The intent of this proposal is to provide a recommendation on how the company can increase revenue, achieve ultimate production levels, determine how fixed and variable costs can be adjusted to maximize profits, suggest a mix of pricing and non-pricing strategies, and create barriers to entry into the market if possible. This proposal will also look into ways on how the company can increase product differentiation, and if there is other means to minimize the cost for the product.…
References: University of Phoenix. (n.d.). Riordan Manufacturing. Employee Site. Univerysity of Phoenix course materials. Retrieved from: https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Riordan/index.asp…
At Riordan Manufacturing, there are many internal drivers of innovation. Our customers are our main driver simply because if their needs are not met on a consistent level customer loyalty may lose. Maintaining rigorous quality controls, reasonable pricing, a responsive business attitude, and innovative solutions are the initiatives being set forth by Riordan Manufacturing. (Apollo Group, 2013) Our staff is another internal driver of innovation. Having employees who are equally trained and have the necessary support, breeds the opportunity to create the proper environment for Riordan manufacturing’s long term success. Financial stability drives innovation because we need to maintain a certain level of profit in order to support the growth of the company. As stated in our mission statement, “Our R&D is, and will remain the industry leader in identifying industry trends.” Our company exists solely to meet the ever-changing wants and needs of our customers. Most companies consider its…
This increase in rivalry within the industry has created an unstable market, and a threat by limiting the price an organization may charge. This enables organizations to drive out the competition by offering superior quality products at a lower price. As the retail book…
Which ten features of Lincoln Electric’s human resources and compensation policy do you find most noteworthy?…
Does love always lead to happiness? At first one may simply disregard that question because most would immediately think “yes, love always leads to happiness. What a silly question.” I love my dog, and she makes me happy. My parents love each other and they are happy. These statements may be true, but think about the question a little deeper. What happens when your dog passes away? Is that going to be a happy time? I would think not. It also would not be a happy time being stuck in a marriage filled with spiritual repression, Chopin reveals in her writing of “The story of an Hour”. In this short story Kate Chopin brings the reader to ask him or herself many thought provoking questions such as “Does love always lead to happiness?” through her use of the elements of fiction. Love does not always lead to happiness.…
[9] Alavi, M. and Leidner, DE. (2001) “Review: Knowledge Management and Knowledge Management Systems: Conceptua Foundations and Research Issues”, MIS Quarterly, Vol. 25, pp 107-136.…
This case study focuses on the problems in introducing innovation strategies into an older manufacturing organization.…
Lincoln Electric was able to grow and prosper in such a difficult industry, because of their groundbreaking incentive program. It was a system that awarded annual bonus to efficient employees based on the amount and quality of their piecework. In addition, there was a guaranteed employment policy and a system of limited company-paid benefits. Lincoln Electric believed that with these incentives, the employees were more likely to be self-motivated, and more content in their position. They believed in the value of the individual, and the potential they had to better the company- and they were correct. Lincoln Electric was able to force other companies out of the industry and continue with their successful operation. This is because their employees had a greater output per hour than their competitors. Lincoln Electric placed more attention on recruiting good workers, rather than cutting jobs and costs, and it worked seamlessly through the mid 1980s. At this point in time, they were holding 36% of the $1.5 billion U.S. market for welding equipment and supplies, and were financially sound to expand internationally.…
Lincoln Electric started its first major global expansion in 1986. It went from 5 manufacturing facilities to 22 manufacturing facilities in a short period of 6 years. The new acquisitions in Europe and Latin America suffered huge operating loses and company had to borrow money to pay bonuses to its employees in US facilities. The inexperience of L.E Executive staff with trade unions and labor laws and practices in other countries lead to a stumbling block in the effort to integrate new acquisitions into Lincoln’s distinctive management culture.…
2. General Electric uses a multifaceted approach to help make them one of the industries leaders in engine production. This approach includes resources both financially and managerially. Financially General Electric has invested $50 million in new engine technology, with an additional $1.2 billion to $1.4 billion being required to help them bring new engine designs to the forefront. General Electric has also received a $20 million grant from NASA in order for them to create the first tester UDF engine. General Electric’s Aircraft Engine Business Group (AEBG) manages the production of GE’s engine technology. AEBG has successfully put together a list of resources including Boeing, McDonnell Douglas, and others in an attempt to put their engine group at the front of the market. According to industry segmentation models, General Electric’s AEBG occupies around $4.7 billion in revenue sales. Using the segmentation model it is also clear that AEBG’s profitability is net yearly earnings of $381 thousand. In order to develop a good product, AEBG spends a lot of time making sure that the area of research and development is given close attention. AEBG invested 20% of its total revenue in company funded research and development, which is a high amount, even in the high technology sector of aircraft engines. To properly develop the new UDF engine, General Electric will have to spend $1.2 billion to $1.5 billion. This is after an initial investment of $50 million. General Electric will be able to use their AEBG division as a vital resource in making the UDF engine a real possibility. GE will also take advantage of their current relationships with major companies like NASA, Boeing, and McDonnell Douglas to help with the production and development of their new UDF engine. General Electric can afford this venture if it sells well enough early to overcome the initial investment. In order to successfully do this 400 aircraft would have to be sold within the first…
Lincoln Electric (LE) has been a producer of electrical and welding technology products since the late 1800's. The company remained primarily a family and employee held company until 1995, then approximately 40% of its equity went to the public. James Lincoln, one of the founders, developed unique management techniques that effectively motivated the employees. These management techniques were implemented as an unusual (for the era) structure of compensation and benefits called "incentive management". The incentive management system consisted of four key areas: factory jobs based solely on piecework output; a year-end bonus that could equal or exceeded an individual's regular pay; guaranteed employment; and limited benefits. Management successors to James Lincoln continued with this successful philosophy even during hard times. This incentive system provided Lincoln Electric with a significant competitive advantage over its domestic competitors. This incentive system plus the bonus allowed Lincoln employees to earn more than their counterparts at other firms, which contributes to employee motivation. One additional aspect of Lincoln's incentive system was that of limited benefits. James Lincoln developed a system of minimal company paid benefits, where he rationalized that; fewer benefits would equate more funds available for employee bonus and compensation. The successful incentive program and participative management style provided an environment where a Lincoln plant could produce many times (up to three times-with half the personnel) that of a similar manufacturing plant. The employee involvement program and the incentive program at Lincoln were significant contributors to their capability to maintain a solid reputation as a high quality producer, which has driven brand loyalty.…
Lincoln Electric is a leading manufacturer of welding products, welding equipment, and electric motors, with more than US$1 billion in sales and 6,000 workers worldwide. Although now publicly traded, members of the Lincoln family still own more than 60 percent of the stock. Lincoln Electric’s tradition of innovative solutions, technological leadership and commitment to customers, employees, and shareholders stems from the vision of its founder, John C. Lincoln and his brother, James F. Lincoln. Lincoln Electric has a very successful management system that other businesses benchmark their own systems by it. For years, other companies have tried to figure out how management coaxes maximum productivity and quality from its workers, even during difficult financial times.…
In industries in which the five forces are favorable, such as soft drinks, mainframe, computer, Internet, database publishing, pharmaceuticals, and cosmetics, many competitors earn attractive returns on invested capital. The five competitive forces determine industry profitability because they shape the prices firms can change, the costs they have to bear, and the investment required to compete in the industry. The threat of new entrants limits the overall profit potential in the industry, because new entrants bring new capacity and seek market share, pushing down margins. Powerful buyers or suppliers bargain away the profits for themselves. Fierce competitive rivalry erodes profit s by requiring higher costs of competing advertising, sales expense…
BAINES, T. and LIGHTFOOT, H.W., 2014. Servitzation of the manufacturing firm. Exploring the operations practices and technologies that deliver advanced services. International Journal of Operations & Production Management, 34(1), pp. 2-35…