By Young Won Park
Since the beginning of the hot monetary concern, as such a lot international organisations fight to stay aggressive, progressively more Korean and jap corporations have skilled an grand expense of progress and growth. even if educational researchers and enterprise leaders within the usa, China, Brazil, India, and Europe search out the secrets and techniques to those companies’ good fortune, little is understood approximately their enterprise practices.
Supplying an insider’s perspective, development community functions in Turbulent aggressive Environments: Practices of worldwide businesses from Korea and Japan unveils the strategic and operational practices that experience allowed those enterprises to trap and surpass their opponents in North the USA and Europe. in response to fieldwork experiences and broad interviews with senior executives, it explains how those businesses have built and better their center advantage via potent integration of product structure, provide chain administration, and IT strategy.
The ebook presents sensible perception into altering company styles whereas heading off large mathematical algorithms and drawn-out theoretical descriptions. It makes use of state-of-the-art case stories to demonstrate the cutting edge production innovations of those swiftly rising businesses. obtainable to someone with a easy realizing of commercial, it unearths the organizational procedures of procedure formula and implementation which are required for success.
Providing a transparent realizing of either the occupation implications of the altering company panorama and the way to convey services that meet and exceed the wishes of your consumers, this ebook may also help you boost the socio-technical talents had to reach an more and more aggressive and turbulent company environment.
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Extra info for Building Network Capabilities in Turbulent Competitive Environments: Practices of Global Firms from Korea and Japan
Sample text
2002; Park and Hong, 2012). As the market change is rapid, the crucial element of market success is speed. Thus, the global business environment is rapidly changing from a closed integral to an open modular environment. , network capability) (Park and Hong, 2012). Product architecture is the foundational element of product design. 2 shows product architecture and system structure for product development. In general, a modular type is for a combination of separate independent parts while an integral type is for integration of complex interdependent elements (Henderson and Clark, 1990; Ulrich, 1995; Fine, 1998; Baldwin and Clark, 2000; Fujimoto, 2001).
2011). In particular, supply chain integration (SCI) is one of the most important competitive strategies used by modern enterprises. , 2009; Chen, 2011). , 2012). Ro et al. (2007) show that in response to product 30 • Building Network Capabilities modularity, leading car producers reduced their supplier base. , 2011). Yet OEMs should develop trust-based buyer– supplier relationships with their module suppliers to attain high quality and reliable delivery. Examining the link between product architecture and supply chain configuration, Ulku and Schmidt (2011) also suggest that the choice of product architecture depends on firm, market, and product characteristics in addition to supply chain structure and that the optimal mapping from architecture to supply chain structure is not always one to one.
Apple implements very strict product life cycle (PLC) management to avoid any unnecessary level of finished goods inventory of each life cycle. Thus, a rumor among customers was circulating saying that once all the inventory is gone, then Apple releases new products. Apple also uses Apple stores—direct sales and distribution stores. Apple sells its products to the final customers and offers aftersale services and completes customer-focused supply chain management. Although Apple restricts the sales of its products to direct sales offices or distribution networks, its customers appreciate Apple’s unique marketing strategy.
