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Copy of - DYSON -
Transcript of Copy of - DYSON -
Dyson Ltd. - A British technology company, founded in 1991 by Sir James Dyson
Products include vacuum cleaners, hand dryers, bladeless fans, heaters and more!
• Revenue of £1 billion in 2011 • 4,196 employees in 2012
Distinctive and Threshold Capabilities
Threshold capabilities: are those needed for an organization to meet the necessary requirements to compete in a given market and achieve parity with competitors in that market.
Dyson Strategic Capabilities
Strategic capabilities - the capabilities of an organization that contribute to its long-term survival or competitive advantages
What a company has – its resources – as well as what a company does well – its competences
Imitability: Can Dyson maintain its position within the market?
The Value Chain
Profit: £306 million in 2011
Engineers: Over 1000 engineers and scientists
in Britain, Singapore and Malaysia
Area of Industry
fluid dynamics prototyping electronics design testing separation systems robotics software materials motors aerodynamics microbiology mechanical engineering acoustics compliance
hardware turbo machinery
1 Cyclone technology. Removes dust and other particles from the air stream and separates it into different containers. No bags needed!
2 Air multiplier technology. Eliminates the need of external blades for fans producing hot or cold air.
Get your audience excited
Show how things would improve
How problems can be resolved
Strong brand image
Highly innovative and high quality products
Very sophisticated design and engineering workforce
The development of patents
Charismatic founder as a face of the brand
Employee commitment and corporate culture
High dependence on leader - Dyson
High dependence on innovation
Refer back to the pros and cons
Explain how it will help
Describe the next steps
Based on Jim Harvey's speech structures
Dynamic capabilities: an organization's ability to renew and recreate it's strategic capabilities to meet the needs of changing environments
Willingness to spend more money on household devises
Further expansion of product line
Conquering growing market in China
Rapidly progressing nature of the technology market
Customers prefer traditional products
Economic crisis in major markets
Expiry of patents
Tarnished reputation due to moving production to the east
Demographical factor: people are getting older -> not keen on buying the latest technology
Competitor SWOT Analysis
• Emphasis on energy-saving, environment-friendly products
• Marketed as customer-oriented, user-friendly yet innovative reliable household appliances
• Extensive brand portfolio makes the organization more complex and more difficult to stay on top as the time progresses
• Non-homogenous range of products creates confusion among the customers
• Impenetrable markets in East Europe where the brand is well known and highly reputable, but the appliances are not yet as common as they are in the West
• Growing strength of developing countries and their increasing investment power
• Economic crisis
• Dominated the electric vacuum cleaner industry, to the point where the "Hoover" brand name became synonymous with vacuum cleaners
• Classic brand most known for powerful vacuum cleaners
• Mostly known in the Anglophone countries
• Products sold under name Hoover vary significantly from one market to another
• After successful launch of European division (Candy, Italy) Hoover might want to expand the portfolio with more acquisitions
• Fast progression in technology and decreasing market share due to more innovative competitors
• Economic crisis
• High-end, quality domestic appliences
• Relying heavily on brading as a top family-run German leading manufacturer
• Focus on washing machines
• Low emphasis on marketing efforts
• 30% of sales only in Germany suggests big potential in harder penetration of developed countries where customers seek for high-end powerful appliances
• High production costs in Germany and more competitive prices offered by foreign brands
• Relying heavily on high-income customers economic crisis can have a stronger impact than on more affordable competitors
V: Vacuum cleaner without bags, programmed vacuum cleaners
R: Talented people due to sophisticated HR selection tools and the mixture between design and engineering
I: Linkage between design – as less transparent capabilities – to all other capabilities makes it hard of competitors to imitate products
N: Design and confidentiality are the most nontransparent capabilities and they are linked complexly to all others capabilities which creates inimitability
"we solve problems others seem to ignore"