Toby Harfield, Phil Driver and C.P. Beukman
Decision making is a vital part of the adoption process of new technologies by VSEs; however, to date, little has been written on this subject. This paper outlines a number of…
Abstract
Decision making is a vital part of the adoption process of new technologies by VSEs; however, to date, little has been written on this subject. This paper outlines a number of approaches to decision making currently in the literature and argues that most of them are inappropriate to VSEs. A decision‐making tool most appropriate for VSEs in a technology adoption process is suggested. Sets of conflicting issues are conceptualised as a decision‐dilemma which have the ability to impede the adoption of new technology. Thus, the tool is designed to allow owners/managers of VSEs to manage these decision‐dilemmas at any time during the process of new technology adoption.
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Toby Harfield and R.T. Hamilton
Represents an experiment in style and methodology. Presents stories of managing decline in a rapidly deregulating environment. Collected data from managers in the New Zealand…
Abstract
Represents an experiment in style and methodology. Presents stories of managing decline in a rapidly deregulating environment. Collected data from managers in the New Zealand footwear manufacturing industry in face‐to‐face interviews with the intention of giving an insider view of strategic change. Highlights the stories of the managers, both visually and structurally, and places the academic discourse of theory and method in this background. Six stories demonstrate the diversity of the journeys taken in an attempt to manage decline in one industry. Suggests that, from the manager’s perspective, destination is determined by (and after) the journey, and not vice versa as suggested in the classical strategic management literature.
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Herbert Sherman, Thomas C. Leach and Daniel J. Rowley
The purpose of this paper is to describe and analyze Sabre Yachts, a firm that manufactures specialty sail and power boats.
Abstract
Purpose
The purpose of this paper is to describe and analyze Sabre Yachts, a firm that manufactures specialty sail and power boats.
Design/methodology/approach
A case research method including field interviews and secondary research was carried out. The case describes the dilemma that the Marketing Manager, Bentley Collins of Sabre Yachts faced in developing a profitable marketing mix given the firm's competitors, product line, industry and national economic trends and provides an analysis of the situation through structured case questions and answers.
Findings
Sabre decided to “stick to the knitting” (Peters and Waterman) and not expand geographically, as the authors suggested, into the largest state market segments. Instead, they took a more conservative approach and expanded their product line which expanded the breadth of their market into other boat market (size) segments.
Originality/value
The case analysis applies strategic management and marketing concepts to a specific real‐life business situation and demonstrates the value of using theory in practice.
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Thomas C. Leach, Barry R. Armandi and Herbert Sherman
Derived from field interviews and secondary research, the case describes the dilemma that the Marketing Manager Bentley Collins of Sabre Yachts faces in developing a profitable…
Abstract
Derived from field interviews and secondary research, the case describes the dilemma that the Marketing Manager Bentley Collins of Sabre Yachts faces in developing a profitable marketing mix given the firm's current product line, competitors, industry and national economic trends. Sabre had always been a niche boat builder. Their product line was divided into two distinct categories; sail boats and power boats. Their sailboats were targeted toward boaters interested in the comfort desired for cruising but also the capability of competitive racing while their power boats were designed to be modern yachts that could cruise 20 knots or better. A majority of sales came from the New England and Mid-Atlantic regions with only sporadic success in other areas. Bentley worried that slower phone traffic in Spring of 2001 would be indicative of slower sales and wanted to know what actions the firm should take to continue their regional growth as well as their push to become a more nationally-based firm. The case has a difficulty level appropriate for a junior or senior level course. The case is designed to be taught in one class period and is expected to require between five to seven hours of outside preparation by students.