Case Study ：inside Dyson： a distinctive company.doc

Case study two: Inside Dyson: a distinctive company?Question 1:Support activities: DysonFirm infrastructure:Products distribute worldwide. Same functions products developed in new way. Specialist laboratories and testing facility .Clear corporate-level strategyHuman resource management: Recruiting varied talent staff. Inspire personnel innovation fund a design award Technology development:Increasing investment in R&D, Focus on promoting engineering and design, Half of all profit supports the creationProcurement:Not only take manufacturing places in Malaysia but also in China. It can close to supplier. Primary activities: DysonInbound logistics: Manufacturing location is in the east country both testing facility and suppliers.Operations: Do not subcontract the combination of design engineering and manufacturing. products should through the reliability testing by pulled, pushed, dropped, frozen, baked and shaken to ensure its durable for consummate their products.Outbound logistics: Products distributed to online and through retail outlets in 45 countries worldwide.Marketing and sales:Using the James Dysons personal image and brand central to the firms promotion. The novel colors help products stand out from the crowed. Offer free hand dyers in Sofitel hotel of China.Services: No extra costs: lifetime HEPA and washable filters, and no bags to buy.5 year warranty: parts and labor guaranteed for 5 years on uprights and canisters.THE VRIO FRAMEWORK: DysonValuable?Rear?Costly to Imitate?Exploited by Organisation?Competitive implicationsEconomic implicationsDysons patent productsYESYESYESYESSustained Competitive AdvantageABOVE AVERAGEDyson engineering design teamYESYESYESYESSustainedCompetitiveAdvantageABOVEAVERAGEDysons organizational cultureYESYESYESYESSustained Competitive AdvantageABOVE AVERAGEDysons efficiency of product YESYESNOYESTemporaryCompetitive AdvantageAVERAGEJames DysonYES YES YESYESSustained Competitive AdvantageABOVE AVERAGESustained competitive advantagel The most distinctive capability of Dyson is engineering design. Its product has featured shaped and unique innovation. They can innovated the everyday products to make things work better even the function was same but they can present in other special new perform. The patents protect Dysons product from the followers. The distinctive Dyson from other company is the organizational culture which is the core competences was sustainable attributed. James Dyson recruit employees are varied, promoting they bring forth new ideas; the atmosphere cultivated personnel do things are courageous and unconditioned. That is why Dysons innovation products are novelty and outperforming.Temporary competitive advantage:l Customers attractive by modern design of Dyson which make their product different with other competitor products. But other company also chose to bright color to try to imitate. Shape and design just can attractive customers, the real invite customers to buy is whether the products is high efficiency. Compared with other competitors, Dyson should improve the product efficiency. Such as energy saving.Question 2Indeed, the easy to imitate or obtain by competitors is the shape of products. The competitor Hoover also designs their products with fresh colors as Dyson. Hoover shares the large global market with the largest company size but has not evident distinctive capabilities. It can imitate Dyson easy to achieve the competitive advantage to occupy the market. Dyson should advertise more to impression their feature on customers. As for technique in saving energy, there are stronger competitor, Electrolux and Miele all emphasis on how to saving energy more successful. They advance technique can imitated. Dyson should boost the level of performance that is better than competitor, making the competences be hard for competitors to imitate.Question 3Then patented products with the invention advance of technology will lose their distinctive becoming the threshold capability. Competitor will think up other superior performance products to achieve the competitive advantage for catching up the patented products of Dyson. Consequently, there are techniques will be eliminated; the threshold levels of capability will change by the process of the invention. In any case, Dyson should persist in invent new products for improve their performance of products. Customers always required the better products. In terms of the new design, normal hot only period then it will be out of fashion. Dyson should make great efforts transfer their new design style to be classics.Question 4As the chief inventor and founder of Dyson Company, Sir James Dyson established Dyson Company and invented the vacuum cleaner. He is the leading inventor in the company which primary products were invented by him or his research team. The James Dysons sprit of “adopting unconventional routes and taking risk” instill high inspire the staff. He encourages employees to do something new and motivated engineer innovated product unconventional. This perception and attitudes is forming the organizational culture which is deeply embedded in the firm. Despite the fact that he stood down as chairman, his personal image is still use as the advert for the promotion of the company. The company will continue to purse the technological progressions. James Dyson highly visible decided to shift manufacturing to Asia. Focus on China as a major market which can extend the market. The decision make Dyson change the marketing in China for entering the marketplace. He wants to provide more complex products with highest quality. The development and design as the key to the future of the company.If James Dyson is leaving completely or selling the company, Company culture will maybe changed because the strategic drift. The value of James Dyson contributions is not questioned, but what is of concern is when he left, the support to creative certainly influence. This does not necessarily mean company will not emphasize the design and engineering. To some extent the seeking of the new innovation will not in the radical way like James Dysons encouraged. Perhaps the position of design and engineering will fine-tuned for pursuing the maximum profit or changing the strategy, the investment in R&D maybe will is not increasing as before. The combination of manufacturing and the design maybe will subcontract like other company in the ev