James Dyson has been an inventor since 1970, and has invented an incredible array of products. These inventions have experienced several subsequent innovations. Indeed, the inventor has sold a dozen products that range from "Dyson" vacuum cleaners to washing machines. The vacuum cleaners have been innovatively design where it does not need a bag and have a striking design. The purpose of this study is to analyze the strategy of Dyson, who started from nothing, and has succeeded in positioning its line of vacuum cleaners as a market leader in this particular home appliance sector.
The Dyson Facility entered the Japanese market in the 80s, at a time when the country was encouraging entrepreneurship at a growth rate of 4% per annum.
The specialty retail sector was still growing at the time of the launch of the first Dyson vacuum cleaner in Japan during the 80s. Dyson believed that he would be able to bring about a revolution in the market with his bag-less vacuum cleaner.
However, he was disappointed in this ambition, as his invention did not count among the leaders in home appliances. The Dyson Dual Cyclone represented competition for the market of vacuum cleaners with bags. The challenge was to break into the distribution channels despite the pressure imposed by the market leaders. To do this, Dyson used funds that he had collected through his licenses, to relocate to the large distribution areas in Europe in the 90s.
To this end, we will examine the external environment of the market for vacuum cleaners. We will then propose an internal analysis of the strategy that James Dyson introduced in his company to become a market leader. Finally, we conclude with the observation that evolution is an ongoing process in the company.
Dyson had the foresight to protect his products from new entrants through patents. However, Hoover, a subsidiary of Whirlpool and a leader in the market for vacuum cleaners, was convicted in court for patent infringement, 18 months after it sold a product that was an imitation of Dyson. Meanwhile, the product range from Philips now includes a unit without a bag and a design similar to that of Dyson. This product cannot justifiably be called a copy, even though it was inspired by Dyson and poses a threat to it.
The reaction from the market leaders, however, seems the normal response to a business which is stealing a lot of the market shares. Dyson counterattacks imitations though the judicial route.
Tags: Dyson, bag-less vacuum cleaners,home appliances market.
[...] The purpose of this study is to analyze the strategy of Dyson, who started from nothing, and has succeeded in positioning its line of vacuum cleaners as a market leader. To this end, we will examine the external environment of the market for vacuum cleaners. We will then propose an internal analysis of the strategy that James Dyson has introduced in his company to become a market leader. Finally, we conclude with the observation that evolution is an ongoing process in the company. [...]
[...] Dyson entered the market with a good idea, that of a bagless vacuum cleaner and competitors were unable to retaliate with a similar product because it was protected by patents. It is undeniable that Dyson has inspired more than one product in the product range of Hoover, Philips, and Samsung. However, it is noteworthy that that no one offers the "Hurricane" technology for the dust collector. On the market for vacuum cleaners, an innovation that may well develop into a threat for Dyson is the "self vacuum" created by Roomba. [...]
[...] (Source: INSEE) Mode of Distribution: The specialty retail sector was still growing at the time of the launch of the first Dyson vacuum cleaner in Japan during the 80s. James Dyson believed that he would be able to bring about a revolution in the market with him bag-less vacuum cleaner. However, he was disappointed in this ambition, as his invention did not count among the leaders in home appliances. The Dyson Dual Cyclone death, represented competition for the market for vacuum cleaners with bags (150 million Euros in 1984 for Great Britain). [...]
[...] CEO James Dyson was the source of the vacuum cleaner, and continued the innovative tradition of his business by selling more and more products which were differentiated from his competitors. Dyson's strategy is based on the encouragement it provides to teams of researchers, to stay on top of innovation for new appliances. Specific management researchers are the products of the strategy adopted by James Dyson. Specific management researchers: Researchers are responsible for most innovations in the company, which must implement a special management system which is able to meet their expectations in order to attract and retain them. [...]
[...] Dyson cannot afford to compete on the communication plan, and thus focuses on R&D. Valuing innovative behavior: Innovation and knowledge production depends on the creativity of all stakeholders of the company and their ability to take risks. Radical innovations are required from those who have the ability to convince their superiors, to win over strategies and structures that are often synonymous with inertia and conformism. The contractor plays a vital role, in the creation of the company which often results from innovation. [...]
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