Temsa Global Product

Strategies
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Published: 23rd March, 2015 Last Edited: 6th June, 2017
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Keywords: temsa global consumers, temsa global challenges, temsa global market analysis
Temsa as a global corporation is well known in the Middle East region and in parts of the
European market. The company core business is focused on manufacturing high end and utility
based buses. To some extent the company and its product have been noted to be very
innovative in terms of their designs, user-ability. Starting its operation since the early 1980s,
Temsa Global today has come a long way to mark a place of itself in the international market. A
study of the company and its analysis shows that the company product strategies during the
1980s and 2009 are totally different from one another.
As the case it is, during the early part of 1980s that is to say precisely since 1984 the company
first made its entry in the market as licensor to Mitsubishi Motors, a global auto manufacturing
giants based in Japan. However it was only after 2009 that the company took its step forward
towards its global operation management that also brought its foothold in the market in the
Middle East region and in parts of the European market. (Temsa Global , 2009 )
Speaking of the company from the strategic point of view, it is observed that innovation and
design capabilities have been the benchmark for the company to progress. Being a global
automotive manufacturing company it requires high-end manufacturing capabilities and
innovation to make its mark in the market felt Temsa and its management. Further analysis of
the report available with the company shows that it was part of Temsa futuristic outlook towards
its operational expertise. The company since 2009 has been in the right course of strategic
formulation to make its presence on a global arena. (Temsa Global , 2009 )
This is true given that competitions in the market are ripe enough. For that reason Temsa
launches its new brand identity through its hybrid buses that run on CNG in 2009 that changed
the course for the company and its operations globally. (Global, 2009) What we learnt is that
Temsa produces mainly light trucks, buses and mini-buses from its manufacturing units and
factories based in Turkey. However, a gradual shift to the company operation process and
manufacturing capabilities was following the year 2009, when the company acquired
development design capabilities which given the shift in its product strategy.

2. What organizational changes are required

to support the shift in strategy at Temsa
Global?
Operation management and its strategy are important to organization in great many ways. It
should also be understood that strategic decision are most important given its long-term
approach. Most importantly, it is noted by scholars that strategic decision making involves the
use of many resources in its strategic formulation to get desired results. (C. Donald J. Waters,
1999 , p. 11)
The above statement is true from a theoretical point of view. Hence, when it matters to Temsa
organizational changes that are required the same case also can be seen in the company since
2009 onwards, when Temsa began its restructuring of the organizational makeup and overall
operational process. Firstly its name was changed from Temsa to Temsa Global. This is followed
by the brandishing process, which are some aspects of organizational change taking place. To
top it all, marketing and overall emphasis on branding and its strategy was to ride on the new
force if their innovation that paid dividends in 40 years of their R&D initiatives. (Temsa Global ,
2009 ) Above all, change should be constant, that is what Temsa Global also have been
restructuring, where innovation have been the benchmark of the company to support the shift in
strategy.

3. What are the possible advantages of

investing in the R&D center for advanced
technologies? Discuss the implications
considering the changing perceptions and
demands of consumers.
Research and development, which is often commonly referred to as R&D is very crucial for
manufacturing companies for many reasons known and unknown. As the case is many
corporation that have given emphasis to Research and Development or those which have went
global give huge emphasis on their Research and Development process within the company or
by initiating programs of knowledge sharing.
Research and Development process as a matter of fact can take longer time frame, however; the
long term benefits of it cannot be misrepresented. Take for example the case of L'Oreal that
hugely gives emphasis to its research and development. The company today is not only a
manufacturing giant in cosmetics and allied products, but it is also a global leader with a fair
share of the global market across sector of the industry. This shows that Research and
Development have long-term benefits which are crucial for operational expertise, especially
when it matter to manufacturing companies. According to scholars it is believed and speculated
that "the longevity of benefits derived as a result on expenditure on Research and Development
is incapable of measurement at the time the expenditure is incurred. (Thuronyi, 1998 , p. 645)
That is to say, benefit when measured is incapable, since the tremendous level that Research
and Development offers.
Taking this point in consideration, we feel that Temsa Global and its emphasis on Research and
Development or let say R&D is a good thing to have come by since the company was
established. Most importantly, Temsa Global and its Research and Development process also
have been well received, where innovation have been the end results that lead the way for the
company to come up with advanced hybrid and CNG design for its buses since 2009.
This shows that 40 years of integrative R&D by the company was successful, given the ability of
the company to compete in the technological race as well as manufacturing its products that are
high-end as well as out of the box. The ability of Temsa to meet the demand of the market and
especially the ability of the company to introduce Temsa Avenue Hybrid, a hybrid bus and buses
that run on CNG and green fuel is one example of the company innovation in the current
schemes of things, which defines the capability of the company not only in meeting market
demands for their products, but also contributing to the environment cause, as well as attending
to consumer perceptions and the trends. (Temsa Global , 2009 )

4. What should be the focus of Temsa Global

in supporting its market - driven product
strategy and customized designs?
As a global corporation, Temsa manufacture high-end CNG and hybrid buses which are a huge
demand in the market. For that reason when considering the case of Temsa Global from a
strategic point of view as a means to support their operation, it is believed that the focus
strategy for competitive advantage in the market should be one important point to note or to be
considered. Such instance is also what we can observe with Temsa Global. Fact of the matter is
that by pursuing global operations they have many benefits for corporation.
Hence, it is felt further that the Temsa Global also should explore the domains of 'focus strategy'
and its approach in the most effective ways to drive their products in the international market
known for innovation, customized design and most importantly product design, which started to
take roots in the company since 2008. (Temsa Global , 2009 ) What we can understand is that
the feasibility of 'focus strategy' in terms of management practices are numerous, given that its
theoretical and practical approach present a huge dimensional background that can be worked
out perfectly in a competitive global market today as the case, especially when it matter to
Temsa Global and its operational strategy for instance.
Moreover, it also should be understood that the factor encompassing focus strategy and the
implication can be derived from varied grounds. Let say for example implication to be derived
can directly be nurtured in context of economic volatility and its befitting end results. Besides,
focus strategy also give importance to cost factor analysis in the market. To top it all,
overcoming industry thresholds also is very much possible through focus strategy. Finally, the
feasibility of focus strategy in most instances can be looked in respect of overcoming scale
economic, which we feel can be ample for corporation with their operation in international
market. (Porter, 1998, p. 266)
Thus, what we can conclude finally considering the case of Temsa Global is that initiating
management approach towards 'focus strategy' can be ample enough and has many befitting
end results for corporations that hugely take course through its market-driven capabilities, which
is the case with Temsa Global.

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