Business models and design strategy: exploring small scale furniture manufacturing
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Author(s)
Rees, David
Wilson, Marie
Griffith University Author(s)
Year published
2008
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With globalization, manufacturers throughout the OECD must compete with an increasing number of imports that present price and quality differentials. These forces have been keenly felt in New Zealand, which is far from export markets, highly de-regulated, and an import target for Asian production. Businesses in New Zealand and elsewhere are increasingly relying on design for competitive advantage in this context. The new realities are seldom recognised by smaller businesses. For example, the lack of design management in smaller manufacturing fi rms has been linked to small firm managers being "..[un]able to discern ...
View more >With globalization, manufacturers throughout the OECD must compete with an increasing number of imports that present price and quality differentials. These forces have been keenly felt in New Zealand, which is far from export markets, highly de-regulated, and an import target for Asian production. Businesses in New Zealand and elsewhere are increasingly relying on design for competitive advantage in this context. The new realities are seldom recognised by smaller businesses. For example, the lack of design management in smaller manufacturing fi rms has been linked to small firm managers being "..[un]able to discern relationships between current decisions (or short-term objectives) and long-term wider business goals". The small firm's approach to business is often based on a single factor, such as a single product or a single area of expertise, which is generally production-based. This single-minded approach - with limited innovation in product, service or organisation - is unlikely to deliver growth or sustainability in a globally competitive market.
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View more >With globalization, manufacturers throughout the OECD must compete with an increasing number of imports that present price and quality differentials. These forces have been keenly felt in New Zealand, which is far from export markets, highly de-regulated, and an import target for Asian production. Businesses in New Zealand and elsewhere are increasingly relying on design for competitive advantage in this context. The new realities are seldom recognised by smaller businesses. For example, the lack of design management in smaller manufacturing fi rms has been linked to small firm managers being "..[un]able to discern relationships between current decisions (or short-term objectives) and long-term wider business goals". The small firm's approach to business is often based on a single factor, such as a single product or a single area of expertise, which is generally production-based. This single-minded approach - with limited innovation in product, service or organisation - is unlikely to deliver growth or sustainability in a globally competitive market.
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Journal Title
The University of Auckland Business Review
Volume
10
Issue
1
Publisher URI
Copyright Statement
© The Author(s) 2008. The attached file is posted here with permission of the copyright owner[s] for your personal use only. No further distribution permitted.For information about this conference please refer to the publisher's website or contact the author[s].
Subject
Innovation and Technology Management
Business and Management