0 Bewertungen0% fanden dieses Dokument nützlich (0 Abstimmungen)
29 Ansichten1 Seite
The document discusses potential interrelationships between different business units of a firm across infrastructure, technology, procurement, manufacturing, and marketing. It notes that while sharing resources across these areas could result in lower costs through economies of scale and critical mass, it may also lead to higher compromise costs due to differing needs and potential conflicts between business units. Coordination would be more difficult and certain business units may end up paying for capabilities or qualities they do not require.
The document discusses potential interrelationships between different business units of a firm across infrastructure, technology, procurement, manufacturing, and marketing. It notes that while sharing resources across these areas could result in lower costs through economies of scale and critical mass, it may also lead to higher compromise costs due to differing needs and potential conflicts between business units. Coordination would be more difficult and certain business units may end up paying for capabilities or qualities they do not require.
The document discusses potential interrelationships between different business units of a firm across infrastructure, technology, procurement, manufacturing, and marketing. It notes that while sharing resources across these areas could result in lower costs through economies of scale and critical mass, it may also lead to higher compromise costs due to differing needs and potential conflicts between business units. Coordination would be more difficult and certain business units may end up paying for capabilities or qualities they do not require.
Interrelationship Source of Possible Form Potential Compromise Cost
Relationship of Sharing Competitive
Advantage Infrastructure Common firm Shared Smaller support Need for infrastructure accounting staff coordination is needs higher Shared legal Lower cost department People may have Critical mass to differing interest and Shared attract top-level needs government managers relations Conflict may occur more often Shared hiring and training Technology Common Join Lower product Same technologies, product technology or process cost but tradeoffs in technology development applying the Larger critical technology are mass in R&D different among business units Procurement Joint Common Lower cost of Inputs needs are procurement purchased inputs different in terms of inputs quality or specifications, leading to higher cost than necessary in business units requiring less quality Manufacturing Identical or Shared Lower costs Needs for similar component component design fabrication fabrication and quality differ process Marketing Common Shared sales Lower selling Different buyer geographic force cost purchasing market behaviour Better sales force utilization Different type of salesperson is more effective