Corning operated in a mature market with many competitors and strict specifications. It faced high industry rivalry, bargaining power from customers, and threats of substitution. Corning had unique technological strengths but also faced diverse customer needs. Internal issues included a lack of consistent strategy and vision, inability to take risks, lack of leadership, and distance between divisions.
Corning operated in a mature market with many competitors and strict specifications. It faced high industry rivalry, bargaining power from customers, and threats of substitution. Corning had unique technological strengths but also faced diverse customer needs. Internal issues included a lack of consistent strategy and vision, inability to take risks, lack of leadership, and distance between divisions.
Corning operated in a mature market with many competitors and strict specifications. It faced high industry rivalry, bargaining power from customers, and threats of substitution. Corning had unique technological strengths but also faced diverse customer needs. Internal issues included a lack of consistent strategy and vision, inability to take risks, lack of leadership, and distance between divisions.
Corning operated in a mature market with many competitors and strict specifications. It faced high industry rivalry, bargaining power from customers, and threats of substitution. Corning had unique technological strengths but also faced diverse customer needs. Internal issues included a lack of consistent strategy and vision, inability to take risks, lack of leadership, and distance between divisions.
Economical Shortened product life-cycle Social Increased Demand for electronic products Technological Various Technological Advancements 5F
N/A Threat of Entry • Mature market
• Margin’s are low Low • Requires technological Low know-how’s • Strict specification. • Capital intensive Suppliers bargaining Industry Rivalry Customer’s bargaining Power Power High High
N/A Threat of Substitutes • High bargaining power
Low • Look for manufactures Low based on price, quality, lead time etc. • Many players involved Company • Unique technological strength Company • Huge knowledge base • OEM’s and distributors • R&D capabilities • Have diverse needs • KBF: • Price Customer Company • Quality • Service • Short delivery lead times
Competitors Competitors • Huge # of players involved • Very competitive • Incompetent • Can’t forecast • Can’t provide direction for Manufacturing profitable growth • Conservative Marketing • Unwilling to take risk • Take low price projects • Wrong priorities • Reduce Gross • Projects are late margin
• Don’t do their best • No speciation
• Don’t corporate about products
• Don’t trust • Incompetent • No feedback Product Sales Development Symptoms Surface Causes Root Causes Lack of trust among Blaming each other In-consistent strategy , No divisions clear vision and Goal, Inability to take risk, lack of leadership Unable to deliver products Unable to forecast better Lack of good strategy and vision Unable to discuss in order Unable to meet and blame Distance between plants, to resolve conflicts divisions and headhunts I huge. Diversification New Market development
Writing Your Resume Theresa M. Garcia SDSU MEP Director Fall 2005 Compilation of Resume Presentations Previously Given by Industry Representatives: HR and Engineers MESA Engineering Program
Writing Your Resume Theresa M. Garcia SDSU MEP Director Fall 2005 Compilation of Resume Presentations Previously Given by Industry Representatives: HR and Engineers MESA Engineering Program
