Breaking the rules to make rules that work
Since starting MRC, at the end of every consulting appointment, I’d ask the client if there were any difficult jobs on which they might need a quotation.” .don’t ask, ‘how can I compete against the giants in that market?’ Ask, ‘What can I sell to everyone who tries to compete in that market?’” (p. 6...
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Veröffentlicht in: | Strategy & leadership 2018-12, Vol.46 (6), p.54-56 |
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Format: | Artikel |
Sprache: | eng |
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Zusammenfassung: | Since starting MRC, at the end of every consulting appointment, I’d ask the client if there were any difficult jobs on which they might need a quotation.” .don’t ask, ‘how can I compete against the giants in that market?’ Ask, ‘What can I sell to everyone who tries to compete in that market?’” (p. 63) MRC got Texas Instruments as a client in the early 1960s, and was challenged by TI’s pressure on suppliers to implement both zero defects quality control and a Just-in-Time inventory process. The birth of the integrated circuit required the use of very pure aluminum and MRC’s success in manufacturing the metal at the required “five nines pure” level was, according to Weinig, “the beginning of becoming world-renowned as an electronic materials supply house. [...]in the late 1970s Japanese law changed, permitting foreign companies to incorporate in Japan with foreign majority ownership. |
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ISSN: | 1087-8572 1758-9568 |
DOI: | 10.1108/SL-11-2018-154 |