Capstone DQ

DQ Set 1

Aircraft manufactures

There are various aircraft manufactures that dominate the market:

Boeing; It is based in US and headquartered in Chicago and its is considered the biggest manufacturer for both military aircrafts and commercial jets

Airbus – it’s based in Europe and headquartered in Toulouse, France and other cities.

Bombardier – it’s based in Canada and ranked among the top three manufacturers of Civil Air Craft in the world.

Sukhoi Holding Company – mini -SWOT analysis

Strengths

It is a reputable brand including the various product lines’ range and uses advanced technology. Its products are high quality and has qualified and experienced workforce

Weaknesses

The major weakness for the firm includes a limited regional focus which means that it serves a limited market whose demands include military products and small jets.

Opportunities

The opportunities available includes the development of high quality small super-jet that can compete with others in the market

Threats

 The market is highly competitive and its shrinkage over the years may hinder the intended control of regional market share since many sales for such jets have been made.

For Sukhoi to develop competitive advantage over other manufacturers, it should be a low-cost provider that is highly differentiated. Differentiation involves providing product with better features than competitors (Coulter, 2013). Low cost will be necessary over the short-term so as to obtain a foothold in the regional market.

The firm should majorly focus on the differentiation strategy since the high competition may make low cost untenable.  Differentiation strategy involves a firm competing through provision of unique product features that will be valued and perceived differently by customers (Coulter, 2013). The Aircraft provided by the firm should have unique features that attract customers.

 

DQ Set 2

The key success for Toyota can be related to its various functional strategies – product, people and even support processes. The basic idea driving the success is that good products stems from effective thinking. The product success is defined by high quality, value and reliability for the Toyota vehicles. The human resource strategies that place emphasis on training and education which improves the employees skills are vehicles are becoming increasingly complex. The support process success can be seen the unique system of manufacturing that enhances productivity in the factory (Coulter, 2013).

The production system for Toyota is represented by the Miyagi Factory, and the system involves positioning the cars side-by-side on the company’s assembly line. This is different from tip-to-tail method applied in many car factories (Coulter, 2013). This increased productivity by reducing workers movement while a raised platform reduced cost related to heating and cooling.

Camry is deemed to be among the best selling due to great reputation driven by reliability, safety and even durability. While it is true that praising the sporty and innovative nature of the car may look strange, the strategy would help establishing it in the market. The consumers are likely to a have a different definition of sporty car models as long as Camry aligns with their demand.

The reason for launching the Scion Car model by Toyota is to serve the market that cannot afford highly priced models. The strategy was to help the firm compete on the basis of low-cost cars but which is highly reliable and good quality. The low price strategy would assist in increasing the sales by serving customers with low income.

Reference

Coulter, M. K. (2013). Strategic management in action. Upper Saddle River, N.J: Prentice Hall.