galanz_operation strategy
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Galanz
Operation StrategyCase Analysis
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About GalanzFounded in 1978 by Liang Senior, as an enterprise dealing in down feather products
Obtained export quota in 1992 in China which was restricted. Thereby obtaining export volume by more than RMB 23 million
The management decided to diversify due to projected weak future. Produced first Microwave oven in 1992
By 1995, Galanz captured 25.1 percent of domestic microwave oven market
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Past Growth Strategy
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Strategies
Escalated Production capabilities
Transformation OEM->ODM
Enhanced R & D
Price War
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Escalated Production Capabilities • Increased production lines through free production line transfer• Gained the right to use its excess capacity of production line for its own products• Component suppliers were encouraged to set up manufacturing facilities at Galanz
Price War• Adoption of penetration pricing leveraging economies of scale• Expansion of production capacity to exceed market demand• Aggressive pricing strategy lead many industry players like LG & Panasonic to withdraw from the
market.
Transformation from OEM to ODM• Shortage of Magnetron because of retrenchment of its suppliers• Designed & developed its own magnetron• Galanz magnetron subsidiary started mass production
Enhanced R&D capability & production innovation• Two R&D units were setup in 1995 & 1997• Investment in R&D was more than 3% of annual revenue• Redesigning products with focus on new features & technologies•
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Present Challenges
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Recent challenges
Antitrust (anti monopoly) lawsuit
Prioritization of business models
Low brand awareness in foreign
market
Inefficient production planning
Conflict of interest of OBM & OEM
business
Outdated Organizational
Structure
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Low Brand Awareness in Foreign market • Foreign market not familiar with the brand Galanz• Partnership with MNC’s like Wal-Mart & K-Mart were confined to OEM deals only• Globalization causing fierce competition of branded products
Conflict of interest of OBM & OEM business• Setup sales & service business either on its own or through its channel partner• This could lead to becoming competitor to its OEM customer
Antitrust (Anti monopoly) lawsuit• The company is accused of monopolizing the market by dumping its product
Inefficient Production Planning• Strived to producing more than demand• Sales forecasting & production planning capabilities were nil
Outdated Organizational Structure• Highly centralized decision making• Information flow was slow & difficult
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Future Objectives
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Future Competitive Strategy
ODM
OBMOEM
Combined Strategy
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OBM
ODM
Conflict of Businesses
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Value Chain Activities
R&D
Production Manufacturing
Effective Sharing of Value Chain Activities
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Synchronizing Production
Prototype production & testing
Proper Production Scheduling
Better Communication
Better Allocation of Resources
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Conclusion
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Thanks