Friday, September 27, 2019
Lear Wont Take a Backseat Case Study Example | Topics and Well Written Essays - 250 words
Lear Wont Take a Backseat - Case Study Example Learââ¬â¢s window of opportunity for strategic advantage given by using virtual reality environment would not be for long as the technology is increasingly being adopted within the business strategy and processes across the globe. It has at the most around one to two years of advantage before its competitors catch up with it. With fast advancing technology, the businesses are rapidly adopting the technology-based changes in their processes. It is envisioned that within the next two years, Learââ¬â¢s competitors would be able to acquire expertise and competency in the designing and working in the virtual environment. Hence, it is important that Lear continuously try to innovate to maintain its competitive advantage in the industry. à CAD system does offer Lear huge advantage because it hugely facilitated in digitalizing the manual process of designing. It helped the designers in creating designs that could be changed with the flick of cursor that not only saved time but also the physical labor-intensive way of designing with clay. à Virtual reality system significantly adds value to Lear and GM mainly through the creation of value chain that simplifies the various related processes and integrates them to reduce time. At the same time, it increases efficiency and gives the company distinct advantage in the market. Initially, it involved designers, sculptors, and final production/ manufacturing. Learââ¬â¢s use of technology eliminated the need for sculptors and designers were able to design prototypes and make appropriate correction to suit the customers without bothering with manual clay modeling of the design. The three-dimensional virtual reality environment helped them to visualize and experience the real product in a virtual environment. This was vital input that created a whole new concept of the value chain for GM. à Lear executives could seek a number of competitive advantages from IS in general.
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