Integron Case Study

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INTEGRON CASE STUDY

IntegronCase Study

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IntegronCase Study

Intentof the benchmarking study&nbsp

Thebenchmarking study had two aims. One of them was based on the factthat Integron Inc had set up various improvement strategies and itneeded to benchmark in order to determine the kind of steps that needto be furthered for the purpose of making the company morecompetitive (Harvard Business School, 1997). The second reason wasbased on the use of the benchmarking results to set up a strategicdirection that the company would take to realize greaterbenefits.Whetherthe report achieves the intent

No5reasons to support your Yes or NoQuiteclearly, benchmarking did not achieve intent. This is as a result ofthe fact that it gave results that caused the management to have somedoubts (Harvard Business School, 1997). The report indicated that forthe program to be successful, there needed to be some form of radicalchanges in it. Some of the problems that the management had with suchconclusions were as follows

  • The management could not establish the effectiveness of the benchmarking exercise in determining the path that would be taken to develop new operations in future.

  • The market that the company existed in was still very young and had not stabilized in any way. It would, therefore, be quite hard to determine how the company would fare on by introducing new strategies.

  • The experts consulted failed to agree on the state of the market, therefore, failing to provide credible results.

  • The benchmarking report failed to show how the company would focus its market so as to reap maximum benefits (Harvard Business School, 1997).

  • The report also failed to establish whether the manufacturing improvement of the company would need to focus on a single element or a multiple of them. Such information would be quite crucial in influencing the direction of the company.

References

HarvardBusiness School (1997).IntegronIncorporated: The Integrated Components Division (ICD)

Integron Case Study

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IntegronCase Study

InstitutionalAffiliations

Description

Theessence of the benchmarking study conducted for the Multichip Module(MCM) manufacturing organization entails the identification ofguiding initiatives that would facilitate the determination of whichimprovement steps should be pursued. The intention of achieving thesefactors included the fact that the Integrated Components Division(ICD) had earlier launched several development programs with the aimof boosting competitiveness and benchmarking would allow evaluationof the steps they should pursue further. Additionally, the studysought to utilize the results obtained as the foundation fordeveloping a new strategic direction (Shamma and Hassan, 2013). Mostimportantly, the study aimed at building an organization onceconsidered as a manufacturing cost center to one that could expandits potential to generating new commercial opportunities. Accordingto Lloyd, the vice president, to the company envisioned buildingvarious general capabilities that could serve all segments and thestudy would facilitate in unearthing the set of required skills. Healso sought assessment of the progress made in the various periodicimprovement initiatives in the past as well as methods through whichthe manufacturing group could set operational goals on its own(Shamma and Hassan, 2013).

Themain objectives of the report failed to achieve the intended goal inthat there existed various challenges that hindered the evaluation ofappropriate strategies to boost competitiveness. Some of thesedifficulties include the fact that when the benchmarking studyoccurred, the company was only six weeks old and thus lacked adedicated sales force. Additionally, the report failed because thestudy took place when the new marketing personnel encountereddifficulties based on issues such as billing policy, pricing,segmentation analysis as well as sales strategies for externalcustomers (Shamma and Hassan, 2013). Some of these customers includedoriginal equipment manufacturers (OEMs) since the number of clientswere quite a few. Consequently, the study focused on a generalapproach to all segments and thus failed to realize the needs of eachparticular segment such as customer-driven strategies (Shamma andHassan, 2013).

References

Shamma,&nbspH.,&amp Hassan,&nbspS. (2013). Customer‐drivenbenchmarking.&nbspBenchmarking:An International Journal,&nbsp20(3),377-395. Doi: 10.1108/14635771311318144

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