Published by:
Harvard Business Publishing
Length: 10 pages
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Abstract
Time-based competition, which yielded competitive advantage in the mid- 1980s, revealed its dark side for many Japanese companies in the early 1990s. In industry after industry, a strategy that was supposed to produce variety ended up producing commodities. Pushing to get a greater number of products out faster, Japanese companies created a plethora of models yet stayed in the same place competitively. Today at least one strong competitor in every Japanese industry is leveraging a powerful combination of time-based competition and customer service. The success of these companies provides at least one crucial managerial lesson: strategy, to be meaningful, must link customer needs with employee capabilities and skills.
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Abstract
Time-based competition, which yielded competitive advantage in the mid- 1980s, revealed its dark side for many Japanese companies in the early 1990s. In industry after industry, a strategy that was supposed to produce variety ended up producing commodities. Pushing to get a greater number of products out faster, Japanese companies created a plethora of models yet stayed in the same place competitively. Today at least one strong competitor in every Japanese industry is leveraging a powerful combination of time-based competition and customer service. The success of these companies provides at least one crucial managerial lesson: strategy, to be meaningful, must link customer needs with employee capabilities and skills.