Strategic Management
Oxford can change its product line without alienating existing customers by focusing product line turnover on its poorest-performing products. The company has a staple core of products that sell well and that have the highest loyalty, and those products should remain in the line. But there are, within any product line, going to be products that have either reached the end of their life cycle, did not perform well for whatever reason, or that do not have a high degree of brand loyalty. In general, such products can be moved, and new products added, without bringing about any diminishment in brand loyalty.
New customers are attracted by new products, especially when the new products target different markets or segments, or if the new products bring different sets of attributes. This is important when thinking about new product development -- the new products cannot simply rehash what the old products bring to the table. Instead, they must be improvements over the products that are being cut from the lineup. There are many ways, from using new materials to offering new designs and new product features.
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The supplier will need to be able to meet a number of different standards, for things like delivery terms, product quality, and cost. The supplier should be able to work with Oxford to help Oxford meet its specs going forward, thereby assisting in the innovation process that will...
In order to satisfy the customer's needs, it is important to produce a product with value, but it is not important to include features that do not add value to said product. This constitutes waste, and costs time and money. Because many manufacturers are not aware of the exact nature of their productions, finding waste in their operations may require them to delve deep into the manufacturing process. Some
There is no room for miscommunication. This leads to reductions in time to market, for the organization. In addition, by spelling out the quality demands within a contract, the contract further facilitates the high-degree of collaboration between the organization and the supplier, as needed in JIT (Kristensen, Dahlgaard, Kanji, & Juhl, 1999), by ensuring that both parties understand what is required of the supplier, from the very beginning. With such detailed
Dell business model and strategy is one of the best strategies that can be employed by various organizations for them achieve their set goals and business objectives (Hall, 2000). In this paper we describe how the auto industry might work differently if it were designed in accordance with the Dell Model. The Dell model The Dell Model (Hall,2000,p.6). The strategy comprises of three main components namely the best direct customer experience, virtual
Exclusive and symbiotic relationships with suppliers are valuable, especially suppliers located close to the factory. A JIT company strives for preventive maintenance so no time is wasted, and errors are reduced or eliminated because all aspects of the production process are kept in 'tip-top' shape. Above all JIT requires a flexible workforce with workers trained "to operate several machines, to perform maintenance tasks, and to perform quality inspections" ("JIT Lecture
" When JIT was newly introduced all the deliveries were done by bicycles which were handled by humans, although with the rise in scale came the adoption of van and lorries for the deliveries. And this in turn has other problems which were highlighted by Cusumano (1994). Firstly the time which is wasted while the vans are stuck in traffic jams, this can result in late deliveries, the inventory which
Corporate Strategies of Japanese Automaker in Europe: Case of Honda Success in the auto industry depends in part upon the ability of automakers to build a superior product that functions efficiently and economically. Traditionally Japanese automakers have been associated with this success and efficiency in the world of auto manufacturing. Honda, one well-known competitor, is particularly well-known for its drive to set itself apart from other automakers in corporate strategy
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