James Dyson: Theories of Decision Making

James Dyson: Theories of Decision Making James Dyson is a UK-based engineer and founder of Dyson Appliances Ltd he is identified as the inventor of the first bag less vacuum cleaner. In 2012 his sales were over  £1billion and he has a sales presence within 45 countries worldwide. DAL had emerged as the market leader in the vacuum cleaner market in the UK as well as the USA. This paper will critically identify the key theories used by Dyson in his decision making process, strategic preferences will also be analysed within the development of the Dyson range of products. Theoretical models will be used to understand Dysons analytical decisions and the strategic choices that have been used within the development of the Dyson product range. Economic decisions will be evaluated to try and gauge the long term affect upon the stakeholders within the business. Background James Dyson started his career at the Royal College of Art in London where he studied furniture and interior design. In 1974 after spending four years with Roturk Marine Engineering as a designer he started his own business and made his first invention. The Ballbarrow which was an update on the wheelbarrow and used a plastic ball for easier manoeuvrability instead of the conventional wheel was his first invention, almost all of Dysons inventions and ideas are because of personal frustration with the current product available on the market. Ballbarrow was launched in 1975 and was priced at three times more than the conventional wheelbarrow; the product which sold surprisingly well was sold on to a major manufacturer four years after its concept to enable Dyson to finance his future inventions. In 1978 Dyson realised his vacuum cleaner was continuously losing suction power; he noticed how dust was quickly clogging the pores of the bag which was leading to a block in the airflow. He then made the decision to resolve this problem, after five years and over 5000 prototypes he launched the first cyclonic bag less vacuum cleaner. Dyson offered his invention to all of the most important manufacturers but none would invest in a bag less vacuum cleaner because of the potential loss of sales on the  £500 million bag industry. Despite initial financial obstacles in 1993 Dyson launched his new design of cyclone bag less vacuum cleaner the Dyson DC01which was seen as being a vast improvement over the conventional vacuum cleaner, other major manufacturers who had earlier rejected the cyclone idea have since copied Dysons concept to ensure their stake within the vacuum market remains intact. Business Strategy Corporate Culture Marketing professionals have different views on brand building, there are different models that all agree on what makes up a brand, the most obvious factors include awareness, quality and association (Boyle 2003, 79-93). Dysons achievement emphasises the need for the creation of a strong brand and is certainly one way for a business to accomplish and retain competitive advantage. A strong branding will lead to a brand equity which is a uniqueness that sets it apart from similar products (Tuominen 2007, 65-100).When uniqueness and value are delivered within a product range this can enable a business to maintain a higher price over its competitors products. Max Conze CEO of Dyson believes their competitive advantage is because of recruitment of the brightest graduates, expansion into various other markets and concentration on engineering development, our lifeblood is inventing that is where we invest the majority of our money and that DAL are more than a vacuum company we are a technology company. A new innovation needs to be given the right look; key decisions for Dyson are its attributes, brand characteristics and value for money innovative products will not be a success unless the benefits are greatly visible at the point of purchase. Dysons products original had the iconic yellow colour that makes them look childishly simple. Some have a roller ball and the transparent plastic holding cells that conceal the dirt that is removed. This has the aim of easier move ability and also shows the dirt that has been suctioned from your living space. Dyson has denied using branding saying Were only as good as our latest product, and I dont believe in brand at all. The comments from Dyson seem questionable considering his own unique style of vacuum cleaner and the millions of pounds that have been spent on TV commercials and advertising. Dysons mission statement is Take everyday products that dont work well, and make them work better. All the evidence points to a very clever marketing campaigner being as innovative as the products he sells. The products are easily identifiable by its brand name and are a continuing source of dominance and differentiation within the vacuum market. Strategic Planning In saturated product markets the development of a unique strategic product can give you a sustainable economic advantage within the market. A small number of businesses have managed to achieve a sustainable competitive advantage; Apple and Sky are two of the leading companies that can make claim to have been highly successful within their area of expertise and justifiable deserve the praise and accolade they have within it. Dyson plays down his decision making skills with reference to his vacuum cleaner commented we were in the right place at the right time and with the right product. But the reality is for it to happen there has to be a clear vision of where the company is going and where the market opportunity exists. Key features of sustainable competitive advantage include charging a premium for its services even low cost suppliers out price other low cost suppliers. Leading the market by innovation will get new ideas quicker to market also having control of market channels and buying power helps an organisation to adopt a new competitive price structure. Dyson and his colleagues have continued to develop new innovations to maintain their competitive advantage, creation of vacuum cleaners with higher suction through an entirely new cyclone system and a robot cleaner are amongst the latest inventions to be marketed. Not all of Dysons products have become a market leader in 2000; he launched the worlds first two-drummed washing machine, the Contra rotator. Dyson and his engineers constantly re-evaluate different products and they found with the traditional washing machine that the fabric is not flexed enough and washing by hand gave better results than a single drum machine. Dysons two drummed washing machine took four years and  £25 million to develop the machine it came with a revolutionary built-in jack and trolley. In 2005 the Contra rotator was withdrawn from the market, Dyson stated It wasnt a failure and it was a great washing machine but it was too cheap and we didnt make money from it. Schools of Strategy Henry Mintzbergs Ten Schools of strategic management are interlinked; the intention of this chapter is to mostly concentrate on three of the schools which the author feels that Dyson most uses within his ideology and approach to strategic management. The Entrepreneurial School: This strategy process has a single person in charge normally the CEO and is built on a strategic vision. Supporters of the entrepreneur school believe that managerial success is a personalized leader ship which is based on strategic vision; this will also be evident in the starting up and building of an organisation and in the case of breaking up of an organisation. The Entrepreneurial School Of Knowledge Main components within the entrepreneur school include a strategy making which is preceded by rigorous search of opportunities. Power is central to the leader and is characterised by large leaps in the wake of uncertainty and that growth will always be the main aim of the organisation. The basic principles of the school are that strategy exists as a perspective in the leaders mind and the formulation process is conscious only to a certain extent. The leader Dyson will promote a vision which he watches closely and this power will allow him to make changes or amendments within the organisation based on intuition and experience. The criticism of this school of thought is that it is centred on an individual leader and there formulation of a strategy, if employees lose faith within their leader due to a poor economic decision or strategy this can lead to a demand for a change of leadership within the organisation. The Design School: The design school looks to find a match for internal capabilities and external possibilities; it seeks to gain importance within the analysis of internal and external situations. Internal relates to strengths and weaknesses and external covers the opportunity of a threat to an organisation. SWOT is the analysis that is used which covers managerial values and social responsibility and can also play a role in the formulation of a strategy. Design School Model-Mintzbergs The main principles of a design school include a planned process of conscious thought with a leader who takes the responsibility regarding control and consciousness of an enterprise. The models within the strategy should be simple and informal; the process will be complete only when the strategy is explicit and formulates a perspective. Implementation will only commence when the best one has been chosen. Criticism against this thought school include a lack of clarity within an organisation relating to their strengths and weaknesses and the time frame of when to formulate the strategy. There are also assumptions that data will be aggregated and sent to a higher level not showing potential losses and the environment will always remain stable within the future. The Learning School: The learning school has a view that strategies emerge when organizations can learn as much from failures as they do from success. Learning organisations assume that managers and workers close to design, manufacturing and distribution know more about their activities than their superiors and that the transfer of knowledge from one part to the other ensures that relevant knowledge reaches the desired place. Learning School Knowledge Network The main principles of the learning school can be complex and the nature of the organisations environment makes implementation and formulation identical to a large extent. The leader for e.g. Dyson will pay close attention over time to what works and what does not work and this structure will be incorporated into their overall plan of action. Criticisms of the school can include a threat of weak decisions and a largely passive approach to strategy. The seven remaining schools are planning, positioning, cognitive, power, cultural, configuration and environmental school all the schools are interlinked and can at different levels have a relevance to the James Dyson organisation. The author for e.g. feels that the environmental school has a much smaller link to the Dyson organisation than many of the other strategies available has this school is set to be reactive based on external environment. Most of the other schools just make reference to the environment but this school believes that the environment is ultimately the crucial key concept within this model. But protagonists of the environment school include Mintzbergs and Freeman and the basic models include the four groups of contingency view stability complexity, market diversity and hostility (Thompson 2004, 1082 1094). Strategic choice for Stakeholders Stakeholders are individuals who are affected or have an effect on the actions of an organisation. Stakeholder method focuses on the needs of its main stakeholders which include the owners, employees, customers and the local community. In contrast to this the shareholders method focuses on dividend to shareholders, which means the business objectives would be to increase profit. Dyson made a controversial decision in 2002 when he moved his manufacturing to Malaysia to be closer to his suppliers and to reduce his production cost. This move from Wiltshire to Malaysia was the cause of 800 job losses which would affect both employees who would have been made redundant and the local community. The Unions reacted furiously to the job losses general secretary of Amicus, the engineering union Derek Simpson Dyson has no commitment to his workforce and is a desperately bad example to the rest of the sector. and: This latest export of jobs by Dyson is confirmation that his motive is making even greater profit at the expense of UK manufacturing and his loyal workforce. Tony Blair told MPs he was deeply disappointed at the Malaysian transfer. Dyson commented in 2005 on his controversial decision to move production to Malaysia that record profits and his vacuum cleaners becoming the number one best seller worldwide as justified his decision to move production in 2002 away from the UK. After the move Dysons manufacturing costs have dropped significantly and as a result his profits have increased. Dyson said that the company may not exist at all today if it werent for the move. This decision would initially seem to point to a focus on shareholder dividends but this is unlikely to be the case as Dyson owns 100 percent of the shares and does not need to worry about his return to shareholders. Conclusion James Dyson has been a controversial figure within the business world but with an estimated worth of  £350m and a product presence in over 45 countries worldwide he has led Dyson Appliances Ltd (DAL) to be the leader in the vacuum cleaner market. He as over the last 30 years proven that risk-embracing entrepreneurship often run the most innovative companies and that his strategic sometimes controversial approach has at least for James Dyson been a great success. He has received a knighthood for his services to business in 2007 and has created the James Dyson Foundation in 2002 to support design and increase engineering education for future engineers. Sources Used www.inventors.co.uk/p/Sir-James-Dyson.htm 2012:1www.bbc news.co.uk-Dyson: Business whirlwind 2012:1-2www.guardian.co.uk/technologyinterview 2011:1www.forbes.com-sir-dyson-doesnt-believe-in-brands-why-has-he-spent-millions-building-one/2012:1www.quickmba.com/strategy/generic 2010:1www.guardian.co.uk/contrarotator/james-dyson 2012:1www.telegraph.co.uk/finance-production-moves-to-Malaysia 2012:1www.the guardian.com reinventing Britain 2011:1

Response to “People Like Us” Essay

In the essay â€Å"People Like Us†, Brooks states that maybe we are indeed a diverse nation when considered as a whole, but when you look at us on the community level, we are homogenous. Brooks describes numerous ways in which Americans separate themselves from one another. Overall, I agree with the points made by Brooks and can draw many similarities to my own life. For example, when Brooks describes how our towns or cities can become racially homogenized. â€Å"People Like Us† begins by Brooks giving some examples of how people isolate themselves. Many people think of race when they think of diversity, but that is not the only aspect described by Brooks. He takes a look at racial, geographical, background, and work place diversity. People are very capable of finding the seemingly smallest differences between themselves. They will even make some of their biggest life choices based off of these differences. By drawing these subtle distinctions we continue to surround ourselves with people more and more like us, causing certain areas to have certain characteristics. Brooks goes on to state that our cities and neighborhoods are becoming more and more like themselves. He says that when a place becomes grouped with a certain trait or attribute it gets multiplied and becomes more and more true. Brooks goes on to say that this isn’t some tragedy that we are trying to avoid. In fact, he goes as far as to say that we love this segmentation, and that it actually makes us happier. We feel more comfortable when we are surrounded by people who we consider to be like ourselves. Brooks then says that even though we seem to strive for racial integration we are, in some cases, becoming more segregated. Reformers have been at work for years to end housing discrimination, but trends are showing that, even though people of different races can live amongst one another, they are  choosing not to. People separate themselves by race. By doing this, they begin to give certain places a reputation for being home to a specific race. As these reputations start to develop they become facts reinforced by people choosing to live with people like themselves. Next, Brooks supports his idea by describing the ways in which we can be divided into demographics based off of where we live geographically. There are many companies that direct potential business owners to the best place for them to market their product based off the tendencies of those who live there. He explains that it really is quite amazing how easily we can be split into these groups. Once again, our tendencies to associate ourselves with those who are similar to us are made apparent. Brooks moves on to explain that not only do we separate ourselves by minute differences, race, and geography, but also by our own backgrounds. People will group themselves based off of their education level or class, for example. If someone has had a similar past to you, you will be more likely to want to be around them. People are drawn to one another based off past experiences. Perhaps the places in America that speak the most of diversity are actually some of the least diverse, Brooks explains. He is talking about our country’s elite universities. It seems they go on and on about striving for diversity, and claim they readily accept it. Brooks illustrates that this is not the case, especially for the educators. Our universities’ faculty members seem to be almost exclusively liberal. Brooks displays concerns for how we seem to isolate ourselves with those who are like us. He points out that when we so deeply immerse ourselves in communities that reflect ourselves, we fail to see the other sides. We do not get the other points of view. Our own ideas and beliefs are only reinforced. I agree with many of the points made by Brooks in his essay. I can personally relate to his statement that we tend to congregate with people of  our own race rather than branching out. I grew up in the small community of Independence, Iowa. We had a population of roughly five-thousand people. Almost all of that population was accounted for in the numerous white families. When I was growing up it was very rare to see someone in town who wasn’t white. I never really had much exposure to people who didn’t look like myself. In fact, the only minority in my class was a Mexican boy whose parents were immigrants. Even though my town had an obvious lack of racial diversity, the thought of why had never crossed my mind. When I was in fifth grade a black family moved into town with a boy that was put into my class. He did all of the same activities as me and even lived in my neighborhood. We quickly became friends. Over the years, I got a front row seat to many instances of people who were not tolerant or understanding of other races. My friend would often get singled out at school by other kids because his skin color was different than ours. Sometimes, people would even shout racial slurs at him when we were walking down the street. These events got me to think about why we were a predominately white community. It wasn’t just some coincidence. It was that way for a reason. Most of the members of my community chose to live there because we were mostly white. People of different races scared them or made them uncomfortable. Being with people who were like them gave them a sense of belonging and comfort. He and his family being there ruined their security blanket. They brought in experiences, ideas, and lifestyles that were different from their own. Waterloo, Iowa is a city that was roughly twenty minutes away from me. In my area it was known as the â€Å"black town†. There is a large black community there and it held a reputation for exactly that. When I was a sophomore in high school my friend and his family moved there. They said it was because of more job opportunities, but after reading Brooks’ essay I wonder if the ideas described by him somehow applied. I now think that that maybe they moved there because Waterloo held a reputation for being home to people more like them. This is exactly what Brooks meant when he explained that places’ reputations for being home to a certain race only get intensified. I believe that Brooks’ points about our tendencies to group ourselves with similar people are valid. When I look round at my own life I can see examples of what he was talking about. Brooks’ ideas do a good job at  explaining why many aspects of our lives are the way they are. He states that we should ask ourselves if we even care that we have this sort of sheltered life. Brooks says that maybe there is nothing we can do about our tendencies for homogeneity, but perhaps we can try to lead diverse lives. In conclusion, I think we enjoy living in our own little homogenized groups, and because of that we will never become a truly integrated and diverse country.

Chamonix in the French Alps Essay

Show how Mary Shelley achieves effects through the skilful use of settings in â€Å"Frankenstein†.  I am going to explore how Mary Shelley uses settings and locations to great effect in her novel Frankenstein.  Mary Shelley was born in 1797 and was an only child. Her father was a novelist and her mother was a feminist. However her mother died only ten days after she was born. This meant Mary did not receive much emotional support or nurture as a child. In her teens Mary ran away with the poet Percy Shelley across Europe. They visited Switzerland and stayed at the Villa Diodati near Lake Geneva, the home of poet Lord Byron. Whilst there it rained constantly and many storms passed by with lots of thunder and lightening. The occupants decided to have a competition to write a story and this is where Mary Shelley began to write â€Å"Frankenstein†, aged only 19. The book begins with the explorer Robert Walton and his crew trying to find a passage through the North Pole. He then discovers a despaired Victor Frankenstein on the ice sheets. After being rescued, Victor begins to tell his story. His story starts with his childhood in Geneva, then going to university in Ingoldstadt and making the creature there. Then he talks of escaping it by going to Chamonix in the French Alps. The book ends with Victor chasing the creature to the North Pole where Victor meets Walton.  I think the inclusion of the North Pole at the start of the book works well because it fits well with the creature that Frankenstein creates. The North Pole and the creature are both mysterious and isolated. Additionally Walton is trying to overcome the North Pole just like Victor is trying to cope with the creature. The use of Robert Waltons’ letters also make the story seem more plausible Victor Frankensteins’ house in Geneva, where he grew up, is almost the complete opposite of the North Pole. His house has a happy and friendly atmosphere. It is also a spacious and relaxing. The description of ‘blue laked and snow clad mountains’ and ‘scene so beautiful and heavenly’ must have been so welcoming to Victor after spending time studying at university in Ingoldstadt where he created the creature in his lab. When Victor tries to escape from the horror of his creature and its actions he runs off to Chamonix, in the French Alps. However the creature follows him here and tells his story. I think Chamonix is a clever location for this part of the book because it fits in well with feelings of the characters. For example Victor is isolated and defenceless just like the baron landscape and the Creature is angry and aggressive like the hostile environment. Also it is described as ‘rising like the waves of a troubled sea’ which shows also that Victor is still troubled by what might happen. This is another example of sympathetic background, when the characters mood is reflected in the setting. The book ends with Victor pursuing the creature across Europe, Russia and eventually back to the North Pole where they meet Robert Walton. This is a fitting end to the book because it brings the book full circle back to the beginning. It is also the extreme conditions of the North Pole that finally force Victor to his death. They also destroy the moral of Waltons’ crew so much they force him to turn around. The North Pole defeats all the people there.  In conclusion I think that Mary Shelley uses sympathetic background as a key effect in the book in order to make the book more interesting realistic. Also she drew on her own experiences of life and where she had been to add to the vivid detail in order to enhance the book further.

The Lifestyle of Chinese American People Free Essay Example, 2250 words

Penned in 1991 by the noted American author and playwright Frank Chin, Donald Duk is the journey of a twelve-year-old boy named Donald Duk in search of his identity in multicultural America. The boy is embarrassed by his name as well as his traditional Chinese heritage. The character of the protagonist represents the new generation of Chinese Americans, who are lost in the cultural assimilation and identity crisis overpowered by the American lifestyle. Donald Duk is born in America and wants to feel and live like an American. He is in the middle of the struggle between assimilating American lifestyle while at the same time accepting his own Chinese culture. This mental struggle is displayed at the beginning of the novel. Donald Duk hates his name. he is not a duck. He is not a cartoon character. (Chin 1) Contrary to the younger generation of America-born Chinese, there are the older lot, who still respects and maintains their cultural heritage even in the small Chinatown of Americ a. The character of King Duk, father of Donald Duk represents this lot. We will write a custom essay sample on The Lifestyle of Chinese American People or any topic specifically for you Only $17.96 $11.86/page In short, the characters of Donald Duk provide a colorful picture of the American Chinatown that is hued by both preservations of traditional Chinese heritage and assimilation of American culture. The main theme of Chin s novel deals with the issue of the cultural identity of the Chinese American people and how they carry it on in their individualistic manner.