abhishreshthaa
Abhijeet S
Control Data Corporation (CDC) was a supercomputer firm. For most of the 1960s, it built the fastest computers in the world by far, only losing that crown in the 1970s after Seymour Cray left the company to found Cray Research, Inc. (CRI). CDC was one of the nine major United States computer companies through most of the 1960s; the others were IBM, Burroughs Corporation, DEC, NCR, General Electric, Honeywell, RCA, and UNIVAC. CDC was well known and highly regarded throughout the industry at one time.
During World War II the U.S. Navy had built up a team of engineers to build codebreaking machinery for both Japanese and German electro-mechanical ciphers. A number of these were produced by a team dedicated to the task working in the Washington, D.C., area. With the post-war wind-down of military spending the Navy grew increasingly worried that this team would break up and scatter into various companies, and it started looking for ways to covertly keep the team together.
Eventually they found their solution; the owner of a Chase Aircraft affiliate in St. Paul, Minnesota, John Parker, was about to lose all his contracts with the end of the war. The Navy never told Parker exactly what the team did, since it would have taken too long to get top secret clearance. Parker was obviously wary, but after several meetings with increasingly high-ranking Naval officers it became apparent that whatever it was, they were serious, and he eventually agreed to give this team a home in his military glider factory.
The result was Engineering Research Associates (ERA), a contract engineering company that worked on a number of seemingly unrelated projects in the early 1950s. One of these was one of the first commercial stored program computers, the 36-bit ERA 1103. The machine was built for the Navy, which intended to use it in their "above board" code-breaking centers. In the early 1950s a minor political debate broke out in Congress about the Navy essentially "owning" ERA, and the ensuing debates and legal wrangling left the company drained of both capital and spirit. In 1952 Parker sold ERA to Remington Rand.
Although Rand kept the ERA team together and developing new products, it was most interested in ERA's magnetic drum memory systems. Rand soon merged with Sperry Corporation to become Sperry Rand, and in the process of merging the companies, the ERA division was folded into Sperry's UNIVAC division. At first this did not cause too many changes at ERA, since the company was used primarily to provide engineering talent to support a variety of projects. However, one major project was moved from UNIVAC to ERA, the UNIVAC II project, which led to lengthy delays and upsets to nearly everyone involved.
Furthermore, the MP3P market had been growing quite steadily as several customers requested more add-on features added to the original function of playing music. Aside, it forced MP3 manufacturers to continuously look for new ways to improve their existing products as many focused on research and development to differentiate themselves from their competitors. In addition, ReignCom had to have complete control over the entire production process and decided to choose Chase way as a partner for business. ReignCom outsourced the external design of MP3 players to INNO design recognizing that the product design should be an essential point in winning the customers’ choice of products. There was a point that ReignCom could not find a distribution channel that was willing to shelf the company’s iriver MP3 players but, due to the sharp decrease in demand, ReignCom had to shut down its production for a couple of months. In speaking of ReignCom’s operation strategy, there are adaptation of manufacturing outsourcing strategy as the company have no manufacturing base of its own and therefore had to adopt an outsourcing strategy, as ReignCom was fully in charge of operations from production line design, promotion management, quality control to resource purchasing while, AV Chase way was responsible for recruiting and managing human resources as well as in managing the relationship between the Chinese government and ReignCom exercising fully its supply chain relationships to the market. Also, ReignCom was able to decide the production volume and conduct quality control without waiting AV Chaseway’s permission. Another operation strategy embedded by ReignCom was their design outsourcing strategy as the company never had a formal design management as there was a new product planning team that took care of work related to design and enable to suggests new concepts for new MP3 player models as also professional design companies have designed the outer shapes of the new MP3 models and resulted in ReignCom and INNO partnership integrating its technical information within its specifications in realizing plans for the model creation.
Nevertheless, it had reflected ReignCom’s commitment to making MP3 players attractive to their customers as the company not only considered functionality but also aesthetics turned in into a shrewd strategy for ReignCom. As the product design denotes a key differentiating point for an MP3 player. The company then, could not deny the fact that, they also have its competencies that will in a way avoid ReignCom in giving an edge to be stable in the global market and it is true that ReignCom need to approach such concerns in a different perspective to achieve success within the business. Furthermore, research and development is working on the side very well as ReignCom was able to develop world class, unique research and development capabilities in designing and manufacturing sleek MP3 players as their capabilities incorporates ReignCom’s core competence in the market. The rise of digital convergence and the MP3 mobile phones as a result of better innovation in digital technology has meant the slight collapse of some electronic industries as they serve personal computers and household appliances as there is a fact that, mobile phone manufacturers were trying to capitalize the popularity and demand of MP3 players within the global market. Although Mr. Yang, the CEO of ReignCom believe that there is no a perfect convergence product as its size and weight will then increase as the MP3 would be able to find new ways to survive as new technology can emerge totally.
During World War II the U.S. Navy had built up a team of engineers to build codebreaking machinery for both Japanese and German electro-mechanical ciphers. A number of these were produced by a team dedicated to the task working in the Washington, D.C., area. With the post-war wind-down of military spending the Navy grew increasingly worried that this team would break up and scatter into various companies, and it started looking for ways to covertly keep the team together.
Eventually they found their solution; the owner of a Chase Aircraft affiliate in St. Paul, Minnesota, John Parker, was about to lose all his contracts with the end of the war. The Navy never told Parker exactly what the team did, since it would have taken too long to get top secret clearance. Parker was obviously wary, but after several meetings with increasingly high-ranking Naval officers it became apparent that whatever it was, they were serious, and he eventually agreed to give this team a home in his military glider factory.
The result was Engineering Research Associates (ERA), a contract engineering company that worked on a number of seemingly unrelated projects in the early 1950s. One of these was one of the first commercial stored program computers, the 36-bit ERA 1103. The machine was built for the Navy, which intended to use it in their "above board" code-breaking centers. In the early 1950s a minor political debate broke out in Congress about the Navy essentially "owning" ERA, and the ensuing debates and legal wrangling left the company drained of both capital and spirit. In 1952 Parker sold ERA to Remington Rand.
Although Rand kept the ERA team together and developing new products, it was most interested in ERA's magnetic drum memory systems. Rand soon merged with Sperry Corporation to become Sperry Rand, and in the process of merging the companies, the ERA division was folded into Sperry's UNIVAC division. At first this did not cause too many changes at ERA, since the company was used primarily to provide engineering talent to support a variety of projects. However, one major project was moved from UNIVAC to ERA, the UNIVAC II project, which led to lengthy delays and upsets to nearly everyone involved.
Furthermore, the MP3P market had been growing quite steadily as several customers requested more add-on features added to the original function of playing music. Aside, it forced MP3 manufacturers to continuously look for new ways to improve their existing products as many focused on research and development to differentiate themselves from their competitors. In addition, ReignCom had to have complete control over the entire production process and decided to choose Chase way as a partner for business. ReignCom outsourced the external design of MP3 players to INNO design recognizing that the product design should be an essential point in winning the customers’ choice of products. There was a point that ReignCom could not find a distribution channel that was willing to shelf the company’s iriver MP3 players but, due to the sharp decrease in demand, ReignCom had to shut down its production for a couple of months. In speaking of ReignCom’s operation strategy, there are adaptation of manufacturing outsourcing strategy as the company have no manufacturing base of its own and therefore had to adopt an outsourcing strategy, as ReignCom was fully in charge of operations from production line design, promotion management, quality control to resource purchasing while, AV Chase way was responsible for recruiting and managing human resources as well as in managing the relationship between the Chinese government and ReignCom exercising fully its supply chain relationships to the market. Also, ReignCom was able to decide the production volume and conduct quality control without waiting AV Chaseway’s permission. Another operation strategy embedded by ReignCom was their design outsourcing strategy as the company never had a formal design management as there was a new product planning team that took care of work related to design and enable to suggests new concepts for new MP3 player models as also professional design companies have designed the outer shapes of the new MP3 models and resulted in ReignCom and INNO partnership integrating its technical information within its specifications in realizing plans for the model creation.
Nevertheless, it had reflected ReignCom’s commitment to making MP3 players attractive to their customers as the company not only considered functionality but also aesthetics turned in into a shrewd strategy for ReignCom. As the product design denotes a key differentiating point for an MP3 player. The company then, could not deny the fact that, they also have its competencies that will in a way avoid ReignCom in giving an edge to be stable in the global market and it is true that ReignCom need to approach such concerns in a different perspective to achieve success within the business. Furthermore, research and development is working on the side very well as ReignCom was able to develop world class, unique research and development capabilities in designing and manufacturing sleek MP3 players as their capabilities incorporates ReignCom’s core competence in the market. The rise of digital convergence and the MP3 mobile phones as a result of better innovation in digital technology has meant the slight collapse of some electronic industries as they serve personal computers and household appliances as there is a fact that, mobile phone manufacturers were trying to capitalize the popularity and demand of MP3 players within the global market. Although Mr. Yang, the CEO of ReignCom believe that there is no a perfect convergence product as its size and weight will then increase as the MP3 would be able to find new ways to survive as new technology can emerge totally.