Dyson Company Case Study
Analysis of Dyson
Over the years Dyson has developed many different strategic capabilities. They have moved their manufacturing buildings to countries with cheaper labor. They have 20 labratories specialized in working with their prototypes. They have been able to build these labratories because they take half of all their profits and channel it back into ideas for creation. They keep the company private because they do not need to raise funds for capital. These labratories and funds channeled back into creation help Dyson create their unique human environment. They allow their researchers and engineers to create many prototypes and encourage them to think differently and take ‚‘‘the road less traveled‘‘.
To a small extent competitors can imitate design by avoiding legal patents. Example with Miele creating a unique swivel head technology, which is a clear immitation of Dysons ball technology. To a higher extent larger companies would be able to imitate they physical capabilities of Dyson, such as Hoover who has several factories and testing facilities around asia.
Dyson‘s threshold capabilities include: being a global brand, secrecy, innovation, lower manufacturing costs. These are all the capabilities that firms must have in order to be a top competitor. Dyson‘s distinctive capabilities include: the way their engineers are allowed to work, their mantra, and labor force. Dyson had to follow other companies by moving manufacturing processes to Asia to reduce the cost, changing its distincitve capability to a threshold. In the future their unique labor force and mantra could be imitated and changed to a market wide threshold.
If Sir James Dyson leave the company‘s brand image and integrity would be minorly affected because Dyson has created a strong corporate structure to uphold his ideas and beliefs. If the company were to change its name or be sold it would cause a much more detrimental affect to the company. A new owner would not be able to portray the
Over the years Dyson has developed many different strategic capabilities. They have moved their manufacturing buildings to countries with cheaper labor. They have 20 labratories specialized in working with their prototypes. They have been able to build these labratories because they take half of all their profits and channel it back into ideas for creation. They keep the company private because they do not need to raise funds for capital. These labratories and funds channeled back into creation help Dyson create their unique human environment. They allow their researchers and engineers to create many prototypes and encourage them to think differently and take ‚‘‘the road less traveled‘‘.
To a small extent competitors can imitate design by avoiding legal patents. Example with Miele creating a unique swivel head technology, which is a clear immitation of Dysons ball technology. To a higher extent larger companies would be able to imitate they physical capabilities of Dyson, such as Hoover who has several factories and testing facilities around asia.
Dyson‘s threshold capabilities include: being a global brand, secrecy, innovation, lower manufacturing costs. These are all the capabilities that firms must have in order to be a top competitor. Dyson‘s distinctive capabilities include: the way their engineers are allowed to work, their mantra, and labor force. Dyson had to follow other companies by moving manufacturing processes to Asia to reduce the cost, changing its distincitve capability to a threshold. In the future their unique labor force and mantra could be imitated and changed to a market wide threshold.
If Sir James Dyson leave the company‘s brand image and integrity would be minorly affected because Dyson has created a strong corporate structure to uphold his ideas and beliefs. If the company were to change its name or be sold it would cause a much more detrimental affect to the company. A new owner would not be able to portray the