TECHNOLOGY STRATEGY Sharp’s business philosophy is to use its innovative technology “to contribute to the culture, benefits and welfare of people throughout the world” (Noda 25). Sharp is constantly trying to position itself as a leader in innovation as further supported by its business creed, which states to “constantly be aware of the need to innovate and improve” (Noda 25). However, this focus on innovation and creativity has not always been consistent with how the company has been operated. The history of the company is replete with periods of both innovation and imitation. The company was founded on innovation when Hayakawa set up a small shop to manufacture snap belt buckles of his own design. Three years later, he invented the first mechanical pencil, and business grew rapidly until the Great Kanto Earthquake of 1923 wiped out the small factory. When Hayakawa reestablished the business, it was to assemble crystal radio sets that he had reverse engineered from one imported from the U.S. Thus began a long period of imitation, manufacturing products that were invented elsewhere. Sharp operated in industries in which products were easy to imitate and followed a dominant design. In addition to making refrigerators, washing machines, and air conditioners, Sharp also manufactured televisions licensed from RCA and microwaves licensed from Litton. Though Hayakawa promoted innovation, “the company remained primarily an assembler” of consumer goods (Noda 2). Sharp’s relatively small size and limited capital prevented it from developing a vertically integrated business and forced it to contract with other companies for significant portions of the value chain. This meant that it could not maintain control over its intelle... ... middle of paper ... ... Early adopters of the Wizard would then convince the majority of the market to abandon their old paper organizers in favor of the better, more portable system. Sharp’s business philosophy is to focus on developing innovative products to benefit people and society. However, for much of its history, the company was too small to successfully develop and market its own new products and instead relied on imitating others. Only recently has the company grown large enough to be able to research and develop innovative new technologies and products that truly differentiate it from its competitors. Works Cited Noda, Tomo. “Sharp Corporation: Technology Strategy.” Harvard Business School Boston: Harvard Business School Publishing, 1993. Print. Shane, Scott. Technology Strategy for Managers and Entrepreneurs. Upper Saddle River, NJ: Prentice Hall, 2009. Print.
During his absence, with John Sculley in power, the focus shifted to maximization of profit, and product design suffered. Steve Jobs theorized that is was one of the reasons companies decline. “My passion has been to build an enduring company where people… make great products… the products, not the profits, were the motivation. It’s a subtle difference, but it ends up meaning everything”.
Tidd, J., & Bessant, J. (2011). Managing innovation: integrating technological, market and organizational change. John Wiley & Sons.
Arthur, A., Thompson, Margaret, A., Peteraf, John, E. Gamble, A., J., Strickland III. (2014). Crafting & Executing Strategy: The Quest for Competitive Advantage 19e: Concepts & Cases. C6-C25.
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 86(1), 25-40.
DuPont uses inclusive innovation as their company strategy and they are constantly trying to create new innovations and products to enhance the lives of their customers and the world (DuPont Website, n.d.). This coincides with the third rule of innovation, match innovation to company strategy (Davila, Epstein, & Shelton, 2013). DuPont.com (n.d.) notes that 60% o...
Slater, S. (2005). Successful development and commercialization of technological innovation: Insights based on strategy type. The Journal of Product Innovation Management, 23(1), 26-33. Retrieved from http://onlinelibrary.wiley.com/doi/10.1111/j.1540-5885.2005.00178.x/citedby
One of the executive's greatest contributions to innovation is to shape the organization's culture in ways that make it more radical innovation a more natural, accepted and valued activity. Dick Drew, one of the most innovative researchers in 3M history, had that impact on 3M, and though many of the employees at 3M are too young to have any personal recollections from him, his influence on 3M's innovation culture remains profound and his principles are cited regularly in breakthroughs.
Porter, M. E., 1999. The Five Forces that Shape Competitive Strategy. Harvard business review, p. 80.
The goal of this paper is to provide key insights and concepts from three strategy books and then begin the strategy planning process for five different products.
ABC and High Technology: A Story with a Moral." Management Accounting, March 1996, pp. 37-40. 17. Smith, R.B. "Competitiveness in the '90s."
The book has used peer-reviewed resources to enhance the use of professional approaches to innovation and management strategies by the readers who uses the book. The authors have given different management strategies and their practical application in business fields. As the title states, a strategy in business require innovative strategies for efficient development of the firm. More importantly, the book offers modern innovative ideas that need to be integrated with management strategies to develop modern businesses. The innovative approach provides a practical guide to the management strategies easing the execution of the strategies in the respectful environment. The book has given the strong relationships between innovation and strategies. These relationships are known to increase profitability in business organizations that use them efficiently. It offers how business managers can create successful value through innovation. Value creation in companies is done through examining untapped markets, clients ' needs and investing in new businesses. Therefore, this remarkable book helps readers in innovating and managing business
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 25-40.
Kelley,T. (2005, Oct.). The 10 faces of innovation. Fast Company, 74-77. Retrieved 6th March’ 2014 from http://web.ebscohost.com/ehost/detail?vid=9&sid=1d6a17b7-c5f7-4f00-bea4 db1d84cbef55%40sessionmgr10&hid=28&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=18386009
...bold vision and mission statement Kodak has made the statement that they intend to compete in today’s technologically advanced market.
The company experienced an immense development over the last year which is due to great sales and ...