INTRODUCTION: Theory and Principles In 2002 companies will continue to grow and become market leaders only if there ability to examine the companies core competencies by identifying, cultivating, and exploiting these competencies continues now and beyond into the future. Failure to do so could be catastrophic for even the most powerful of companies, not in the short run but over time competitors will get ahead and the technology gap is so significant in core competencies that these corporations will never be able to catch up. That is why as we progress into the 21st century core competencies of a company is what is going to keep the company competitive and ahead of the rest, and on the brink of technological breakthroughs in their specified area. In this new-economy world, where companies compete on the basis of core competencies and relationships, human resources (meaning a skilled and knowledgeable workforce) will emerge as a key source of competitive advantage. Core competencies, by definition, are knowledge sets and technical skill sets, (Vicere, 2001) which is the collective learning of the company as a whole (Prahalad & Hamel, 1990).
Thus, core competencies of a company will only get stronger as application or the sharing of ideas and or poaching of personnel enhances them.
Just as easily core competencies can also diminish if they are not being applied or shared within a company relating to Strategic Business Units (SBU) (Kotler, Armstrong, Brown & Adam, 1998).
The Term Paper on Australian Company Report
Group Oral Presentation: the drivers and conditions for the survival and success of an Australian business enterpriseQantas Airways Limited ABN 16 009 661 901 October 2005Fact FileQANTAS AT A GLANCEHISTORY Qantas is the world's second oldest airline. It was founded in the Queensland outback in 1920 andis Australia's largest domestic and international airline. Qantas is also recognised as one of ...
Strategic alliances between companies is emerging, and this encompasses the merging of two companies core competencies and producing core competence, core products and end products which no other company can rival, thus producing technological breakthroughs which previously seemed impossible. The goal of core competencies is to build world leadership in design and development of a particular class of product functionality (Bradmore, Joy, Kimberley, & Walker, 1997).
Having advantages and control over core products is critical for several reasons. A dominant position in core competencies and core products enables a company to shape the evolution of applications and end markets (Jain, 2000).
Strategic core products born from the evolution of core competencies leads companies to economies of scale and scope. It should be noted that cultivating core competencies does not necessarily mean spending millions and millions on research and development, rather core competency is: co-ordination of production skills, integrating technologies, organisation of work, delivery of value, communication, involvement and commitment to working across organisational boundaries (Jain, 2000).
In order for a company to be seen with a futuristic outlook and on the brink of technological breakthroughs a company would have to be the leader at each level meaning 1. Core competency, 2. Critical components and 3.
End products, (Prahalad & Hamel, 1990) only then can it distinguish itself from it competitors as a market leader. CASE STUDY: DAIMLERCHRYSLER Daimler Chrysler is one of the world’s leading automotive, transportation and services companies. Its passenger car brands include Maybach, Mercedes-Benz, Chrysler, Jeep, Dodge and smart. Commercial vehicles are produced under the Mercedes-Benz, Freightliner, Sterling, Western Star, Setra, Thomas Built Buses, Orion and American LaFrance brands. With 372,500 employees, Daimler Chrysler achieved revenues of EUR 152.9 billion ($136.1 billion U.S) in 2001 (www.daimlerchrysler.com).
Daimler Chrysler today has a global workforce, a global shareholder base, a global brand awareness and a global outlook. Daimler Chrysler’s strategy rests on four pillars: Global Presence, Strong Brands, Broad Product Range, and Technology Leadership (www.daimlerchrysler.com).
The Term Paper on General Nutrition Company Products Gnc
Company Background General Nutrition Companies Inc. , was founded 65 years ago in Pittsburgh, Pennsylvania on the premise that Americans wanted to maintain control over their health. David Shakir ian founded the company. In 1935 he launched a dream of his by establishing a little health food store in Pittsburgh, Pennsylvania. He called it Lackzoom. The products that were offered at his store ...
Daimler Chrysler has changed a great deal from wide-ranging diversification to fully concentrating on the development, manufacture and sale of the world’s leading automobiles.
The aim has been clearly stated: Daimler Chrysler wants to become the number one automobile manufacturer in the world through continuous and economically sensible growth (www.daimlerchrysler.com).
The biggest challenge in the coming years will be to work with the considerable potential for growth and profit of new technologies and growing markets. The success of Daimler Chrysler is based on strong brands, efficient processes and innovative technologies (www.daimlerchrysler.com).
However, it is above all the long years of experience and passion for building the best passenger cars and commercial vehicles for its customers that give Daimler Chrysler the competitive edge on the international markets. Daimler Chrysler has consistently increased its focus on passenger cars and commercial vehicles. To this end the corporation has sold off numerous business units outside the core area of the worldwide automotive business.
DaimlerChrysler stands for one of the most innovative automotive manufacturers in the world. No other industry leader and technological pacemaker has played a greater role in shaping the development of the car, and none is shaping its future with such assurance. Of course, the success of a company has a lot to do with the people who work for it and manage it (Lehmann & Winer, 1996).
Innovation has been at the heart of the Daimler Chrysler brand from the earliest times. Its engineers have made history with a string of technical innovations, which steadily advanced frontiers, making vehicles safer, more comfortable and more environmentally compatible. Be it the crumple zone, airbags, ABS, ESP, the sandwich frame or the ABC active suspension system Daimler Chrysler has throughout the ages been an industry leader with a strong commitment to technological progress (www.daimlerchrysler.com).
This is the approach the brand continues to bring to every new model it builds.
The Essay on How Should Ford Motor Company Market Differently to Generation Y, Generation X, and Baby Boomers?
How should Ford Motor company market differently to Generation Y, Generation X, and baby boomers? Each generation has its own characteristics, attitudes and lifestyle. Understanding their needs, wants and buying behaviors is essential to be able to connect with them. Efficient communication to convey the message will help gain their trust. Once gained, with their attention captivated, it will be ...
And this is the way it will stay, says Jrgen E. Schrempp Chairman of the board of Management (www.daimlerchrysler.com).
With low-emission power sources like the fuel cell, state-of-the-art safety systems like the electro-hydraulic Sensotronic Brake Control or predictive crash analysis, Daimler Chrysler shall continue to offer its customers top-flight technology and to set new trends (www.mercedesbenz.com).
In short: Daimler Chrysler remains synonymous with the future of the automobile. The common ambition of Daimler Chrysler people in every era has been to develop vehicles that are objects of value and deliver their own unmistakable blend of handsome looks, outstanding safety, powerful engines and impeccable comfort. Safety, quality, innovation and design form the basis for success (www.daimlerchrysler.com).
Highly motivated and committed employees work consistently on improving this basis. Daimler Chrysler have devoted around 7.4 billion Euro to research and development, with more than 75 per cent of this investment going into securing the future of the vehicle business (www.daimlerchrysler.com).
DOES THIS COMPETENCE PROVIDE POTENTIAL ACCESS TO A WIDE VARIETY OF MARKETS? Daimler Chrysler continued its strategy of focusing on its core strengths. For its customers all over the world Daimler Chrysler concentrates and will continue to improve on what the company does best, building innovative automobiles in all segments of the market. By means of strategic partnerships and investments in related companies Daimler Chrysler is doing justice to this demand better than ever before. Daimler Chrysler is number one for premium vehicles, the market leader for off-road vehicles and minivans and the biggest manufacturer of commercial vehicles in the world. The aim is not only to maintain these positions, but also to strengthen and achieve them in other market segments too – not least by focusing the entire group on the automotive business (www.daimlerchrysler.com).
Through the alliance with Mitsubishi Motors Corporation and the investment in the Hyundai Motor Company, DaimlerChrysler has secured very good access to the rapidly growing Asian markets (www.daimlerchrysler.com) thus ensuring a promising competitive position in the long term. Daimler Chrysler is represented in more than 200 countries around the globe and has production facilities in 37 countries (www.daimlerchrysler.com).
The Term Paper on Suzuki Motor Company Market Strategy Analysis
Analysis of marketing strategy of Suzuki Motor Company, Ltd. (Suzuki)Company Background: Michio Suzuki founded Suzuki Loom Works, a privately owned loom manufacturing company, in 1909 in Hamamatsu, Japan. In 1952, the company began manufacturing and marketing a 2-cycle, 36 cubic centimeter (cc) motorcycle, which became so popular that in 1954 the company introduced a second motorcycle and changed ...
Against a background of International competition and the worldwide integration of the research and development departments along with its production and sales capacity opens up extraordinary potential for synergy and efficiencies. With Mercedes-Benz, smart, Chrysler, Jeep, Dodge, Freightliner, Sterling, Western Star, Setra and Orion, the automotive group has unique brands with which it can cover all the important market segments throughout the world. From the smallest urban car to the biggest truck (www.daimlerchrysler.com) – at Daimler Chrysler, customers all over the world can find the right vehicle to meet their individual needs. And the product offensive continues: over the next five years the company will be updating more than 80 per cent of its current models and launching around 60 new models (www.daimlerchrysler.com).
Furthermore not only have these technologies been incorporated in Daimler Chrysler vehicles but also, these days whether it s the airbag, ABS or Active Body Control, no other company has shaped the progress of automotive construction more than Daimler Chrysler has.
ABS and the Airbag have been installed in virtually every new car built thus utilising Daimler Chrysler technology which has truly outsource and reached maximum utilisation in every part of the world as well as exposure. It should be noted that every single car company and manufacturer in the world incorporates this technology into its cars thus Daimler Chrysler maximising its potential to access every single possible market in the automotive industry. But it doesnt end there, says Jrgen Schrempp Chairman of the board of Management (www.daimlerchrysler.com).
Around 28,000 employees are working worldwide on the research and development of technical innovations. In the past year alone, Daimler Chrysler invested 10.4 billion in fixed assets and 7.4 billion in research and development. The company registers around 2,000 patents every year, ensuring that it maintains a long-term leading position in the face of global competition, which is becoming increasingly tough (www.daimlerchrysler.com).
The Business plan on Ford Motor Company 2
Ford motor company manufactures or distributes automobiles across six continents. The company’s automotive brands include Ford and Lincoln. The company provides financial services through Ford Motor Credit Company. Under the leadership of CEO Alan Mulally, Ford Motor Company transformed their manufacturing operations to enable a complete turnaround of fortunes between 2008 and 2010. In 2010 ...
Not only within Daimler Chrysler but other companies are inquiring and using these technologies as well thus again using its core competencies to access every possible vehicle construction company in the world and displaying its market superiority.
Safety, which has always been an important selling point for Daimler Chrysler vehicles, is yet another important area of innovation. Thinking vehicles are helping the vision of accident-free driving to become reality. A system that automatically monitors lane driving for commercial vehicles (www.daimlerchrysler.com).
The introduction for the PROTECTOR automatic emergency brake to series production is planned for 2004. The brake is activated in an emergency, e.g. if a truck gets too close to the vehicle in front.
Precrash sensors, which automatically scan the area around the vehicle help ….
