DISCRIPTION: Corning is leading glass and ceramic manufacturer. Different types of glass they produce are used in high-technologies such as Display Technologies, Environmental Technologies, Life Sciences, Telecommunications and Specialty Materials. COMPETITORS: Corning competes across all of its product lines with a lot of large and different manufacturers, either domestic or foreign. In Display Technologies Segment the main competitors of Corning are Asahi Glass, Nippon Electric Glass and Avan Strate, Inc.
In Telecommunications Segment: Corning competes in producing of optical fiber and cable products with Furukawa Electric/OFS, Fujikura Ltd. , Sumitomo Electric, Prysmian Cables & Systems and Draka Comteq. But for hardware and equipment products, their significant competitors are 3M Company (3M), Tyco Electronics, Furukawa OFS, CommScope, and ADC Communications. In Environmental Technologies Segment: Corning competes with NGK, Denso, Ibiden and Emitec.
In producing Specialty Materials Segment Corning’s competitors are Schott, Shin-Etsu Quartz Products, Asahi Fine Glass, Carl Zeiss, Nikon, Transitions Optical, Oerlikon, Hoya and Heraeus which make optical material products, general specialty glass/glass ceramic products and ophthalmic products. COMPETITIVE ADVANTAGE: Innovation is the fundamental part of Corning’s growth, competitive advantage and success. Since 1851, Corning produced and still producing products useful at plenty of industries.
The Research paper on Corning Glass Work Case Study
1. Enumerate the conditions why Corning had to undergo the series of structural changes. Following the international growth and expansion of Corning, the following problems were being faced in the organization’s structure and management processes: i) With the international expansion of CGW, the company was becoming too big and complex to be managed by its current structure. Hence a need was felt ...
Corning are changing the lives of humanity by their commitment to research and development, materials and process expertise. ALLOCATION OF RESOURCES – VALUE CHAIN: in order to make Corning’s leadership last longer in specialty glass and drive earnings growth, in October 2013 Corning announced it is making several strategic and financial contracts with Samsung Display. That is going to make stronger product and technology partnerships between the two companies. Corning and Samsung Display accomplished this contract on January 15, 2014.
The following is a summary of the series of transactions, and the impacts to the Display Technologies segment: Corning gained Samsung Corning Precision Materials’ full ownership. This organization and its assets are combined with Corning’s Display Technologies segment. Corning and Samsung Display achieved their long-term arrangement of LCD display glass supply through 2023. The companies’ strengthened their technology collaborations either on strategic product development or commercialization initiatives.
GENERIC STRATEGY: Differentiation has been Corning’s main generic strategy. As they are world leader in the field of making glass and ceramics, Corning’s purpose is to develop and produce important components of high quality that enable high-technology systems for consumer electronics, mobile emissions control, telecommunications and life sciences. DRIVERS: Corning’s longstanding Values established them apart from other companies are the stable moral and ethical compass of the company and all-important in guiding their actions.
They enable Corning’s managers to deliver superior, long-range economic benefits to their customers, employees and the communities in which they operate. SUCCESS IN MONETISING VALUE (See Appendix 1) http://www. corning. com/index. aspx http://en. wikipedia. org/wiki/Corning_Inc. #cite_note-Corning-Feb-2013-10-K-1 http://www. wikinvest. com/stock/Corning%20%28GLW%29/Competition http://www. corning. com/about_us/faq. aspx http://pdf. secdatabase. com/1194/0001308179-13-000024. pdf http://edgar. secdatabase. com/2535/130817914000032/filing-main.
The Essay on Information Technology Strategy And Planning
Assignment title: Main Report and Activities Assignment deadline: 12/5/2000 Discuss how various businesses incorporate different I.T strategies available and how these can benefit an organisation. Activity 1: Critical Success Factors. Customer Relationship Management Critical Success Factors (CSF) are certain operations or jobs that must be carried out by a business to ensure they maintain a ...
htm CURRENT STRATEGIES Strategy 1 As the industry of optical fiber, used in telecommunications, shrank in 2001-2002, Corning’s LCD business began to rise. As electronic devices became portable, a new opportunity appeared for Corning: to us Gorilla Glass: a thin, flexible and very strong product invented in 1962 but, surprisingly, shelved for four decades. Strategy 2 Corning Inc. is a leader in clean-air technologies. Their ceramic substates and diesel particulate filters are used for gasoline and diesel vehicles.
Those substrates and filters are reliable and they deliver longer performance under different conditions. These products made Corning a key provider to the campaign for cleaner air. Strategy 3 Corning provides their customers with innovative telecommunication technologies and brings high-quality broadband capabilities right to their entrance. So, they are able to keep current world’s requirements. RECOMMENDING FUTURE STRATEGY Strategy 1 Corning is leading in any industry of products they are producing and that fact they support innovation is making them even stronger.
We would recommend them to make greater efforts to expand development and production of optical fiber, as telecommunication technologies are developing rapidly and in length of time we will need faster connection to internet to broadcast more information. Because cloud technologies which appeared recently are developing and people are not going to store information in local storages, but in clouds. APPENDIX 1 (In millions, except per share amounts and number Years ended December 31, of employees) 2013 2012 2011 2010 2009 Results of operations
