...THE IMPORTANCE AND CHALLENGES OF MANUFACTURING IN MALAYSIA Recently, manufacturing industries in Malaysia grow very rapidly if compared to previous decades. With the rapidly grow of manufacturing industries, the government has to play its role in order to ensure every aspect of current trading policies and regulatory to be obeyed. Other than that, this will ensure that the current trading and manufacturing environment in Malaysia to be peaceful yet globally competitive. In this report, a number of importance and challenges faced by manufacturing sector in Malaysia will be focused on. The scope of this report only covers the situation in Malaysia manufacturing environment and at the same time, it will explain some benefits that our nation can get from the cooperation with developed countries such as Australia and Japan. Manufacturing Sector in Malaysia and its Importance To start with, manufacturing sector in Malaysia contributes almost 80% of overall country’s export and besides, Malaysia also known as the 17th largest exporting nation in the world [1]. For that reason, Malaysia’s government has to work hard in order to maintain, preserve and enhance our manufacturing sector. From [1], it is stated that products manufactured in Malaysia are accepted in developed countries such as US, EU and Japan. This shows that our manufacturing sector already achieved a level that can be proud of. Due to exporting her product to other countries, Malaysia has to obey some...
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...in manufacturing is slowly decreasing in the United States due to improvement in research and technologies. Manufacturing companies are looking for ways to increase efficiency and effectiveness by introducing and using machines in place of workers. By moving towards computerized machines promotes speed and accuracy as they are more consistent and most likely faster than what a worker can perform at. Having more advanced technologies encourages jobs to be more specialized and requires higher skills than simple manual labour. Employees would have to require more knowledge and constantly educating themselves in the new processes. Also due to rising competition in the industries, competitive prices are lowered and profits are decreasing. Manufacturers find alternate ways to cut cost in order to gain the loss potential profit by going to countries with low labour cost such as China and Mexico to develop their goods. This creates a lot of jobs for those countries but at the same time, cuts back the employment in the United States. Government officials should be concern about the loss in manufacturing jobs. The majority of these jobs consist of the generation of baby boomers who learned one type of skill. When unemployed, these workers would need to be retrained in order to go back into the work force again. With unemployment, there is a loss in potential GDP for the country that could have been made with the people who stand idle without a job. For business leaders, they are concerned...
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...RESULTS OF OPERATIONS FORWARD-LOOKING STATEMENTS This report contains information that may constitute "forward-looking statements." Generally, the words "believe," "expect," "intend," "estimate," "anticipate," "project," "will" and similar expressions identify forward-looking statements, which generally are not historical in nature. All statements that address operating performance, events or developments that we expect or anticipate will occur in the future — including statements relating to volume growth, share of sales and earnings per share growth, and statements expressing general views about future operating results — are forward-looking statements. Management believes that these forward-looking statements are reasonable as and when made. However, caution should be taken not to place undue reliance on any such forward-looking statements because such statements speak only as of the date when made. Our Company undertakes no obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by law. In addition, forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from our Company's historical experience and our present expectations or projections. Overview Lone Wolf Tech provides our customers with top rated quality. Lone Wolf Tech has set out to capitalize on three major markets. Lone Wolf Tech has entered...
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...An Automobile manufacturer wants to know the underlying motives of consumers in purchase of cars.The trend of decreasing repeat customer makes the car manufacturer to reconsider their strategies. Do you think that the organization is in the right direction of their repositioning decision. Suggest the suitable strategy to attract the consumers. 2.Ronalds Electronics Ltd. was a company incorporated in 1990 by Mr. David Harikson and over the years had emerged as one of the forerunners in the growing segment of the electronics and home appliances market in U.S. Presently it has a market share of 40 percent of the home appliances market. The company’s product strategy has been to offer a wide product range right from mono stereo, two-inones, sophisticated music system, televisions, refrigerators, washing machines, and microwave ovens. Ronalds Electronics marketing strategy also included offering the above products so as to match the needs and budget of the middle class and upper strata of the society. In 2000 John, son of Mr. David Harikson took over as the Managing Director of the company. Seeing the intense competition in the market in the post liberalization scenario, John was keen to go by the principle that once you have targeted your customer , you follow him/her relentlessly with attractive offerings .In 2004 he started with a well focused promotion and distribution strategies. The promotion included spending $ 10 crores in advertising through holding exhibitions...
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...the diversified industrial products company derived $4.3 billion in annual revenues from manufacturing 2 million items. Cooper’s products ranged from 10¢ fuses to $3 million turbine compressor sets marketed under an array of brand names, the most famous of which was Crescent wrenches. “We decided a long time ago,” said Robert Cizik, chairman, president, and CEO, “that if we could do an outstanding job at the unglamorous part by making necessary products of exceptional quality, then we could be successful indeed.”2 In early 1989, Cooper Industries tested this philosophy when it launched a $21-a-share, $825 million tender offer for Champion Spark Plug. The Cooper bid trumped a $17.50-a-share bid by Dana Corp., a $4.9 billion auto-parts manufacturer. Although Champion had a well-known brand name and worldwide manufacturing...
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...COMPETITION With regards to securing sales for the aquatred tires in the passenger car replacement market, Goodyear faced a few competitors in the same market. Their competitors could essentially fit into two distinct categories: Primary (manufacturer-level) and Secondary (retail-level) Competitors. Primary Competitors Goodyear’s primary competitors are other tire manufacturing companies, both foreign and domestic, such as Michelin, Firestone, Bridgestone, etc. (Also, “private label” tire manufacturers fit in this category?) The industry had, in the last year, experienced many acquisitions or takeovers of smaller tire companies by dominant firms with a bigger market share. The disappearance of the smaller players was indicative of a mature market, thick with price competition, yielding economic conditions that have almost completely annihilated profit margins for all players. At the same time, consumers were becoming savvy about the need for reliability and longevity in their replacement tires, which made it critical for surviving companies to adhere to the new demands. Of all the competing tire companies, Michelin and Bridgestone, in particular, posed the biggest competition to not only Goodyear as a company, but the aquatred as a superior tire. The major key points are that: i. Michelin and Bridgestone were planning to introduce a new tire in the next two years with an improved warranty of 80,000 miles. This was as a result of increasing demand for longer-wearing...
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... Penny Wilkins Contemporary Business February 18, 2015 Selected product to research: Home Furnishings Selected two (2) companies within the selected product category. Basset Furniture INC and Ethan Allen Introduction: Bassett Furniture is a furniture manufacturer headquartered in Bassett, Virginia, United States. It was founded in 1902 by John David Bassett (July 14, 1866 – February 26, 1965) and C.C. Bassett. Bassett Furniture is one of the oldest furniture manufacturers in Virginia and has been producing hand crafted furniture for over 100 years. “Incorporated in Delaware in 1989, Ethan Allen Interiors Inc., through its wholly-owned subsidiary, Ethan Allen Global, Inc., and Ethan Allen Global, Inc.’s subsidiaries (collectively, "We," "Us," "Our," "Ethan Allen" or the "Company"), is a leading manufacturer and retailer of quality home furnishings and accessories, offering a full complement of home decorating and design solutions through one of the country’s largest home furnishing retail networks. We refer to our Ethan Allen retail outlets as "design centers" instead of "stores" to better reflect these expanded capabilities” (COMMISSION, 2013). Ethan Allen is a furniture manufacturer headquartered in Danbury, Conn in the United States. It was founded in 1932 by Nathan S. Ancel, Ethan Allen Co-founder. Ethan Allen furniture is one of the of the nation's largest furniture companies, with more than 300 dealers and 21 manufacturing plants in the United States...
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...pack, it is not difficult to prove that Tesla Motors can be a viable business. We can look at the question using the five forces competitive analysis checklist. 1.The threat of entry is low. The customer switching costs are moderate, they can trade in their current CV and buy a Tesla. Also government encourages EV by providing tax credit and even rebate to customers. 2.The power of suppliers is low. A regular CV usually sourced from more than a thousand suppliers, and the most complex part was the powertrain. However powertrain of a Tesla is nothing more than a electric motor, also they decided to bring the full assembly of the Model S in-house. Not only they made their own powertrain, they also sold electric powertrains to other car manufacturers and provided design services for electric powertrains. 3.The power of buyers is low. Tesla has direct sales store unlike dealership in which dealers take some of the margin. The customers are most likely regular people. 4.The threat of substitutes is moderate and rivalry is low. There are some electric cars on market, Nissan Leaf, Toyota Prius, VW Golf and Ford Focus, but they are all low-end family car. Also Tesla is going to build an even more affordable car in the future competing with BMW 3 series, Mercedes C class and Audi A4. The technology of Tesla is so far ahead among his competitors, the Model S was controlled by software that could be wirelessly updated using cellular. It is also the first car with autopilot which is a self-driving...
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...their interest and one of those things are tools. A handy man, contractor, or just hobbyists have one thing in common, and that’s their passion for his or her tools. Notwithstanding, certain elements need to be present for customer loyalty and those elements include customer service, warranty, and durability of the tools. There are many manufacturers in the industry of tools, some of which manufacture hand tools while others manufacture power tools or even heavy equipment. At the same time, some manufacturers make all three types of tools. Moreover, among some of the well-known tool manufacturers available are Ridgid, Craftsman, and Snap-on. Even though, these three companies are among the most popular of tool brands in the United States, each have benefits and drawbacks. Benefits Ridgid, Craftsman, and Snap-on all have one very important thing in common that plays a major role with the purchasing decision of the passionate tool user, and that is all three carry a lifetime warranty on mechanic’s tools; such as wrenches, ratchets, screwdrivers, sockets, and a few others. Equally important, tools produced by all these manufacturers are durable and can withstand some abuse. Regardless, of brand an individual decides to purchase the ease of getting a tool replaced is very important. For example, if a Ridgid tool breaks the owner can go to the local Home Depot and get it replaced. Furthermore, if a Craftsman tool was to break he or she can...
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...Best Practices HON Company HON Company has an extremely customer orientated culture and is a leader in implementing their corporate culture into their key accounts. Since 1944, HNI Corporation comprises 10 businesses that manufacture office furniture and hearth products. The HON Company has consistently held an impressive market share in the office furniture industry. HON has kept a focus on implementing its corporate culture effectively to each of its accounts through its best practice key account selling. HNI Corporation has seen challenges like any other business, but has effectively been a leader in the industry considering they are the second largest office furniture manufacturers in the world. The HON Company’s domestic market is split between two customer segments: the contract segment and the commercial segment. Due to the nature of the industry HON adjusts its distribution channels to capture the entire office furniture market. HON adjusts its personnel and products so that they can make their product accessible to everyone. The contract segment includes large corporations, healthcare organizations and governments that buy office furniture for new office facilities and office renovations. Customers in the contract segment require customized furniture, so goods for this type of segment are sold directly by the company or through a network of company-owned and independent dealers. (Ruiz, 2014) Unlike the contract segment, HON also tends to the needs of the commercial...
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...Case Analysis Goodyear Tire and Rubber Company Submitted by: Rick Fletcher MB545 Marketing Management City University, Renton MBA 2000 Program Fall Quarter, 1999 Introduction The Goodyear Tire and Rubber Company is currently the #1 tire maker in the world[1]. The 101 year-old company has maintained that position through most of the company's history. However, in the early 1990's Goodyear slipped to #3 as France's Michelin and Japan's Bridgestone found better ways to get their products to consumers. To regain their #1 status, Goodyear was forced to re-think their century-old practice of marketing their product exclusively through its dealer network. Problem Definition Goodyear is facing tough competition from tire companies that focus their attention on the replacement tire market rather than the new car market. Also, their competitors do not rely solely on dealer networks to distribute their product. To respond to these challenges, Goodyear decided to focus on the replacement tire market and to sell tires through Sears, Wal-Mart, Discount Tire, and other discount stores in addition to their traditional franchise stores. The decision to sell tires through discount stores created some problems for Goodyear: • Allowing tire franchises and multibrand discount stores to sell Goodyear tires upset Goodyear dealers because it drastically increased competition. • Multibrand outlets may lure customers...
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...limited amount of companies that can produce the steel, aluminum required for car chassis, rubbers for tires etc. The power of buyers is medium, although they face a high switching cost, the fact that car models and features are so similar make customers tend to be very price sensitive within a same class of vehicles. Motorcycles, public transportations, etc. are substitutes for cars. Many people that living in big cities tend to choose motorcycles or subway to avoid traffic jam. The rivalry is high in this industry, as cars are divided into different classes, and all major manufacturers provide most of these classes with not too differentiated features. I think the reason Brilliance Auto became successful is being a master of integration. Brilliance Auto is a Chinese company in alliance with BMW. As a protective term for local car companies, Chinese government established a policy: any foreign car manufacturers need to form an alliance with a local company if they want to produce cars in China. I think Brilliance Auto made the right choice by choosing BMW....
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...morally responsible for the harm caused by their products, or does the responsibility lie in those who purchase them? As long as the product is not defective, I will argue the accountability falls not on the manufacture, but instead to the gun purchaser, for two reasons, liability and education. Is it ethical for the manufacture of a product to be liable if their product is in fact not defective (functions as it should), but is used criminally by another. Gun manufacturers feel that they do act responsibly. The manufacturers sell only to distributors and dealers who have FFL (Federal Firearms License) issued by the U.S. government for the purpose of firearm commerce. The dealers maintain they cannot be held responsible for legal sale to an individual who in turn disposes of the firearm to a disqualified person, or if legal sale results in a crime down the road due to a theft from the rightful owner. Currently because of Senate bill #S. 397 (Protection of lawful Commerce in Arms Act) which passed in 2005, manufacturers, distributors, dealers, or importers of firearms or ammunition are immune from civil liability for damages resulting from misuse by others. It effectively closes the courthouse doors to an entire class of defendants, victims of gun violence. Not...
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...Energy efficiency: the most energy efficient car as it uses renewable energy such as solar power. * Supplier to other manufacturer: Tesla is a major supplier of car parts for Toyota. * Ability to manufacture environmental friendly cars: Tesla has pure and complete advantages over other companies in manufacturing environmental friendly cars. * Cost reduction advantages: they outsource secondary components to other companies which gave them acquiring cost reduction advantages. * Existing strong investors and partners: Tesla acquired strong investor’s partners in recent years such as Google, Daimler, Panasonic, and Toyota motors. Weakness – In second part of SWOT analysis of Tesla Motors, weakness are discussed. * Bad impact from Model X: Tesla recently launched high-tech car Model-X which price is expensive it compared with that of other cars. * Time consuming to make a delivery: Tesla says if you order a car, you will have it delivered after one year which cannot be a strong distribution process. The manufacturing capacity is so limited. * Bigger Debt Portion: Tesla has large portion of debt (and a negative $455 million cash flow) in its financial statement which makes it vulnerable. * Short story of experience: As Tesla has established in the year 2003, it does not have sufficient experience comparing to other car manufacturers like Toyota, Fords, or Mazda. Opportunities – In the third part of SWOT analysis of Tesla Motors, opportunities are discussed...
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...On August 9, 2000, Bridgestone/Firestone Inc. announced it would recall more than 6.5 million tires, most of which had been mounted as original equipment on Ford Motor Co. Explorers and other Ford light trucks. Bridgestone/Firestone had become the subject of an intense federal investigation of 46 deaths and more than 300 incidents where Firestone tires allegedly shredded on the highway. The Firestone tires affected were 15-inch Radial ATX and Radial ATX II tires produced in North America and certain Wilderness AT tires manufactured at the firm's Decatur, Illinois, plant. This tire recall was the second biggest in history, behind only Firestone's recall of 14.5 million radial tires in 1978. The 1978 tire recall financially crippled the company for years to come and the August 2000 recall threatened to do the same. Consumers, the federal government, and the press wanted to know: Why didn't Ford and Firestone recognize this problem sooner? Let us look at the series of events surrounding the tire recall and the role of information management. 1988---Financially weakened from its 1978 tire recall, Firestone agreed to be acquired by Bridgestone Tires, a Japanese firm. To increase its sales, Firestone became a supplier of tires for Ford Motors' new sport-utility vehicle (SUV), the Explorer. March 11, 1999---In response to a Ford concern about tire separations on the Explorer, Bridgestone/Firestone (Firestone) sent a confidential memo to Ford claiming that less than 0.1 percent of...
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