Strategic Repositioning, Development and Counter of Scientific Data Systems - Essay Example

Four Assignments Name Institution Date Assignment 1: Strategic Repositioning Why do chefs buy Hobart for their kitchens? Chefs buy Hobart for their kitchen because of its developed solid reputation in high quality as well as extremely reliable products. Initially, Hobart possessed a broad coverage of industry and in its product categories with a more respected service network. In addition, Hobart products were less expensive competing products. However, due to improved customer relationship management and the sustained food safety, it is more reliable to chefs. What was the value proposition before the “Solid Equipment, Sound Advice” program? How did it change? The value proposition of Hobart before the achievement of Solid Equipment and Sound Advice programs concerned the production of less expensive competing products made overseas. Although most of the customers continued to buy the Hobart products, they threaten growing at a high rate. It also became difficult to create advertising and the trade show material that could assist in breaking out of the clutter. The value position changed after Hobart sought to launch a different customer-facing brand that was perceived to be the thought leader within the industry and not simply the product leader. What functional strategies did Hobart pursue? Hobart aimed at offering solutions to daily issues its customers face within their businesses, for instance, acquiring, training as well as retaining the good workers. Hobart also focused on keeping their food safe and making enticing dining experiences available. There was elimination of costs, reduction of shrinkage and the enhancement of same-sales growth. In order to effectively meet the above focused areas, Hobart firm systematically marshaled into knowledge in pursuit of the above functional strategies. Whether or not a wise decision and the ideal approach to create better support toward a quality position? Soaking up of the resources by the new program that led to reduced effort in communicating the new product innovation was not a wise decision. This is because resources and communication are very significant in implementing the new product innovations, for instance, making the product adverts on sage online and through magazine requires more resources. The changed approach to the new product releases through the emphasized product value to the customer in dealing with the key business issues, for example, rather than emphasizing on the specific features such as recessed nozzles on Hobart TurboWash, the firm made communications on how it easily carried out the task of scrubbing pots and pans. This resulted into the creation of a happier restaurant as well as food service employees. How could competitors position themselves against the Hobart’s strategic position? What is the best criterion in developing such strategic position? The competitors could create more advertising and trade show material to break out the clutter issues that were faced by Hobart’s customers. Furthermore, the ability of competitors to produce breakthrough products to draw the attention of customers would assist them in positioning against Hobart positioning. This is because Hobart was not capable of creating neither any advert nor the trade show material. In addition, the generation of breakthrough products which could attract the attention of customers was very difficult for Hobart. Assignment 2: Development and counter of SCAs and the Perils of Success Identify and evaluate Xerox’s strategy in the 1960s. What entry barriers did Xerox create in that decade? Xerox’s strategy in the 1960s involved its purchase of Scientific Data Systems, a firm that basically targeted the scientific community. As a result, Xerox changed its original name to the Xerox Data Systems (XDS). This was influenced by the key strategic trust for Xerox based on the “Office of the future” idea. It was a concept which recognized that a copier was the only instrument of the office productivity as well as business communication. Since Xerox aimed at becoming a leader within the broader playing field, there was the need to recognize computer capability as the appropriate strategy. The entry barriers that Xerox created were the several layers of bureaucracy within the too many locations that encouraged the integration of the computer and copier products. Identify and evaluate the strategies of Savin, Canon, IBM and Kodak. How did each overcome Xerox’s entry barriers? Why Kodak did not aggressively invest behind its equipment during the time it held an important technological edge? Savin managed to sell through the dealers who could contact the Xerox customers through an attractive alternative after the expiry of their contracts rather than through direct sales force. Through the help of an Australian inventor as well as a consortium of the firms for the US, Germany and Japan, Savin introduced a liquid-toner approach that managed to avoid the Xerox patents. Instead of using the joint ventures, Canon purposely decided to market all its copiers under its name. Canon as well managed to avoid Xerox patents through the development of an alternative technology which was licensed to some other Japanese firms. IBM participated within the copier market with various products, though not successful due being technologically behind. Kodak developed a series of the high-end machines and ensured that its products were reliable, marketing the organization by carefully creating a strong service as well as avoiding quick capacity building. Why and how did Xerox lose position in the 1970s? How could a large, successful, admired company be so clueless? Xerox’s lose of position was due to its major problem of focusing on making the fastest, fanciest and largest machines. This is because it did not pay attention to the need for reliability, and as a result not prepared to compete with the machines made by Kodak. Instead of being trim and lean, Xerox became more bloated, making it not able to locate the low-cost outsourcing opportunities. What were the strengths and weaknesses of Xerox in the 1980s? What were its strategic imperatives? Despite its large staff base and firm locations, Xerox was very weak in its customer and market research. This was even reflected as it changed from being a virtual monopoly to an active participant within a competitive market. Xerox did think of the fact that in future its customers could be interested in trading speed for both price and reliability or the customers could prefer to have more of the smaller and slower machines rather than which are few, large and faster. Why an Apple computer blunder happened? Xerox USA ignored the threat of Japan which allowed certain firms to obtain a foothold at its low end of the market which they exploited through making upward movements. Assignment 3: Creating, adapting and implementing strategy Why was Dove dormant for so long? Dove happened to be dormant for long due to a stiff competition it faced from Palmolive and the arch-competitor P&G that was testing an Olay beauty bar enhanced with moisturizing properties. Therefore, after responding to the Olay competition with a rush of Dove Moisturizing body wash into its stores and later with the innovative Nutrium line which was based on the technology of the deposited lipids, vitamin E as well as other ingredients for skin. This is when Dove gained momentum to expand into other areas for competitiveness. What were the keys to the success that Dove achieved in building its brand into a $3 billion business? What was the role of success momentum? The sub-brand? The various brand extensions contributed to the dramatic sales success of Dove products. Both its business brand and geographic expansion into eight countries, contributed greatly to the building of the Dove brand into its becoming a $3 billion business. The success momentum lead enabled Dove venture into another line of production that involved beauty advertisement for women. What was the role of vigorous competitor? Would Dove have gotten there without P&G pushing? The vigorous competitor helped Dove to think of other ways of expanding its production lines that were not practiced by its competitors such as Palmolive and P&G. Without P&G pushing, Dove would not have reached that far to emerge the most preferred soap, deodorant and beauty advertiser. Why were the Dove soap sales affected by other Dove successes? The initial Dove soap that aimed at portraying the moisturizing and beauty did not provide the implication of clean dishes which was emphasized by the competitors. However, the Dove successes considered the innovative nutrium that helped to overcome the competition retaining the Dove brand that was initially seemed to be dormant. What does this case tell you about first-mover advantage? The case implies that at times the first-mover may not be able to capitalize on its advantage, but leave some opportunity for another firm to gain the second-mover advantage. What is your opinion of the “Real Beauty” campaign? Real Beauty campaign should receive more support for extra enormous exposure in the media to increase the sales of Dove. Assignment 4: Evaluating and Assessing the Implications of a Transformation Innovation Who are the industries and firms for which this would be a threat? Banking firms or industries, marketing agencies and the automobile industries will be faced with threat from Zopa-Peer-to-Peer Lending, Eestor-A new Automobile Power Source and NextMedium as the emerging potential firms or game changers. The nature of the threat is entry and transformation penetration with alternative services of reduced costs. Conventional information such as credit reports and the verified income for case of banking or lending are used to assess the risks associated and involved. Will this technology expand the market, bringing in new customers or simply replace the existing business? Zopa (peer to peer lending) provides alternate means of banking services such as lending. The services are provided at a lower rate compared to the banks. This implies that the market will expand as more people are attracted by the low rates. There are also other benefits attached for instance, after the payments have been processed, a given fee is shared between the borrower and the lender. To some extent, the services offered by the banks are likely to be replaced by the emergence of new technology. Eestor, which is a New Automobile Power Source, can store over 10 times the amount of energy of lead acid batteries and at a very low weight. This form of technology is a threat to the existing business and can simply replace them. The costs involved are low and the services are efficient and convenient. What are the strategic options for the firms with the transformational technology? What are the pros and cons of each? The strategic options for such firms with transformational technology include the focus on the provision of alternative solution to the existing problem at a low cost. Firms with transformational technology aim at facilitating the production of goods or provision of services through alternative means that are cost-effective. Apart from the low costs, the firms should also come up with new ideas aimed at solving the current problems. The products should efficient and effective when it comes to service delivery. Accessibility of the transformational technology products should also be convenient to the targeted consumers. Pros The resultant products are always cost effective. Most products provide solutions to the existing problems Efficiency in most cases is always guaranteed. Cons Employment opportunities are reduced as the existing businesses are replaced The government tax base is reduced Getting used to new technology (the transition process) takes time hence creation of losses. How would you go about branding and positioning the new product class being proposed? How should it be labeled? Through the sustained provision of high quality and cost-effective money lending, for instance, at a low and reasonable rate to the lenders or the borrowers, energy saving and enhanced branding integration, will enable the strong branding as well as positioning of the new product class on proposal. Labeling should reflect or portray a message of reliable and cost-reduction in use and service delivery more or less to existing providers. Read More