...not know Toshiba? One of the biggest electronic company in the world. Toshiba was formed in 1939 by a merger of two highly innovative Japanese companies: Shibaura Seisakusho Works, which manufactured transformers, electrical motors, hydroelectric generators, and X-ray tubes; and Tokyo Electric Company, which produced light bulbs, radio receivers, and cathode ray tubes. The first company in Japan to make fluorescent lamps (1940), radar (1942), broadcasting equipment (1952), and digital computers (1954), Toshiba became the first in the world to produce the powerful one-megabit DRAM2 chip in 1985. The first laptop computer, the T3100, was also unveiled by Toshiba, in 1985.3 In 1995, Toshiba was an electronics giant, third in Japan behind Hitachi and Matsushita,4 posting sales of $47.9 billion and a net profit of $447 million. The information and communication systems and electronic devices division, which included notebook PCs, accounted for 52% of the company’s total sales. By 1995, Toshiba had produced more than 5 million portable PCs since it introduced the first laptop a decade earlier. The market for portable PCs was one of the most dynamic and rapidly expanding segments of the computer industry, as increasingly mobile professionals demanded powerful, light-weight machines packed with features. In total, 2.85 million notebook computers were sold in the U.S. in 1994, and sales in 1995 were projected to exceed 3.6 million units. In the first quarter of 1995, Toshiba was the leader...
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...Designing Toshiba’s Notebook Computer Line A Study of Manufacturing Capacity 12/12/2011 MGT 393-03 Introduction We analyzed a Toshiba assembly line plan for a new subnotebook computer. The engineering section manager, Toshihiro Nakamura, wants to make changes to the line process as designed by the engineers. The basic assembly line equipment and space already exist within the Toshiba plant, so the subnotebook assembly process must conform to those preexisting constraints. Specifically, the assembly line is a straight 14.4-meter conveyor system that can accommodate 8 to 12 workers plus one supporter to aid in the assembly process. The employees work at assembling for 7.5 hours a day. The computers are assembled from inventory provided by separate employees. Because it is well managed, there is no concern about supply for the line. Production quantities for the subnotebook computer are to begin at 150 units per day and increase to 250 in a week with the ultimate goal of 300 computers per day. We used a number of analysis calculations in our decision support model to show the capacity and relative efficiency of different iterations of the assembly line. We have also shown a possible solution to the main problem of the case: As the process is designed, it is impossible to attain 300 computers in a 7.5-hour shift using only one line. The decision support model shows one option for how this can be solved with a given set of assumptions. Discussion The decision...
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...chain strategy. ensions of opera Identify order tions and supply winners and or chain strategy. der qualifiers. See how strategy is implemented through operatio Introduce the co ns and supply ch ncepts of risk as ain activities. sessment and mi Show how prod tigation. uctivity is me asured and ho supply chain pr w it relates to ocesses. operations and Chapter Outlin e 25 Mi ssi on St at em en ts wi th As pir at ion s be yo nd Ma 26 A Su sta ina kin g a Pr of it ble Op er at ion s an d Su pp ly Ch ain St rat eg y 28 W ha t Is Op er at ion s an d Su pp ly Ch ain Competitive Dim St rat eg y? ensions The Notion of Trade-Offs Order Winners and Order Qualifi ers: The Marketing–O perations Link Operations and Sustainability defi ned Triple bottom line defined supply chain str ategy defined Operations eff ectiveness defi ned Straddling defi ned Order winner defi ned Order qualifier defined e Ris k As so cia system maps defi ned te d wi th Op er at ion s an d Framework Su pp ly Ch ain St rat eg ies 37 Pr od uc tiv ity Supply chain risk Me as ur em en defined t Risk Managem ent 33 St rat eg ies Ar e Im ple me nt ed Us ing Op IK EA ’s St rat eg er at ion s an d y Su pp ly Ch ain Ac tiv iti es — 35 As se ssi ng th Activity- 39 Su mm ary 43 Ca se : Th e Ta o of Tim bu k2 Productivity defi ned WALKTHROUGH xvii Opening Vignettes Each chapter opens with a short vignette to set the stage and help pique students’ interest in the...
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...Industrial and Corporate Change, Volume 19, Number 1, pp. 81–116 doi:10.1093/icc/dtp032 Advance Access published June 22, 2009 Who profits from innovation in global value chains?: a study of the iPod and notebook PCs Jason Dedrick, Kenneth L. Kraemer and Greg Linden This article analyzes the distribution of financial value from innovation in the global supply chains of iPods and notebook computers. We find that Apple has captured a great deal of value from the innovation embodied in the iPod, while notebook makers capture a more modest share of the value from PC innovation. In order to understand these differences, we employ concepts from theories of innovation and industrial organization, finding significant roles for industry evolution, complementary assets, appropriability, system integration, and bargaining power. Downloaded from icc.oxfordjournals.org at University of Dhaka on June 19, 2011 1. Introduction The power of innovation to reward pioneers with exceptional profits is well known. Yet, as recognized in various strains of the business strategy literature, the value generated from the innovation is generally shared by the innovator with some combination of component suppliers, intellectual property owners, providers of complementary products and services, competitors, and consumers. This is all the more true as firms focus on a set of core activities and rely on a network of allies and suppliers to help them create and produce innovative products. In such...
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...A PROJECT REPORT ON MARKETING | PROMOTION | | | | Avishek Dhital | 2/19/2014 | | ACKNOWLEDGEMENT First of all, I would like to express my sincere gratitude to the college administration, Kathmandu Institute of Science And Technology for allowing me to proceed with this project report. I am obliged to thank Mr. Keshav sir, Department of Marketing for his supervision, guidance, hints and help. Without his constant supervision and help our project would not have been in this stage. I am also so much happy to express my greatful thanks to Mr. Keshav sir for providing us with technical guidance and encouragement which has helped in the completion of my project. I would also like to express my special thanks to my friends Sabin Khatri, Santosh Phuyal and Anuj KC for their valuable suggestion and technical help. It is also my pleasure to convey sincere thanks to all our colleagues and my family member for their moral support and encouragement. Last but not the list, I would like to thank all of them who have directly or indirectly contributed for the completion of my project. Any comments and suggestion will be gratefully received and acknowledged. TABLE OF CONTENTS 1) Acknowledgement……………………………….Page No 1 2) Meaning & Concept of Promotion………………Page No 3 3) Importance of Promotion………………………...Page No 6 4) Components of Promotion……………………….Page No 8 5) Objectives and Limitation of Promotion………...Page No 9 6) Build...
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...guys behind the scenes . - Inventec executive Louis Woo In Inventec Corp.'s gleaming new manufacturing compound on the outskirts of Shanghai's Pudong district, six automated assembly lines hummed with state of the art equipment. Hermetically sealed machines dispensed adhesive onto tiny boards. ext, high speed machines picked micro chip components off tapes and placed them onto the boards. Other machines soldered, cleaned and tested, until the guts of a notebook personal computer (PC) popped out to be encased in black plastic or metallic silver by human hands. Each line produced a new notebook computer every 16 seconds, for a combined output of 13,500 PCs per day . However, none of these PCs carried the Inventec name. Instead, the notebooks produced in this Chinese factory bore the brand logos of three competing multinational computer companies. Each PC was packaged in a brand manufacturer box, and shipped to client distribution centers around the world. Some were shipped via UPS from the Shanghai factory directly to consumers in the United States, with return address labels bearing the name and U.S. address of the brand company. Inventec, with annual revenues topping 150 billion ew Taiwan Dollars (NT$)a and market capitalization valued at over $1 billion, was one of Taiwan's leading Original Design Manufacturers (ODM). ODMs designed and manufactured electronic products such as computers, servers, MP3 players, PDAs and cellular telephones for client companies that marketed the...
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...Group executives and managers who agreed to be interviewed and provided vital data and information Acer_case_10-99.doc 2 Acer: An IT Company Learning to Use IT to Compete Jason Dedrick, Kenneth L. Kraemer, Tony Tsai I. INTRODUCTION Acer Computer is an unusual company in the personal computer industry. Companies such as Dell, Compaq and Gateway focus on designing, configuring, marketing and servicing PCs and increasingly leave the manufacturing to contract manufacturers and OEM producers. By contrast, Acer is a diversified, vertically integrated manufacturer of PCs, components and peripherals that it sells under its own brand name and on an OEM basis for other PC makers. Acer’s diversified product line resembles that of giants such as IBM, Hewlett-Packard, Toshiba and NEC, yet it is only a fraction of their size. Acer’s strategies and culture are the product of founder and chairman Stan Shih. Shih started the...
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...the delivery of its newest model A380, causing embarrassment, customer had also panned Airbus smallest model A350 at the drawing board stage and requiring rework on the model. Boeing two engine long haul 787 Dreamliner, a direct competitor to A380 and A350, had received rave reviews for its technological excellence, backed by firm orders from commercial airlines and aircraft leasing companies. Commercial airlines are the customer of Boeing and Airbus, had collectively losing in the early 2000. Some times the concern people were thinking of Boeing. Did the Boeing learn its lesson and the current good fortunes reflect in the long run. Could they able to ride on Airbus due to their missteps and misfortune? Boeing showing its excellence in design, solid order book position and their efficiency and production increased. The Company is almost synonymous with commercial air travel, due to the worldwide acceptance of its product. One of the distinctive and commercially successful product of Boeing is 747, the four engine aircraft with bubble upper deck. After merger with Mcdonnell Douglas in 1996, Boeing became a broad based aerospace business with which commercial aerospace accounted for 40-60% of the total revenue. The late 1990s and early 2000s were the traumatic time for Boeing’s history, even though its...
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...services, Web hosting, and business-to-business e-commerce applications. Their award-winning computers are sold under the ZingPC brand to business, government, education, and consumer markets. The ZingPC division designs and manufactures a broad range of computer products that ranks among the industry leaders in technology, innovation, price, and computing performance. These award-winning products are marketed under the following lines: Zinger Millennia desktop computers, Zinger TransPort notebook computers, Zinger ClientPro corporate computers, and HP NetServer servers. These product lines are manufactured exclusively at the company’s facilities in Cheyenne, Wyoming. ZingPC products can be purchased directly from the company’s Web site http://www.ZingPC. com, by calling a toll-free 800 telephone number, through company field sales representatives, and through leading national retailers. Early Successes and Challenges As a new organization, ZingPC adopted a product-focused strategy. Its goal was to provide the fastest and most powerful PC on the market. ZingPC built a 216,000- square-foot facility in Laramie, Wyoming (more than doubling its original capacity), and dedicated a large portion of this multifunctional facility (120,000 square feet) to PC assembly. The company quickly increased production levels of the powerful PCs and pushed them into the marketplace in anticipation of a dramatic increase in sales volume and revenue. The company experienced many early successes...
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...Solectron Supply Chain Management Best Practice Background Solectron was founded in 1977 as the as the “Solar Energy Company”, and originally produced solar energy products. Today it is a worldwide provider of electronics manufacturing services to original equipment manufacturers (OEM’s). The company provides customized, integrated manufacturing services that span all three stages of the product life cycle, including pre-manufacturing, manufacturing, and post-manufacturing (see Table 1). These servies are now integrated to the point where Solectron is now responsible for all supply chain processes associated with sourcing parts, building, and distribution of electronics and systems for almost every major OEM customer in the industry. A list of primary OEM customers is shown in Table 2, which spans the telecommunication, networking, computer systems, peripherals, semiconductors, consumer electronics, industrial equipment, medical electronics, avionics, and automotive electronics industries. These industries are in different stages of maturity, with network manufacturers fairly new, and computer systems fairly mature. The diversity of major customers in this list is testimony to their success. In 1991, Solectron won the Malcolm Baldrige National Quality Award, reflecting the high level of performance achieved within this company. The company has also been honored with more than 100 recognition awards, 25 of which were received this year (see Table 3). The...
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...Solectron Supply Chain Management Best Practice Background Solectron was founded in 1977 as the as the “Solar Energy Company”, and originally produced solar energy products. Today it is a worldwide provider of electronics manufacturing services to original equipment manufacturers (OEM’s). The company provides customized, integrated manufacturing services that span all three stages of the product life cycle, including pre-manufacturing, manufacturing, and post-manufacturing (see Table 1). These servies are now integrated to the point where Solectron is now responsible for all supply chain processes associated with sourcing parts, building, and distribution of electronics and systems for almost every major OEM customer in the industry. A list of primary OEM customers is shown in Table 2, which spans the telecommunication, networking, computer systems, peripherals, semiconductors, consumer electronics, industrial equipment, medical electronics, avionics, and automotive electronics industries. These industries are in different stages of maturity, with network manufacturers fairly new, and computer systems fairly mature. The diversity of major customers in this list is testimony to their success. In 1991, Solectron won the Malcolm Baldrige National Quality Award, reflecting the high level of performance achieved within this company. The company has also been honored with more than 100 recognition awards, 25 of which were received this year (see Table 3). The...
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...SWOT Analysis / Warehouse Plan for Dell. Professor McDuffie M. Williams TRA2098/ 361162 1/26/12 SWOT Analysis Dell Strengths: 1. Dell is one of the biggest technological corporations in the world. 2. One of the best known brands in the world. 3. First PC maker to offer next-day, on-site product service. 4. Direct to customer business model. Uses latest technology 5. Dell has remarkably low operating cost relative to revenue because it cuts out the retailer and supplies directly to the customers. 6. Dell’s Direct Model approach enables the company to offer direct relationships with customers such as corporate and institutional customers 7. Dell’s direct customer allows it to provide top-notch customer service before and after the sale. 8. Each Dell system is built to order to meet each customer’s specifications. Reliability, Service and Support. 9. Dell turns over inventory for an average of every six days, keeping inventory costs low. 10. They offer their customers the ability to track their delivery. 11. Price for Performance – Dell boasts a very efficient procurement, manufacturing and distribution process allowing it to offer customers powerful systems at competitive prices 12. Online capabilities to customize products 13. manufacturing excellence allows diverse products 14. Strong Mergers and Acquisitions-Keeps the merged companies growing in the core competencies 15. Efficient in saving cost 16. Innovative...
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...Evaluating company resources and competitive capabilities In the previous chapter we descrbed how to use the tools of industry and competitive analysis to assess a company’s external situation. In this chapter we discuss the techniques of evaluating a company’s resource capabilities, relative cost position, and competitive strength versus rivals. Company situation analy’external market circumstances and to its internal resources and competitive capabilities. The sopotlight of company situation analysis in trained on five questions: 1. How well is the company’s present strategy working? 2. What are the company’s resource strengths and weaknesses and its external opportunities and threats? 3. Are the company’s prices and costs compaetitive? 4. How strong is the company’s competitive position relative to its rivals? 5. What strategi issues does the company face? To explore these questions, four new analytical techniques will be introduced: SWOT analysis, value chain analysis, strategic cost analysis , and competitive strength assessment. These techniques are basic stragic management tools be-cause they expose the ccompany’s resource strengths and deficiencies, its best market opportunities, the outside threats to its future profitability, and its compertitive standing relative to rivals. Insightful company situation analysis is a precondition for identifying the strategic issues that management needs to address and for tailoring strategy to company resources...
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...global capitalism. In the electronics industry, a new model of outsourced manufacturing has emerged as the centrepiece of globalized production networks: Contract Manufacturing (CM) or Electronics Manufacturing Services (EMS). This form of network-based mass production is closely linked to the disintegration of the value chain and the emergence of the “Wintelist” (Borrus and Zysman 1997) model of competition and the rise of “fabless” product design companies in key sectors of the IT industry. In contrast to the general perception of the “informational economy” (Carnoy et al 1993, Castells 1996) as service- or science-based, the rise of the CM-model demonstrates that manufacturing still matters in the "new economy" (Cohen and Zysman 1987). This development also highlights the interaction of new information networks with the restructuring of production, work, and the global division of labor in technologically advanced industries. In this paper, we want to take a closer look at the restructuring of production and commodity chains in the assembly of IT-hardware (such as computers, internet switching and telecommunications...
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...AN ECONOMIC ANALYSIS ON LCD TELEVISION [pic] Submitted to: Ms. Shikha Singh Submitted By Sushant Aneja Acknowledgments We would like to express our deep gratitude to Professor- Ms. Shikha Singh for her patient guidance, enthusiastic encouragement and useful critiques on this project work. We would also like to thank our professor for her advice and assistance in framing the questionnaires as well as keeping our progress on schedule. We would also like to extend our thanks to all the participants for their sincere response in survey without whom project would not have been completed. Finally, we like to thank our classmates for their support and encouragement throughout our study. With Best Regards Introduction LCD televisions produce a black and colored image by selectively filtering a white light. The light is typically provided by a series of cold cathode fluorescent lamps (CCFLs) at the back of the screen, although some displays use white or colored LEDs instead. Millions of individual LCD shutters arranged in a grid, open and close to allow a metered amount of the white light through. Each shutter is paired with a colored filter to remove all but the red, green or blue (RGB) portion of the light from the original white source. Each shutter–filter pair forms a single sub-pixel. The sub-pixels are so small that when the display is viewed...
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