Computer Industry

Computer Industry

Competitiveness on the market is a component that facilitates innovativeness and advancement of technological advancement in the market. Every firm in an industry desires to achieve a large market share by commanding a market area size larger than its rivals locally and international to conform to the industrial policy in their respective areas of operation. The ever changing people’s lifestyles have facilitated companies to carry on a cumulative strategy in technological discoveries as they strive to achieve their objectives and maximize their sales to be at par with the current industrial development across the global (Kawakami 2007).

The computing industry has experienced this competitiveness more than any other industry in the world where the growth has been tremendous and ever changing frequently. For instance, the computer industry has changed over the last one decade mostly due to the dynamic people’s lifestyle and industrial need s which have facilitated industries to change their market and industrial strategies to conform to this trend and remain relevant in the market. Exploration is a factor that facilitates things to change in a better way for industrial development. BenQ has over the last 40 years been pursuing a market design for PCs which only came to be fabricated in 2008. This long duration which utilized by the company to conduct research and industrial development strategy to enhance its fabrication brings a market impact when it’s finally introduced (Chen & Ying-Hua 2002).

The company as well as other MNCs has constantly strived to institute innovative ways to match and improve people’s lifestyles especially through the use of 3C digital spheres which include Communications, Consumer electronics and Computing. This is a strategy that has been adopted virtually by all MNCs as a competitive strategy to secure the widely competed and dynamic market. As noted by Dedrick and Kenneth (1998), there has been a phenomenal growth in the industrial strides that has been achieved especially in the manufacture of PCs and the related products. Firms have concentrated with deverticalization as a strategy and the wide use of market outsourcing have been widely used. These strategies are mainly used in order to achieve the companies’ objectives to be the leading manufacturer of both industrial and domestic PC related products (Dedrick & Kenneth 1998).

These companies have employed the use of Global Value Chains (GVC) to deal with the wide competitive environment across the world to achieve their objective of optimal sales international and maintain their market share despite many entrants in the market. Humphrey and Sturgeon (2005) notes that, the rise of BenQ and Sharp as the world’s dominant suppliers of PC and related products has been facilitated by adoption of a special configuration of GVCs known as modular value chain in the market internationally. These companies have achieved their goals and objectives through an upgrading system of their functions, products and management to capture a unique model in GVCs for better and fast development of the industry with conformity with the industry’s policies and requirements. The adoption of these strategies by the companies is relevance due to the dynamic nature of PC industrial development to ease the entrants of newcomers offering them a platform for growth (Humphrey & Sturgeon 2005).

Therefore, BenQ and Sharp companies have largely outsourced different strategies as the lead firms including product strategy, learning strategies and outsourcing strategies which they started in 1990s but have devolved over time through accumulation of technological trials to offer the best in the industry. Lastly, to strategically position themselves in the competitive market, the study has highlighted the use of diversification strategy as adopted by the firms as well as customer oriented operation and products to fit people’s lifestyles. Their technological adoption where they could switch trading partners in the market occasionally enhanced maintenance of inter-firm competitive pressure (Kishimoto 2004).