Last One Standing - Assignment Example

Last One Standing Introduction (Strategy of Elmira Stove Works) When Ontario Canada disappeared with appliance manufacturing, Elmira Stove Works came up in 1975 with the concept of custom-made appliance manufacturing (Ryerson). The company has grown remarkably in appliance industry as after origin, it has shown magnificent rise in terms of sales number and in terms of market growth and expandability (Ryerson). Elmira produces classic style retro appliances inclusively stoves, refrigerators and microwave ovens, which are valuable to its customers and to whom the company is associated with (partners and shareholders).

Presently, the company is operative with a competitive vision as it seeks to secure its competitive advantage wherever it gets possible. Overall, the company is moving with a delighted pace as it is working effectively with a comprehensive business strategy. The company has actually worked out in quality, style and service which are core features of its successive business strategy (Ryerson 3). Generic Strategy of Elmira Working in the rivalry aspect is most important for a company like Elmira which is present in small scale and is relying heavily on single product lines (appliances) to bring business success (Ryerson 3).

Actually, working out in competition is the strength of Elmira and that is what describes its generic business strategy (Ryerson). Elmira has effectively filled the space of appliance manufacturing in Canada where major rivalries such as Whirlpool, Camco, Electrolux and Heartland Appliances have left wider space open for Elmira. It is through filling the space well in appliance manufacturing Elmira has out beaten its market competitors (Ryerson). This got possible through Elmira striving vision- striving for the core competencies which included a strong supply distribution network, competent employees, and effective production facility (Ryerson).

It was through Elmira’s generic strategy (beating market competition), the company was able to secure its position in the market. And it was through this strategy it enabled the market prospect appear for the company in the coming years (Ryerson 3). Rating Elmira to the three tests of a Winning Strategy It was after ten years of origin, the company Elmira Stove Works reached to its point of success. It was in 1986 when Elmira employed 120 employees, sold 10,000 units annually and was able to secure $12 million revenue (Ryerson 11).

It was Elmira’s well adjustment to Ontario’s business environment (market environment) which allowed the company to drives its position in the regional market. This makes Elmira pass the fit test, which talks about a company’s suitable adjustment to the market environment. Elmira also comes out to be highly performance oriented. The company after intruding the market of Ontario which was highly challenging for a small scale appliance manufacturer was able to secure its progress in the market.

It was Elmira’s brighter vision for satisfying customers and maintaining the quality which made the company compel through its performance test (Ryerson 11). Transforming the first buyers to patrons was aimed by Brian Hendrick (the founder of Elmira), at the start. This objective made Elmira capture its loyal customers all over the Ontario State Canada (Ryerson). The company with the leader’s vision secured competitive advantages of quality production, cost effectiveness, fast supply distribution networking and attractive product featuring.

This made Elmira fit to the competitive advantage test- a test which shows that how much integrated the company is with its market audience (Ryerson 12).Works CitedRyerson. Strategic Management. Toronto: Ryerson University, 2013. Print.