies are numerous and their importance is tightly interwoven to contexts. With a view to enrich the existing body of international marketing theory, the authors investigate the international marketing strategies adopted in 12 different business sectors in India in an attempt to explore and explain the similarities and differences found in this varied set of industries. The examples span the old economy industries such as the assembly and manufacturing enterprises that are both skill-and capital-intensive and also the new economy sectors that are information-intensive. This study is exploratory in nature and offers a classification scheme using case research methodology, grounded theory approach, and modeling techniques. The five-cluster classification (visual map) may prove to be useful in many strategic and tactical...
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...chapter, you will have a good understanding of what the operations function of a business organization encompasses. Chapter 2 discusses operations management in a broader context, and presents the issues of competition, strategy, and productivity. After you have read Chapter 2, you will understand the importance of the operations function relative to the goals of a business organization. This chapter also describes time-based strategies, which many organizations are now adopting as they seek to become more competitive and to better serve their customers. Introduction to operations management includes two chapters: 1 2 Introduction to Operations Management, Chapter 1 Competitiveness, Strategy, and Productivity, Chapter 2 CHAPTER 1 Introduction to Operations Management CHAPTER OUTLINE Introduction, 4 Production of Goods versus Delivery of Services, 7 LEARNING OBJECTIVES After completing this chapter, you should be able to: 1 Define the term operations management. 2 Identify the three major functional areas of organizations and describe how they interrelate. 3 Compare and contrast service and manufacturing operations. 4 Describe the operations function and the nature of the operations manager's job. 5 Identify the two major aspects of process management. 6 Describe the key aspects of operations management decision making. 7 Briefly describe the historical evolution of operations management. 8...
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...of Sloan Foundation Industry Studies Centers Major Interests: • Innovation Management • Product Design, Marketing and Brand Management • Innovative Teaching Approaches (Multimedia Enhanced on campus and Distance Learning) AWARDS 1995 Boeing Outstanding Educator Award Hesburg Award Team (for Educational Innovation) In 1995, I was a co-recipient of the Boeing Outstanding Educator Award and a member of the team receiving the Hesburg Award for Educational Innovation TEACHING Teaching Role. My recent teaching has been in Rensselaer’s resident MBA program (both full and parttime), Professional and Distance Education Program and undergraduate programs. My research and teaching have made important contributions to efforts to build the marketing and management and technology curricula in the School of Management at Rensselaer and at other universities who have adopted our teaching materials. As a pioneer in interactive leaning material on product development and manufacturing, I have developed several interactive multimedia cases and collaborated on the development of simulations designed to teach marketing principles and bridge management and engineering disciplines. The simulations teach marketing, design and manufacturing concepts by exposing students to tradeoffs inherent in new product development. They help provide an understanding of design, manufacturing, and marketing decisions, as well as cash and investment flows, inventory management, and product planning. These...
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...Operations Management for MBAs Operations Management for MBAs Fifth Edition Jack R. Meredith Scott M. Shafer Wake Forest University VICE PRESIDENT & EXECUTIVE PUBLISHER EXECUTIVE EDITOR PROJECT EDITOR ASSOCIATE DIRECTOR OF MARKETING MARKETING MANAGER MARKETING ASSISTANT PRODUCT DESIGNER MEDIA SPECIALIST SENIOR CONTENT MANAGER SENIOR PRODUCTION EDITOR PHOTO DEPARTMENT MANAGER DESIGN DIRECTOR COVER DESIGNER PRODUCTION MANAGEMENT George Hoffman Lisé Johnson Brian Baker Amy Scholz Kelly Simmons Marissa Carroll Allison Morris Ethan Bernard Lucille Buonocore Anna Melhorn Hillary Newman Harry Nolan Wendy Lai Ingrao Associates This book was set in 10/12 ITC Garamond light by MPS Limited and printed and bound by RRD/Jefferson City. The cover was printed by RRD/Jefferson City. This book is printed on acid free paper. Copyright © 2013, 2010, 2007, 2002, 1999 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to...
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...stimulate technological discoveries, which, in turn, enable firms to pursue resourcesubstitution policies, thereby modifying production possibilities. During the period after the second world war, at least through the 1980s, Japan and Japanese firms seemed to have successfully adapted themselves to the competitive forces of emerging global markets. In spite of a poor natural resource base, a dramatically altered set of institutional arrangements (a combination of democratic government, free-markets and the rule of law) created a propitious atmosphere for innovative behaviour. Nowhere were adaptations to this altered environment more apparent than in the Japanese automobile and semiconductor industries and no firm was more successful, admired and emulated than Toyota Motor Corporation. Indicative of these changes is a Fortune magazine article, published several years ago, which provided a popular assessment of the successes of Toyota. It reported that Toyota was named the most admired motor vehicle manufacturer in the world in 1997, 1998 and 1999 as well as being ranked 11th among the world’s most admired companies in 1998 alongside firms that have been recognised for setting world-class standards of performance in a wide variety of industrial groups (General Electric, Coca-Cola, Microsoft, Disney and so on). More recently, Fortune ranked Toyota as top automobile...
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...OPERATIONS MANAGEMENT REPORT ON 1 INDEX * Introduction ………………………………………………………………………………3 * 2 INTRODUCTION COMPANY PROFILE Volkswagen is a manufacturer of passenger and commercial vehicles. The company markets its cars under the following Brands: Volkswagen, Skoda, Bentley, Bugatti, Audi, Seat and Lamborghini. The company is headquartered in Wolfsburg, Germany and employs about 300,100 people. The Group operates 106 production plants in 19 European countries and a further eight countries in the Americas, Asia and Africa. Every weekday, 572,800 employees contribute to produce cars, to keep continuous relationships with customers, suppliers and partners in 153 countries. Volkswagen is a manufacturer of passenger and commercial vehicles. The company’s key products and services include the following: Products: Passenger cars Vans Light trucks Buses Pick ups Campers Brands: Volkswagen Audi SEAT Lamborghini Skoda Bentley Bugatti Some of the company’s data are given below: (* this data is for Volkswagen AG only) Revenues by Geography: Europe, Volkswagen’s largest geographical market, accounted for 44.1% of the total revenues in the fiscal year 2006. Revenues from Europe reached €46,211 million in 2006, an increase of 9.4% over 2005. Germany accounted for 27.2% of the total revenues in the fiscal year 2006. Revenues from Germany reached €28,544 million in 2006, an increase of 10.5% over 2005. North America accounted for...
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...Collaboration In one automobile, it is typically features with 20,000-30,000 parts, which all of even the largest manufacturers cannot produce themselves. Therefore, the manufacturers have to either outsource the production or purchase finished products from suppliers (including 1st to 3rd tiers). In order to achieve effective supply chain integration, the use of collaboration and coordination among channel partners that share business information, to simplify core processes, streamline cross company operations and reduce consequent channel-wide costs are suggested (Lee & Whang, 2001), (Callioni & Billington, 2001) and (Hammer, 2001) Vertical SCC includes collaboration with customers, internally (across functions) and suppliers. Horizontal SCC includes collaboration with competitors, and non-competitors. In addition, SCC also can be divided into three levels; Strategic, Tactical, and Operational levels. the formation of SCC into 3 categories; Internal-organization factors, Inter-organization and External factors There are many supply chain processes that can be joined between the collaborative partners, for example; planning, scheduling, forecasting, sourcing, production process, delivery process, problem solving, selling, etc. Besides, collaboration can be made by sharing of resources, skill, or knowledge. The success of collaborative efforts cannot be assured unless performance is properly monitored and measured. The collaborative indexes and measurement should...
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...Spring term 2010 ABSTRACT Over the past two decades, the open-door of the market supply in China has had a massive impact on the automotive market. This development contributes to the globalization of the automobile industry that involved the integration of the Chinese domestic market into the international markets. Among many reasons, motivation to gain access to industrialized markets and to gain access to superior technology, management resources and knowledge are the most driving factors of the Chinese automotive industry for the internationalization and going abroad strategy of China´s automotive industry. This study investigated whether different external globalization drivers and internal organization factors have differential effects on various dimensions of China´s automakers firms’ global strategy. Most of the studies written about global strategies have implemented only either of the internal or the external drivers of the internationalization of the firms. The contribution of the paper introduces a more comprehensive model on the global expansion of a firm. This paper concludes that China´s automotive industry has some competitive advantages such as low cost, while, facing a number of challenges that hinder the internationalization of Chinese automobile companies. It also shows that multiple factors play an important role in firms' internationalization global strategy plan. It is thus essential that the interaction among independent variables is considered in...
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...CHAPTER 2 Strategy, Operations, and Global Competitiveness 2: Strategy, Operations, and Global Competitiveness Global Competition Strategy Formulation and Implementation Global Trends International Markets and Products Formulating the Business Strategy Strategic Frameworks Focus Critical Value Factors Quality, Functionality and Customization Core Capabilities The Sand Cone Model Quality Market Evolution Outsourcing and Offshoring Performance Frontiers and Improvement Trajectories Functionality Generating New Market Ideas Business Strategy Disruptive Technologies Business and Product Strategies Commercialization Operations and Global Competitiveness Strategy Implementation The Balanced Scorecard Transformation Process Characteristics Example Lean Management Dependability and Speed Cost and Productivity Strategy maps Supply Chain Management Customization Stages of Operational Effectiveness The Aggregate Project Plan Shaded headings indicate especially timely topics. 21 CH A P T E R IN PERSPECTIVE This chapter describes the critical role of operations to the global competitiveness of the organization. We start the discussion with a review of global trends in the economy, the evolution of international markets and products, and the impact of operations on competitiveness and the global supply chain. Next we describe the process of...
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...TRIUM GLobal EMBA - Module 1 – Group Essay What are the Main Risks Posed by Globalization to the Automotive Industry? How Can These Risks be Managed and Mitigated? LSE ID numbers : 200933569, (add everyone else’s ID number per essay instructions) Word Count: The auto industry has significantly benefitedsignificant benefits from globalization. The industry has evolved from being a local-market-focused business comprised of hundreds of small manufacturers to a global market-focused business dominated by Japanese, German, South Korean, and American producers generating over 1.7 trillion dollars US in sales. This essay discusses what we believe are the main risks posed by globalization to the automobile industry. We define globalization for the purpose of this essay to beas the integration of markets across political boundaries that allows for the flow of capital, people, goods and services within. We define the automobile industry as the set of companies that produce automobiles and light duty trucks (“The Auto Industry”).. Since WW II, globalization has enabled greater market access and corporate consolidation that has enabled large automobile manufacturers to diversify their offer product and transcend national boundaries. Volkswagen, for example, originally a German company founded by Nazi government in 1937 to offer German citizens a German produced car, now includes makes from seven different countries and has hails China as one of its largest markets...
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...ESTABLISHING THE ROLE OF THE PHILIPPINE AUTOMOTIVE INDUSTRY IN THE EAST ASIAN PRODUCTION NETWORK: IDENTIFYING INDUSTRIAL ADJUSTMENT POLICIES THAT WILL FURTHER ENHANCE PARTICIPATION IN THE NETWORK AND RESPONDING TO THE CHALLENGES POSED BY CHINA’S EMERGING AUTOMOTIVE INDUSTRY1 Roberto B. Raymundo I. INTRODUCTION A. Integrating the Local Automotive Sector within the International Production Network One of the major industries that had successfully adopted both the regional as well as the global approach towards locating its production facilities and exploiting locational advantages is the automotive industry which has been predominantly driven by multinational corporations (MNCs) originating from the United States, Japan and Germany. The expansion of the production activities of these MNCs, particularly those originating from Japan, into the economies of East Asia over the past two decades have been primarily responsible for the creation of international production networks which continue to influence the extent of industrial development in the region. The international production networks in the automotive sector have made substantial contributions to East Asian economies in the form of foreign direct investments (FDI) to the host countries, creating new jobs and increasing production, establishing linkages by integrating local firms into their supply network and raising the level of production technology b...
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...Logistics and Supply Chain Management Practices in India Samir K. Srivastava, Management Development Institute, Gurgaon, India ABSTRACT India is the fourth largest country in terms of Purchasing Power Parity (PPP) and constitutes one of the fastest growing markets in the world. Globalization of businesses, infrastructural bottlenecks, increasing uncertainty of supply chain networks, shortening of product life cycles and proliferation of product variety have forced Indian firms to look beyond their four walls. They face issues related to choosing and working with the right supply chain partners (suppliers, customers and logistics service providers), fostering trust between them and designing the right system of gauging performance. In this paper, we present a snapshot picture of logistics and Supply Chain Management (SCM) practices in India. It is borne out of the felt need by managers, expert professionals and academicians to address logistics and supply chain practices at the national level. Our exploratory study is based on both field visits and secondary data. We capture facts, figures as well as qualitative responses about the logistics infrastructure and supply chain practices. We focus on supply chain collaboration and partnerships, supply chain structure, facilities network design, transportation and logistics and the role of Information and Communications Technologies (ICT). Field visits to at least one major facility of 25 firms were carried out during...
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...continues with this design even today) and had about 336,000 takers. By 1946, the Wolfsburg factory was producing close to 1000 cars a month, a remarkable feat in those times. Post the 2nd World War, Volkswagen served as an icon for the resurrection of West Germany, and showed signs of international expansion by selling its first model in the United States of America in 1949, and its sales services were standardized there by 1955. The Golf Type-I model, was given the title “Beetle” by the quirky, hugely popular advertisement campaigns run in the U.S. then, and was officially adopted by Volkswagen only in 1998. By 1961, VW expanded its production line to include Type-III and Type-IV models, and in 1964, VW bought over the Auto Union and the NSU, successfully creating a merger between the two companies creating the modern day firm Audi, while providing technical expertise to VW. Fig: Time-line of VW models from 1940 to 1975 Between 1974 and 1990, VW began to expand its range of cars, and almost mirrored those of the giant German auto manufacturers such as BMW and so on. Expansion plans included moving to Spain, via the purchase of SEAT, a Spanish automobile...
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...IT TO believe IT 10 1) Prevé – Product (Atrributes) 10 2) Prevé - Price 10 3) Prevé – Place (Distribution) 11 4) Prevé – Promotion 11 COMPANY BACKGROUND 12 PROTON Business Strategy 12 FINANCIAL INSIGHTS OF PROTON 14 Critical Success factor 15 Product 15 Price 15 Promotion 15 Place 15 Critical Success factor 16 Comparison of Prevé with other brands on the critical success factor of Prevé 16 Product 16 Price 18 Promotion 19 Place 19 PART TWO 22 SWOT Analysis 22 Strengths 22 Weaknesses 22 Opportunity 23 Threat 23 TOWS Analysis 24 Strength-Opportunities (SO) 25 Strength-Threat (ST) 25 Weaknesses-Opportunities 25 Weaknesses-Threat 25 PART THREE 27 Strategic Planning and Implementation: Short to Mid Term 27 For first time buyer; Rebate 27 Lower interest rate and zero down payment 27 Indirect Promotion 27 Preve variants :Competitive Price 27 R & D & Special Edition 27 Strategic Planning and Implementation: Long Term Strategy 27 10 years scrap program 28 Proton First than Foreign Car program 28 Proton Car Financing 28 Strategic Partnership 29 Completely Knock Down (CKD) Plant 29 APPENDICES: BROCHURES 30 References 31 List of Figures Figure 1: Photo from the Launching of Prevé Figure 2 : PROTON Company Logo Figure 3 : Critical Success Factors, Missions & Goals for Proton Figure 4: Annual export of Proton cars 1986-200911 Figure 5: Proton Automobile Sales in Malaysia 2002-201211 ...
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...Giant Corporation: The Case of Tata Steel D V R Seshadri and Arabinda Tripathy A KEY WORDS Reinvention Change Management Turnaround Tata Steel Liberalization Response to Globalization t the meeting of the senior management of Tata Steel to celebrate the spectacular performance of the company, Mr. B Muthuraman, the Managing Director, recalled with satisfaction the remarkable strides that the company had made from the difficult days in the early nineties, when the company, used to a protected environment, was suddenly thrown open to global competition, consequent to the liberalization of the Indian economy. The company had closed the year with a record profit of Rs. 34.74 billion. A series of initiatives launched by the company over the last 15 years had culminated in these stellar results although there were many challenges at every step. At each stage in its journey, the company did what needed to be done. In retrospect, however, the various initiatives launched by the company over the years now appeared to fit into a coherent picture. The company had made steady progress over the years and had now achieved a pre-eminent status in the Indian steel industry. It had become one of the lowest cost steel producers in the world five years ago, a distinction that it had continued to maintain. All key performance indicators indicated that the company was in the pink of health (Table 1). Driven by a huge corporate ambition, the company was set to expand its footprint in the global...
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