Victoria Heavy Equipment LimitedReport
The report presents its results based on the financial statement of the year 2003-2007. The report will use strategic components and managerial concern preferences to present the report based on the case analysis situational, strategic management. Introduction The more significant part of Victoria's mobile crane deals in the late 1990's and mid-2000's originated from a single product line called the LTM 1000. This product line was at first created at the Squamish (Canada) plant in the 1920's and furthermore produced at the minor California plant when it was opened in 2001. Complicated issues of moving strangely long and substantial tree logs inspired Victoria to manufacture the A-100 out of 2004. When Victoria's US wholesaler's agreement lapsed, Brian Walters offered the organization a renewal of five years if it would ensure offers of 150 units for each year expansion from the 30-40 cranes for every year the distributor was selling.
At the point when the firm won't, Walters got it, dismissed 13 of 15 workers, and dropped most existing dealerships. He expected to pick up a dependable balance and a good image in the U. S. MCPO2: Customers, Markets, Segments, and Competitors Customers Contractors were the main customers in the mobile crane's industry. S including the U. S manufacturing 60 to 70 cranes for each year. The Squamish Canada plant created 130 to 150 cranes for every year and provided both the Canadian market and all export deals not secured by the U. S plant. The market share of Victoria in the U. The supplier power of Victoria was low since it lessened expenses through extensive backward integration, producing 85% of its crane elements in-house. There is less information to analyze supplier power.
Victoria faces high competitive rivalry both locally and internationally. This implies Victoria did not have full control of the market powers as the buyer could turn to Washington Cranes as it provided reliable and superior services. The focus on machine dependability to ensure customer satisfaction made Washington be the leading crane business. Victoria also carried A-100 within its industry. The price of the medium-capacity segment is about 75% of Washington cranes and Texas Star. However, in the large capacity, it held less price advantage that is, 15%. Victoria sold it cranes at 75% of Washington’s price. Customers were however concerned with not only the price but also dependability and reliability of the machine. Effective resource utilization influences corporate strategy. Organizations should consider the benefits of the workers to earn their loyalty.
Skilled workers improve the productivity of the company. Job promotion and reward systems need to be integrated into Victoria business. Victoria needs to be flexible and differentiate itself from its competitors who are more diversified and large. Company Resources and Capabilities: Characteristics, Quantities, and Deployments Victoria has a competitive pricing advantage that enabled to occupy a significant market share in Canada. The executive jet is an important selling tool for Victoria. On the other hand, Victoria faces high competition from its competitors. The attempt to low price does not have the effect of Washington since it produces quality machines. Victoria provides a heavy tool, A-machine that could lift heavy loads without jolts (Beamish and Poynter 5). Business Competitive Growth Strategy for the Future Advertising is one of the areas Victoria needs to put more attention.
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