We thought that Product Innovation was the most important key success factor along with quality, and global strategy. We didn’t think that cost competitiveness was that important because Nike, Under Armour, and Adidas aren’t a best cost provider in fact they seem to be a differentiated provider. We believed that Under Armour was better than the other companies in product innovation because of all their advanced moisture-wicking fabric. Global strategy was also really important to us because that company has to focus on other countries besides the one that it is in. And with Under Armour struggling with their sales revenue in foreign countries we gave them a nine compared to Nike that we felt was a ten because a lot of their revenue comes from other countries.
Therefore, if when a consumer enters a store and sees similarly priced products, one imported and one made domestically, they can choose a US made product without feeling as if they are overpaying for the same product. Many American consumers would like to purchase American products but if American products are considerably priced higher than imports, it will make it a difficult decision. Since the protective tariffs would even the playing field for the consumer, it would be a beneficial implementation. 2. Point #2: Tariffs protect American jobs and wages.
Therefore, company A needs to stop making this product. Although we can argue that if company A could reduce the cost dramatically, it can become profitable. However, as the demand of its headphones is shrinking and there are so many suppliers (due to low barrier of entry), there will be great price pressure on the product, as explained by William F. Samuelson and Stephen G. Marks (2010). The price reduction may over shallow the possible cost reduction the firm could achieve. Susan Schreter’s second step is to target new customers from within groups.
They needed the support of the manufacturing company to have the town survive. Our Government needs to be more involved with helping the American businesses by using trade agreements and import quotas similar to the ones that Ronald Regan imposed. Regan imposed temporary quotas on some Japanese goods, trying to give American manufactures the time to compete with the reliability and efficiency of the cars arriving from Japan. However, the plan did not work as Regan had hoped it would. The Japanese opened factories in the United States.
Both strategies failed, therefore it is necessary to analyze what were their mistakes. • Core Competencies: Trexel has the know-how to development of different product better than its competitors (lower production cost), so it is necessary to consider the cost savings of the different alternatives. • Competitive Advantage: Because of Trexel has the know-how to produce high-quality products at low production cost, they are better positioned that its competitors. Also Trexel have protected their intellectual property through patents, which allow maintaining a sustainable competitive advantage in the time. For these reasons, it is necessary to analyze the competitive advantage of the different options presented.
Making sure that product is manufactured on time (taking into account any delays that may arise from overseas manufacturers) and ready for distribution when the consumer needs it. It is very hard for the dealerships to be able put their names behind a product that is difficult to keep in stock as todays consumers are on a “I want it now” basis. The advantage to this strategy is that if you have marketed and advertised properly, there will be demand at the dealerships from your product. If you are able to keep the dealerships properly stocked, then they will be pleased, as well as the customers and you will make your money back from all that costly advertising. A disadvantage would be that it will take resources to be able to keep items in constant stock and staff to ensure that logistics is running
This shows a concern for the people, giving the impression that technology is there to help them. This attitude is reinforced by Huan Guan in Document 2, where he writes about the impact that a lack of technology has on people. One of his main points is that innovation should occur when current technology proves to be poor in quality and ineffective, which indicates his largest concern in the usefulness of technology. Huan Tan begins Doc. 3 with self praise for the Han invention of the mortar and pestle, and then goes on to exaggerate about its effectiveness being increased a hundredfold.
Sammy Soto Bernaola International Management – INTL 48032.11 Dr. Paul Wilson 22 February 2014 Chiba International Inc. Case Can Japanese management practices work in the United States without adaptation? Why or Why not? What cultural values are relevant? It is well known that it can tedious to implement Japanese management practices in the American culture.It is not recommendable to force cultural differences into two different countries like Japan and United States because; it is likely to affect company’s performance. Management practices are crucial in a company because they determine companies grow.
Secondly, SKII as a higher-end brand is a unique addition to P&G’s product portfolio, where there are more lower-tier products (such as Olay). This higher-end brand requires more sophisticated franchising process such as beauty counselors and BIS system, which does not comply with the existing marketing and distribution methods in other countries. Internationalize SKII will impose a significant initial investment on P&G group. Market Entry Option The most attractive option is to expand domestic market in Japan. As mentioned above, SKII is not a global product.
The “win-win” negotiating style, where both parties seek the highest interests, is the most applied in international negotiations; however, the Japanese and the Americans tried to accommodate the other party by shifting their negotiating approach. Unfortunately, the negotiations still failed because of their primary difference in cultures. The author, then, goes through the six stages again by discussing about the “red flags” that rose during the negotiations. For example, Japanese people value trust in building a relationship and therefore, usually make contracts verbally. In this case, the Japanese made the effort to provide