Harvard Case - Display Technologies, Inc.
"Display Technologies, Inc." Harvard business case study is written by Jonathan West, H. Kent Bowen, Ryota Matsui. It deals with the challenges in the field of Operations Management. The case study is 24 page(s) long and it was first published on : Apr 7, 1997
At Fern Fort University, we recommend that Display Technologies, Inc. (DTI) implement a multifaceted strategy focused on operational excellence, strategic innovation, and market expansion. This strategy will involve optimizing existing manufacturing processes, developing new high-performance display technologies, and strategically entering new markets, particularly the rapidly growing mobile device and automotive sectors.
2. Background
Display Technologies, Inc. (DTI) is a leading manufacturer of high-performance liquid crystal displays (LCDs) for a variety of applications, including televisions, computer monitors, and industrial equipment. The company faces challenges including intense competition from Asian manufacturers, increasing customer demands for higher resolution and thinner displays, and the need to adapt to rapidly evolving technological advancements.
The case study focuses on DTI's CEO, Michael Lawson, who is tasked with determining the company's future direction. He is considering several options, including focusing on its core LCD business, investing in new display technologies like OLED, or pursuing a strategic acquisition.
3. Analysis of the Case Study
Strategic Framework: We will use Porter's Five Forces framework to analyze DTI's competitive landscape and identify key opportunities and threats.
- Threat of New Entrants: High. The barrier to entry in the display manufacturing industry is relatively low, with new players emerging from Asia.
- Bargaining Power of Buyers: High. Customers have many choices and are demanding lower prices and higher performance.
- Bargaining Power of Suppliers: Moderate. DTI relies on a limited number of suppliers for key components, but there is some competition among suppliers.
- Threat of Substitute Products: High. Emerging technologies like OLED and microLED pose significant threats to LCDs.
- Competitive Rivalry: Very High. The display industry is highly competitive, with companies constantly vying for market share.
Operational Framework: We will use the Operations Strategy Framework to analyze DTI's current operations and identify areas for improvement.
- Cost Leadership: DTI needs to improve its cost structure to compete with low-cost Asian manufacturers.
- Differentiation: DTI needs to differentiate itself through innovation and higher-quality products.
- Focus: DTI needs to focus on specific market segments where it can achieve competitive advantage.
Financial Analysis: DTI's financial performance has been declining in recent years, indicating a need for cost reduction and revenue growth.
Market Analysis: The global display market is expected to grow significantly in the coming years, driven by demand from mobile devices, automotive, and other emerging applications.
4. Recommendations
1. Operational Excellence:
- Implement Lean Manufacturing: DTI should adopt Lean principles to eliminate waste, improve efficiency, and reduce costs. This includes value stream mapping, Kaizen, and Kanban.
- Optimize Supply Chain: DTI should optimize its supply chain by implementing Just-in-Time (JIT) production, Materials Requirements Planning (MRP), and Enterprise Resource Planning (ERP) systems.
- Improve Inventory Management: DTI should implement Six Sigma methodologies to reduce inventory levels and improve inventory control.
- Focus on Quality: DTI should implement Total Quality Management (TQM) principles to ensure consistent product quality and customer satisfaction.
- Utilize Technology and Analytics: DTI should invest in operations technology management and operations analytics to gain real-time insights into production processes, identify bottlenecks, and optimize performance.
2. Strategic Innovation:
- Invest in R&D: DTI should invest heavily in research and development to develop new display technologies, including OLED and microLED.
- Focus on Innovation: DTI should establish a culture of innovation and encourage employees to generate new ideas and solutions.
- Partner with Universities and Research Institutions: DTI should collaborate with universities and research institutions to access cutting-edge technologies and talent.
- Develop New Products and Applications: DTI should develop new products and applications for emerging markets, such as mobile devices, automotive, and wearables.
3. Market Expansion:
- Target High-Growth Markets: DTI should focus on high-growth markets like mobile devices and automotive, where demand for high-performance displays is increasing rapidly.
- Develop Strategic Partnerships: DTI should form strategic partnerships with key players in target markets to gain access to distribution channels and customer relationships.
- Consider International Expansion: DTI should consider expanding its operations into new international markets to diversify its revenue streams and reduce reliance on the mature North American market.
- Leverage Digital Marketing: DTI should leverage digital marketing channels to reach new customers and build brand awareness.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies: DTI's core competency lies in its manufacturing expertise and technological capabilities. The recommendations build upon these strengths by focusing on operational excellence and innovation.
- External Customers: The recommendations address the needs of DTI's customers by focusing on higher performance, lower costs, and new product offerings.
- Competitors: The recommendations aim to differentiate DTI from its competitors by focusing on innovation, operational efficiency, and strategic market expansion.
- Attractiveness: The recommendations are expected to improve DTI's financial performance by reducing costs, increasing revenue, and expanding into high-growth markets.
- Assumptions: The recommendations assume that DTI has the resources and commitment to implement these changes effectively.
6. Conclusion
By implementing these recommendations, DTI can achieve operational excellence, drive innovation, and expand into new markets. This will enable the company to regain its competitive edge, improve its financial performance, and secure its long-term future in the rapidly evolving display industry.
7. Discussion
Alternatives:
- Focusing solely on core LCD business: This option would be risky, as DTI would be vulnerable to competition from low-cost Asian manufacturers and the emergence of new display technologies.
- Acquiring a competitor: This option could be expensive and risky, and may not be the best way to achieve DTI's strategic goals.
Risks:
- Implementation challenges: Implementing these recommendations requires significant resources, commitment, and change management.
- Technological advancements: Rapid technological advancements could render DTI's investments obsolete.
- Competition: Intense competition from Asian manufacturers could limit DTI's market share.
Key Assumptions:
- DTI has the resources and commitment to implement these recommendations.
- The global display market will continue to grow in the coming years.
- DTI can successfully develop and commercialize new display technologies.
8. Next Steps
- Develop a detailed implementation plan: This plan should outline specific actions, timelines, and resources required for each recommendation.
- Secure funding: DTI needs to secure the necessary funding to support its investment in research and development, operational improvements, and market expansion.
- Build a strong leadership team: DTI needs to build a strong leadership team with the expertise and commitment to drive change.
- Communicate effectively: DTI needs to communicate its vision and strategy effectively to employees, customers, and investors.
By taking these steps, DTI can transform itself into a more competitive and successful company in the global display industry.
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Case Description
Display Technologies, Inc. (DTI) is a new joint venture between Toshiba and IBM Japan that is manufacturing the most advanced form of flat panel displays. With success in achieving significant production volumes, DTI has been asked to double its output as quickly as possible. Mr. Shima, DTI's president, must decide among three options, each of which has immediate and long-term strategic consequences.
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