COMPETITORS STRATEGIES IN THE UK TECHNOLOGY INDUSTRIES

Analyse the Competitors Strategies in the UK Technology Industries

Table of Contents

Task 1: Proposal3

1. Introduction3

Problem Statement3

Background of the Study4

Significance and Justification of the Study5

2. Literature Review5

3. Research methods and methodology6

Research Methods7

References10

Chapter 1: Introduction11

Problem Statement11

Problem Statement12

Background of the Study12

Research Objectives13

Significance and Justification of the Study14

Chapter 2: Literature Review15

The dynamics of the Technology sector15

Technology operations16

The role of an operations strategy20

]21

Chapter 3: Methodology22

Research methods and methodology22

Research sample characteristics25

Longitudinal study25

Informants and data sources26

Research procedures and data analyses27

Chapter 4: Findings29

Gestalt analyses29

Results from the study29

Background30

Contribution to actual performance (strategic and business positioning)32

Strategic life cycles33

Factors affecting and shaping evolution34

Chapter 5: Conclusion41

Benefits of Technology Development41

Employers' Role in Technology Development42

Employees' Role in Technology Development43

Recommendations43

Bibliography49

Appendix A. Example of questionnaire development57

Analyse the Competitors Strategies in the UK Technology Industries

Task 1: Proposal

1. Introduction

This paper presents a proposal on the topic of “Analyse the Competitors Strategies in the UK Technology Industries”, which is the most debated area of organizational management sciences. This research aims to establish the degree to which Technology firms in fast moving consumer goods (UK) sectors use identifiable operations strategies; whether they contribute to positioning and performance; and, if these strategies are used, whether they display any particular life cycle in terms of that contribution.

It is argued that an operations strategy is a vital ingredient for the success of many retailers. As such, the initial objectives of the research were to establish the stated aims and objectives of these organisations as articulated in the form of a desired competitive positioning. Establishing this positioning does offer a benchmark by which to judge the subsequent success of any strategies evident.

Problem Statement

Existing empirical research has established that operations strategies can be classified and are used across a wide range of commercial sectors; some having clear preferences for type (Lowson, 2002a). This paper will endeavour to show that retailers also heavily rely upon such strategies and that they provide a substantial contribution to the positioning that these firms seek as part of their strategic aims. It will also be argued that the dynamics and complexity of the Technology sector place heavy operational burdens upon this type of organisation, underscoring the need for adopting a strategic perspective concerning future operational activities.

Background of the Study

It is argued that an operations strategy is a vital ingredient for the success of many retailers. As such, the initial objectives of the research were to establish the stated aims and objectives of these organisations as articulated in the form of a desired competitive positioning. Establishing this positioning does offer a benchmark by which to judge the subsequent success of any strategies evident.

Existing empirical research has established that operations strategies can be classified and are used across a wide range of commercial sectors; some having clear preferences for type (Lowson, 2002a). This paper will endeavour to show that retailers also heavily rely upon such strategies and that they provide a substantial contribution to the positioning that these firms seek as part of their strategic aims. It will also be argued that the dynamics and complexity ...