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Operations Management Case Study

The measure to which an organization focuses on a marketing concept that further strengthens the product capabilities and market shared due to the specialization of the product. The full assessment of the product specializations offers the organization to formulate a product mix that includes all product lines and categories for maximum success. In addition, the concept allows for a more defined and more narrowly specific attributes that presents the senior management team strategic decision making.

Furthermore, the organization mission is to identify and account for the prior missteps in marketing, product development, and br...

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...and identity that directly affect the brand equity of the organization. So, the objective for intangible specialization review is critical to the overall success of the organization to reach its projected and forecasted initiatives. The product manager and senior management team plays the pivotal role in this assessment and implementation for an effective execution of change management that often takes place after a careful review has determined a needed change in direction.

The intangible specialization cases are to project the fundamental aspects of products in a particular product line or a particular market that renders the characters currently marketed in the industry. The benefits of using assessment of using a concept of intangible specialization creates the demographic segmentation for targeting a business audience is the increase of the share of the customer in the market, high customer equity, and brand equity – that provides continued growth for business operations.

The target markets and building profitable relationships with them is the foundation of marketing management. The philosophy for a design plan for a customer-driven marketing strategy is the marketing manager to strategic apply effective strategic decision making. In doing so, it provides the positioning of intangible specialization in attracting and growing the target customers by building customer value. 2. How Intangible Specialization affect Fiat strategy & output-mix optimization in 1970s?

The impact resulted in an initial poorly defined product line in output-mix optimization that limited the increase of the overall projections in market share. The Fiat strategy depended specific models such as the 750M with an engine boasting a thermostat controlled closed cooling system to merit the rising interests of such technology. The process however for tracking the performance of a commercialized product in the market: The specific factors that are tracked depend on the product’s marketing strategy.

Typically, these factors are measured by sales, share of the market, consumer awareness, advertising effectiveness, and customer satisfaction. A process for implementation the intangible specialization resulted in the new model of Zastava 101 that was similar to Fiat 128 concept of a restyled rear panel. The concept presented a new style not ever been introduced in Italy and therefore, presented challenges for the senior management team concentrate on strategic decisions to improve the marketability of the product development.

The tracked performance of the Fiat commercialized product in the market of Yugoslavia and Italian for a concise effort to a good footing for success. The initial reaction was a differential response due to the fundamental shortcomings of performance results in international markets rather than the domestic markets. The specific factors that were dependent on the product’s marketing strategy issued in the measured of sales, share of the market, consumer awareness, advertising effectiveness, and the customer satisfaction towards the Fiat model both in early 1970s and the late 1970s.

The commercialized product in the market provided for the intangible specialization to improve product design on the then current market trends for a more concise in streamlining the required components in a marketable product. The ability to access strong the knowledge of market data assists in outlining which mechanics are warranted in the final output-mix optimization. 3. How Intangible Specialization affect Fiat strategy & output-mix optimization in 80-90s?

The 1980s provided a positive operation in the intangible specialization concept regarding the Fiat and output-mix optimization. The product development delivery into the market increased in sales both domestically and internally. The later 1980s went through the most several modifications in product development and output-mix optimization, most importantly the 5-speed gearbox concept that reinforces strategic decision making. The product managers and brand managers presented coordinating implementation of the Fiat model plans by the functional departments.

These monitoring performance of their assigned products contributed to the product managers reporting to the marketing manager on the large numbers of interest to fine tune the interlocking so of the product. In doing so, the report outlined how an intervening level of supervision as the group product manager or category manager on specification can achieve desired results in the market. The product management and product manager played an interchangeable role in archive the success in the late 1980s due to the extraordinary building f the brand identify the last several years.

Therefore, the intangible specialization concept reinforced the company core objective on the specialization in a Fiat model. The 1990s however were not as great as the 1980s due to the Balkan crisis that affected the production lines of the product; therefore, the intangible specialization concept played a strategic role to maintaining the prior decade advances. The management focused on the performance of a commercialized product in the market by honing on the specific factors that allowed the organization to staying competitive in market strategy and output-mix optimization.

4. Should Fiat shift up-market in decade of the 2000s? Possible scenarios and strategies The Fiat models should shift up-market in the second decade of the 2000s in order to staying competitive within the market. The optimal product line of characteristics and positioning the brand is critical to success due to the rise in interest of conserving energy and the environment. Therefore, the typically run-down of the market will not acceptable to reaching the organization strategic management goals in staying as a contender of a successful product line.

The developed context in justifying the scenarios and output-mix optimization strategies falls into the conjoint analysis of two forms relating to buyer’s welfare models and sellers welfare models that either maximize the buyer’s utility. This viewpoint actually utilizes the integer design-making initiatives or research heuristics to deliver a stellar product for the shift up-market focus in the second decade of the 2000s.

Furthermore, the Fiat models strategic decision making will involve the selection of the best set of products to maximize the profits of the firm, utilizing, for instance the dynamic required designing or research heuristics that delivers results. The strategic decision to review approaches focused on maximizing the aspects of the targeted market interests will further strengthen the initiative for the next decade, otherwise, the interest in the brand identity will decline similar to prior decades due to failure to capture on the changing environment needs and wants.

References Maielli, G. (2005) The Machine that Never Changed: Intangible Specialization and Output-mix Optimization at Fiat, 1960 -1990s? Competition & Change, Vol. 9, No. 3, 249-276 (September). Maielli, G. (2008) Counterfactuals, Super-factual and the Problematic Relationship between Business Management and the Past, Management and Organizational History, Vo. 2 (4), pp. 275-295 (November).

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