Management of Tama Manufacturing Company - Case Study Example

Strategic Management Report for Tama Manufacturing Company Name: Course: Institution: Tutor: STRATEGIC MANAGEMENT REPORT FOR TAMA MANUFACTURING COMPANY Abstract This report discusses the process of strategy implementation and management in a clothes manufacturing industry. In particular, the report is discussed in relation of Tama Manufacturing Company, an American apparel manufacturer. The paper begins by reviewing basic concepts related to strategy management and implementation. The paper discusses among other things the company’s internal and external business environment and how they influence strategy implementation. The report found that strategies are important in any business organization as they help in realization of strategic objectives and competitive advantages. Contents Name: 1 Course: 1 Institution: 1 Tutor: 1 Abstract 2 Contents 3 1.0 INTRODUCTION 4 1.2 Company Profile 5 2.1 Types of Strategic Management Systems 6 2.2 External Environment Analysis 7 2.2.1 PEST Analysis 7 2.2.2 Porter’s Five Forces Analysis 9 2.3 Internal Environment Analysis 10 2.3.1 Value Chain Position 10 2.3.2 Financial Analysis 12 2.4 SWOT Analysis (Internal and External Environment Analysis) 12 3.0 Introduction 14 3.1 Corporate Strategy 14 3.2 Porter Generic Competitive Strategies 15 3.3 ANSOFF Analysis for Tama Manufacturing 16 3.4 Portfolio Analysis 17 3.5 Industry Life Cycle Analysis 18 4.0 STRATEGY IMPLEMENTATION 18 4.1 Structure 19 4.2 Process 20 4.3 Control 21 4.4 Change Management 21 4.5 Learning 22 4.6 Leadership 22 Conclusion 23 References 24 1.0 INTRODUCTION The quest for innovativeness is essential for firms to survive and develop in the modern industries which are very competitive. Indeed, a majority of companies view the acquisition of strategic advantages as a way to gain and maintain competitive advantages (Rigby, 2002). Most companies have realized the benefits gained from highly valued strategic management programs. Strategic initiatives that are beneficial to an organization are harnessed and managed through the use of internal business processes which create value for the company. According to Moreton (2003) the success of building a strategic business initiative within a firm depends on the firm’s ability to absorb and monitor acquired knowledge from different sources and integrate this knowledge into existing knowledge base. Over the last four decades, the rapid internationalization of markets, advances in production processes and technologies and changing consumer requirements have brought radical changes in the clothes industries. These changes require the use of innovative strategic management processes to gain competitive advantages. Strategic management initiatives in any industry reflect the nature of the environment in which the industries work. Slight changes in this environment can trigger firms to change their strategies and organization structures. According to an analytic paper by Cieslak & Bob (2006) business environments and need for strategic initiatives are inspired by the combination of political, technological, sociological and economic forces. Moreton, (2003) has described three different dimensions along which business environments can be classified. These relate to the degree of stability/dynamism, homogeneity/diversity and simplicity complexity. Each of the three dimensions of business environments plays a crucial role in shaping an organization’s competitive position in the industry. Dynamic environments and call for flexible initiatives, structures and processes. Stable environments, on the other hand, call for implementation of bureaucratic structures and processes. The more complex a business environment is the more decentralized and successful organizational structures tend to be. Moreover, the greater the degree of diversity in a firm, the greater the propensity to split the production process into discrete units organized around the need to gain competitive advantages and core values. Murthy (2007) has noted that the business environment under which textile industries work has become extremely more turbulent, driven by events that are more difficult to understand and hence more unpredictable. Thus business environments have become increasingly dynamic, diverse and complex. Currently, firms in the textile industry are in the transition to knowledge and information era. In the transition, most of the companies are being reorganized and re-defined. 1.2 Company Profile Tama Manufacturing Company is a clothes manufacturing company operating in the United States. The technology driven company is located in Lehigh Valley and strives to constantly improve its garment manufacturing processes while adhering to its core values of quality and customer service. As a full-service clothes manufacturer, the company skillfully and capably handles all of its customer’s clothing and manufacturing needs including apparel pattern designing, cutting, sample making, pressing and sewing. The company is privately owned and has been in operation for several decades (Tama Website). Tama manufacturing is a fully established apparel manufacturing company. The company utilizes garment analysis to deliver high quality products to a wide range of customers. The company has an employee base of fifty customers, who are highly skilled in handling a wide range of tasks. The company’s state of art, manufacturing system employs the Garber Garment Technology, Eton Unit Production System and the Leadtec Computer systems to coordinate the production process and control quality. The company has employed fifty skilled workers and has annual sales revenue of between 15 and 25 million dollars. 2.0 STRATEGIC ANALYSIS 2.1 Types of Strategic Management Systems Generally, there are two types of strategic management systems employed in industries to provide a basis for renewing competitive advantages. These are passive and active strategic management systems. Passive strategic management systems are characterised by their strong orientation to the present (Morden, 2007). They usually tend to be used in interacting with channel members such as suppliers and customers to schedule component deliveries and distribution, cut inventory costs, reduce cycle time and control the overall cost of production based on the current market behaviours. On the other hand, active strategic management systems are future oriented and are usually used to add value to the production process and the product as it passes through the supply chain process. Active strategic management systems are not only characterised by the benefits of reduced cycle time and costs, but they also incorporate valuable aspects which take into consideration future buyer/seller behaviors such as heavy investment in market research and development (Morden, 2007). Tama manufacturing Company has incorporated both passive and active strategic management systems as a basis for its strategic business process. This can be evidenced by the use of modern and efficient production technologies, use of knowledge management systems and good customer relationship strategies (Morden, 2007). The process has provided opportunities for the company to leverage consumer voice to all stages of product development and distribution. Subjective evidence illustrates that the company is widening the scope of its strategic management systems by building knowledge management systems that will provide feedback information throughout the value chain. 2.2 External Environment Analysis 2.2.1 PEST Analysis a) Political analysis Political factors have had a direct impact on the way the textile industry operates and in particular on the way Tama Manufacturing Company conducts its business in the United States. Any decision taken by the United States government has a direct impact on the company and this comes in the form of policy implementation or legislation. The US government is ran under democratic laws and in the capitalistic, free market economy, private firms and corporations make the vast majority of economic decisions as the government takes a regulatory role in the economy. With the clothes manufacturing industry being labor intensive, labor laws play a crucial role in the strategic management of the company (Kang, 2007). The management at Tama has to consider minimum wage requirements, benefits and health regulations. Trade regulations are perhaps the single most important factor influencing the position of Tama in the textile industry. The company has to consider minimum wage requirements for its employees and production volumes. b) Economic Analysis All firms are affected by various economic factors at the national and global levels. A strong economy gives an indication of positive results for firms and consumers. For the clothes manufacturing industry in the United States, the future looks somewhat bleak. There is stiff competition and the level of salary in the textile industry is expected to decline significantly. About 250, 000 job opportunities are likely to be lost in the apparel industry in the US in the next 3-5 years (Kang, 2007). This decline can be attributed to the use of advanced automation machinery, increase in imports and pressure from increased global competition. In the past few years, the United States economy entered a recession following the global financial crisis, which began in 2007. The recession resulted in sharp decreases in domestic consumption and as a result, Tama’s revenue dropped drastically. The company’s revenue has since then embarked on an upward trend, thanks to steady recovery of the country’s economy (Morden, 2007). c) Social Analysis The demographic patterns of the American society have a great influence on consumer behaviours and these are in turn related to the success of most companies (Kang, 2007). Some of the demographic factors which directly impact on Tama’s business operations include household income, age, sex, religion and several other personal attributes which determine buying trends. Over the last twenty years, the United States population has increased by 13% and this has had considerable pressures on the country’s industrial production capabilities (Morden, 2007). The textile industry has responded appropriately to increases in population by expanding production volumes and by increasing the scope of products. This has resulted in increased revenue for Tama and the ability to compete effectively in the market. d) Technological Analysis Technology is a major driving force in any industry. Textile industries throughout the world have embraced top of the notch technologies in the production ad distribution of their products. This has added substantial value in the supply chain. Tama uses state-of-the-art machines and equipment in the production and management of operation systems (Kang, 2007). This has given the company a cutting edge in the industry and has made it easier for the company to attract and retain customers and also to penetrate new markets. To cater for the increasing orders from its customers, it was imperative for Tama to use integrated operation systems, economies of scale as well as modern and superior manufacturing facilities, which have given the company the capability and efficiency for timely production and delivery of products. 2.2.2 Porter’s Five Forces Analysis Porter’s five forces model provides a framework for identifying external forces that impact on a business’s operations. The five forces are: bargaining power of buyers; threat of new market entrants; bargaining power of suppliers; competitive rivalry and availability of substitutes (Morden, 2007). The following section how each of these forces impacts on the business operations of tama Manufacturing Company. a) Bargaining power of buyers: Garment customers in the United States have very little bargaining power within the textile industry’s organized retail stores. Lots of brands with similar qualities are available and these have put pressures on Tama’s marketing capabilities and ability to attract new customers. b) Threat of new market entrants: manufacturing and retailing of garment products in the United States is open to hundreds of companies. Accordingly, competition is very stiff and medium-sized companies like Tama have to continuously redefine their marketing strategies. c) Bargaining power of suppliers: bulk purchases done by organized retailers and suppliers have little bargaining power for the company’s business initiatives. Suppliers of raw materials for the American textile industry put significant pressures because the products are extremely important to buyers and because there are very few suppliers of the products. The company is responding to this by undertaking backward integration and developing several different labels to increase the scope of market. d) Competitive Rivalry: competitive rivalry refers to the level of competition between different firms in an industry. The large number of textile manufacturers in the United States has substantially reduced Tama’s revenue because of the high competition. In addition, the American textile industry enjoys very little growth and as such, companies can only grow by stealing customers from their competitors. e) Availability of Substitutes: the main issue affecting Tama is the similarity of its products with those of the rival firms. 2.3 Internal Environment Analysis 2.3.1 Value Chain Position The concept of supply chain in the textile industry reflects the natural sequence of operations in the supply chain (Kang, 2007). The value chain in the clothes manufacturing industry begins with the acquisition of raw materials. This is the primary production stage and it supplies the second stage which is manufacturing. Manufacturing produces a standardized output of materials (fabrics or fibers) which are used for fabricating commodity products. Products from the second stage are used by the next line of manufacturers who engage product development technologies and proprietary features to add value to the commodity product. The next stage in the supply chain involves marketers of the commodity products followed by distributors and retailers who sell the products to the final consumers. According to Jagdev (2005) the stage that a firm occupies in an industry’s supply chain has significant implications for the success of its business strategies and hence the ability to compete effectively in the market. Generally, the focus of value chain at the Tama is to help in sourcing, selling and delivering of products. Ideally, any of these elements can make to the operations of any business. While the support functions are very important, value chain cannot make any difference if the right product is not delivered to the customers. It is for this reason that that Tama’s value chain consists of the highest level capabilities for its business. There are a number of ways that Tama has used to the value chain to leverage its linkages across the production process to increase performance, reduce costs and be more productive. Some of the leverage opportunities that the company has used include executing the same functions in different ways, improving the cost of indirect activities such as improved delivery time and reducing the need to demonstrate products at the field by performing these activities within the firm through co-designing with customers (Morden, 2007). In the recent past, the company has seen opportunities in aligning and optimizing value-chain relationships with strategic knowledge management systems. This has profoundly enhanced the process of acquiring, retaining, maintaining and retrieving knowledge within the firm and in improving organizational memory across the value chain. 2.3.2 Financial Analysis The working and operational parameters for the Tama Manufacturing Company have been very impressive over the years. The company’s profitability in the year 2010 was $25 million but was affected in comparison to the other years (Kang, 2007). This was because of the adverse market conditions prevailing mainly in the United States domestic retail market. In addition, sharp increases in the cost of production and operations for the company grossly depleted the profitability. The company is currently about to install 15 new machines for the production of viscose filament yarn. Further, two of the company’s electrolyzers are being replaced with energy-efficient electrolyzers. These improvements will involve capital expenditure of about 1 million dollars but will help increase the company’s profitability by about 8% per annum. Currently, the company’s office buildings are being renovated at a cost of $250,000. The company anticipates strong growth in profitability in the next two years. This will primarily be fuelled by sharp decreases in the cost of production and installation of modern and efficient production facilities. 2.4 SWOT Analysis (Internal and External Environment Analysis) a) Strengths The greatest strength for any textile company operating in the United States is the abundance of raw materials. This allows companies to reduce costs and lead times associated with the supply chain process. Currently, the United States is one of the world’s largest producers of natural and manmade fibers (Jagdev, 2005). Tama’s business enjoys low cost labor which provides competitive advantages for the textile industry. The other strength is the growing domestic market fueled by low capita consumption of textiles. b) Weakness The fragmentation of the textile industry in the United States reduces the ability of industry players to expand. Historical regulations have denied companies viable exit options. Tama manufacturing company is still at the infant stages and has not fully modernized of its production technologies. As such, the company tails behind established industry players. c) Opportunities The global textile industry is projected to grow drastically in the next few years. This presents opportunities for clothes manufacturers like Tama to position them strategically to face future competition. The company has already invested in some of the modern equipment and has instituted training programs for its employees. These initiatives will place the company at better chances of taking opportunities (Jagdev, 2005). d) Threats A major threat that Tama faces is increased competition because of entry of low priced import mostly from India and China. Social awareness and ecological issues such as use of polluting dyes and unhealthy working conditions are in the firing end of the textile industry. Moreover, quality standards like the SA 8000 are being implemented and have resulted in increased pressures in the textile industry. 3. STRATEGY FORMULATION 3.0 Introduction Implementation of key strategies has been a popular business initiative in many manufacturing organizations in the past few years. Accordingly, some manufacturing firms have been successful while others have failed to implement the right business strategies. Business strategies are employed on a number of stages from management of raw materials to the distribution of finished products. In this era of global competition, firms whether big or small need to apply new techniques in the production and marketing process in the form of strategic management, quality systems, quality assurance. The concept of strategic management provides the approach to realize the business objectives leading to the fulfillment of the organization’s overall corporate strategy (Jagdev, 2005). 3.1 Corporate Strategy Tama Manufacturing Company’s corporate strategy revolves around attaining competitive advantages and become a major player in the industry. The principle of strategic management would increase an organization’s commitment to corporate strategy and once it is applied correctly, it can enhance a firm’s competiveness in the industry. According to Jagdev (2005) implementation of sound business and management strategies has the capacity to support important business practices through enhanced productivity, cost reduction and improved product quality and output. A greater percentage of successful companies in the textile industry have adopted appropriate management strategies and have acknowledged their tangible contributions. Indeed, the important role played by strategy implementation as an effective pillar of corporate mission cannot be underestimated. In the textiles industry, the concept of production, manufacturing and distribution excellence is the core path to becoming the best player in the industry (Jagdev, 2005). It is for this reason that many firms, while developing their strategic frameworks, have considered strategies as an important element of successful competition. The major driving force for the implementation of strategies at Tama has been the need to align organizational performance with customer satisfaction through enhanced product quality. Accordingly, the company’s management has over the years focused on process and product innovation, enhanced investment in new production technologies and motivation of the management team. The company’s management has a highly qualified management team and is able to invest in training of staff (Kang, 2007). The management of Tama believes in customer satisfaction through continuous improvement culture. This belief has been translated into effective management practices such improved communication, taking care of customers and employees, being a leader in continuous improvement and having a clear mission and vision statement. The implementation of policy at the company has been made possible through various measures which have been taken to ensure customer satisfaction (Treacy, (2005). 3.2 Porter Generic Competitive Strategies Porter’s business strategies provide a flexible typology which identifies potential routes for competitive advantages in an industry. Two of such strategies are differentiation strategy and cost leadership strategy (Kang, 2007). The two strategies have been central to the strategic operations as far as Tama is concerned. Regarding differentiation, Tama engages both market-based differentiation and innovation-based differentiation. In the first strategy, which is of course the most common in the textile industry, the company closely monitors its competitors so that it can produce unique goods. The innovation based differentiation is less concerned with competition but more with developing entirely new business processes and markets (Kang, 2007). These strategies have been of great potentials to the Tama Manufacturing Co. as its business operations are based on brand differentiation and creating of a dynamic knowledge network. This has, in turn, enhanced both flexibility and profitability for the company and enabled anticipation of changing market trends and new product innovation techniques. 3.3 ANSOFF Analysis for Tama Manufacturing Market Penetration Strategies Increase current market share Drive out market competitors Increase value for customers Product Development strategies Continuous development of new and innovative products Investment in research and development Market Development Strategies Penetrate new geographical markets Develop new distribution channels Differentiated pricing policies Diversification Strategies Production of a wide range of products to counter market competition. Development of new competencies 3.4 Portfolio Analysis Tama’s products are highly diversified and range from women’s apparel to patriotic flags, military gears, beach and loungewear, full-line fleece active wear and related accessories. In line with its strategic management plan, the company has a commitment to delivering high quality and exceptional customer satisfaction in a market sector where competition means professional standards. The company’s strategic mission is to expand the scope of its business operations by being a market leader in customer satisfaction and product quality. To achieve this mission objective, the company employs the latest and cost effective technologies in the design, manufacturing and distribution of its products (Rigby, 2002). The company also employs a superior quality control processes to ensure that the production processes conforms to the minimum allowed quality standards. The company uses innovative strategic management programs to enhance commitment to customer satisfaction and hence improve competiveness in the industry. Implementation of sound business and management strategies has enabled the company to support important business practices through enhanced productivity, cost reduction and improved product quality and output. In fact, majority of successful companies in the textile industry have adopted appropriate management strategies and have acknowledged their tangible contributions. Quality programs at the company provide instant process control capacity as regards raw material inspection, in-process and final inspection, test and measuring equipment and gauge control. All these quality control practices are coordinated efficiently. In addition, the company has a compliant investigation department which investigates, identifies and solves issues related to quality and customer satisfaction. According to the information on the company’s website, the company’s equipment inventory consists of some of the most advanced in the modern sewing industry. The company has several modern sewing machines and a plenitude of non-sewing equipment. It uses a multi-module production system, which gives it the ability to handle small and large quantities (Cieslak & Bob, 2006). 3.5 Industry Life Cycle Analysis Tama manufacturing is in the growth phase of industry life cycle. In line with the general characteristics of the growth phase, the company is actively engaged in marketing efforts to help differentiate its products from those of the competitors in the industry. The company has committed substantial amount of funds into research and development programs to help identify the most efficient and cost-effective production processes. The company has ambitions to spread the scope of its geographic coverage so as to tap into new market areas. 4.0 STRATEGY IMPLEMENTATION Strategy implementation refers to the translation of a chosen strategy into executable action so as to achieve strategic goals and objectives. In modern business organizations, strategy implementation provides the means to develop utilize and integrate organizational structures culture and control structures to follow strategies that result in competitive advantages and improved business performance. Strategy implementation allocates firm values and roles and states how these roles can be aligned to maximize efficiency, customer satisfaction and product quality which are keys to the realization of competitive advantages (Jagdev, 2005). Strategy implementation is a multi-step process. The following are the main steps involved in implementing strategies at the Tama Manufacturing Company. i. Development of an organization’s potentials to carry out the strategy successfully. ii. Allocation of resources to activities related to the strategy. iii. Developing of strategy-encouraging and supporting policies. iv. Engaging appropriate policies for constant improvement. v. Aligning reward structures to result accomplishment. vi. Engaging strategic leadership. The above steps pose major challenges to the management at the Tama Manufacturing Company. Normally, it is the case that even excellently formulated strategies can fail if they are not properly implemented. It is also important to note that strategy implementation cannot be possible unless there is coherence between the strategy and each of the organization’s dimensions such as reward structure, leadership structure and resource allocation policies among others (Judith, 2003). 4.1 Structure Strategic management is an iterative process and therefore each component interacts with the other components. Strategic management processes are important in business in that they help businesses improve performance and hence gain competitive advantages (Morden, 2007). To cover all stages perfectly, an organization’s management must focus on satisfying the requirements of each stage. While some companies may find that the process is difficult, it is important for companies to appropriate structures for enhancing strategy implementation. The structure of the Tama’s management is specially designed to facilitate decision making as regards implementation of strategies that will enable the organization achieve better performance Strategic management is a continuous process, which appraises the industries and business in which an organization is involved and fixes goals to meet present and future competition needs. 4.2 Process There are four steps involved in the strategic management process at Tama manufacturing Company. These are: i. Environmental scanning: this is the process of collecting, analyzing and providing information necessary for strategic purposes. Environmental scanning helps in the analysis of external and internal that influence an organization’s business performance. After executing the environmental analysis process, it is monitored and evaluated on a continuous to identify opportunities for improvement. ii. Formulation of strategy: this is the process of deciding on appropriate course of action that needs to be taken in accomplishing the organization’s objectives. iii. Implementation of the strategy: this implies making the formulated strategy work as intended. This means that the strategy has to be pit into action. The process involves defining an organization’s structure, allocating necessary resources, developing the decision-making process and managing human resources. iv. Strategy evaluation: this is the last stage of the strategic implementation process. The main activities done at this stage include appraisal of internal and external factors, measuring performance and taking remedial measures. Strategy evaluation ensures that that the formulated strategy and its implementation meet the organization’s objectives. Although the above steps are carried out in a chronological order, a business can still revert to the previous step if the need arises to make essential changes. The following diagram shows the stages involved in the strategic implementation process and how they are interrelated. Figure1: Components of Strategic Management Process 4.3 Control One of the reasons why strategic planning can make a difference for an organization relates to its impact on market performance and the control structures put in place. According to Morden (2007) most important questions about business strategies tend to look at the best control interventions for effecting successful strategy implementation. Tama has embraced various control mechanisms in all stages of the strategic management process. This has helped the company achieve higher performance and has made it easier for managers to execute their roles effectively by coordinating activities. 4.4 Change Management While every business has a strategic mission and vision, change management helps articulate a company’s vision with the dynamic nature of the business world. This way, the organization achieves its strategic goals in an efficient and effective manner. According to Morden (2007) improved strategic management process can be critical in facilitating the development of the important management structures that are necessary for the firm to attain strategic position in the industry and hence grow. Tama has developed efficient change management programs through which it monitors, communicates and articulates the implementation of strategy using systems that have been interlinked with the organization’s long-term objectives. 4.5 Learning Staff training and development are essential to the ongoing success of Tama. The company offers learning opportunities for its staff to improve their skills, experience and abilities. The continuous process helps articulate the company’s human resources with core strategic objectives and mission, which in turn adds up to competitive advantages. Staff development is an essential aspect of modern human resource management and provides a framework for employees to develop their organizational and personal skills, abilities and knowledge. The primary focus of staff development at Tama is to nurture the most superior workforce, which can help the company accomplish its work goals in the most efficient manner. 4.6 Leadership Tama is a privately owned company and is largely run as a family business. Accordingly, the owners have a great say in the management of the company and its relationship with the outside world. At the top of the management team is the Chief Executive Office who oversees all issues. The Chief Executive Officer is deputized by a human resource manager, operations manager, sales and marketing manager and a finance manager, each of whom is responsible for particular issues of their functional areas. To a greater extent, an organization’s leadership plays a key role in strategy implementation. Primarily, the leadership roles in strategy implementation are related to crafting and execution of the strategy. Leaders must make decisions on how the firm should employ its resources to achieve optimal goals and results. This means that the leaders have to take strategic positions by accepting trade-offs between different positions. Kaplan & Norton, (2000) has said that the essence of strategy implementation is choosing what not to do. In executing strategic policies, tough choices have to be made and the organization’s leadership must be party to the issues. Jagdev (2005) has asserted that implementation of strategies is not a top-down process. In Tama, the process of crafting strategies involves getting to the mind of every stakeholder. This involves taking a diagnostic view of the organization to identify opportunities and threats which exist across every function and at every level. The company’s leadership ensures that the management, customers, employees and the management participates in the formulation and execution of strategies. This is because the stakeholders are likely to be impacted on by the strategies and are the ones most likely to challenge the assumptions that the organization makes. According to Tama’s management policies, it is the leadership’s duty to define the firm’s strategic position and make the necessary trade-offs. Conclusion Strategy implementation involves execution of decisions which enable organizations achieve strategic objectives and competitive advantages. In modern business organizations, strategy implementation provides the means to develop utilize and integrate organizational structures culture and control structures to follow strategies that result in competitive advantages and improved business performance. Strategy implementation allocates firm values and roles and states how these roles can be aligned to maximize efficiency, customer satisfaction and product quality which are keys to the realization of competitive advantages. References Cieslak, D and Bob G 2006, "Programs Provide Extensive Tools For Adaptability And Customization," CPA Technology Advisor 16 (December 2006). Jagdev, H 2005, Integrating human aspects in production management, Boston, Springer. Judith, W 2003, Customer relationship management: getting it right, New Jersey, Prentice-Hall. Kaplan R. S. and Norton, D. P. 2000, The balanced scorecard: measures that drive performance, Harvard, Harvard Business School Publishing. Kang ,K.N.S 2007, Strategic Business Management, New York, Deep & Deep Publications. Morden, T. 2007, Principles of strategic management, Boston, Ashgate Publishing. Moreton, K. M 2003, Strategic management and business analysis New York, Elsevier, Butterworth-Heineman. Murthy, P. R 2007, Production And Operations Management, London, New Age International. Rigby, K 2002, “Avoid the Four Perils of CRM,” Harvard Business Review, vol. 2, No. 1, pp.45- 67. Treacy,T 2005, The Discipline of Market Leaders, Cambridge, MA: Perseus. Tam manufacturing Website: http://www.tamamfg.com/services/index.html Read More