Britain's Competitiveness: The Management of the Vehicle by Dr Christopher Carr

By Dr Christopher Carr

This booklet addresses the frequent drawback relating to British industry's skill to compete the world over. via an research of the united kingdom car parts area, the writer examines the relevant matters on the middle of the competitiveness debate and descriptions why there was the sort of frequent and critical decline within the functionality of British production. It attracts on findings from visits to thirty British brands and likewise to thirty in a foreign country brands in Germany, america and Japan, matched on a product foundation to permit comparisons and a real foreign point of view. the writer concludes that aggressive decline is due, partly, to a weak spot within the strategic administration strength of many united kingdom businesses, and likewise to the inability of enough co-ordination and co-operation among consumer and provider industries. Dr Carr identifies the rest components of vulnerability and priorities for motion, and at last considers the results for Britain's total competitiveness.

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Extra info for Britain's Competitiveness: The Management of the Vehicle Component Industry

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Policy advisors in Britain seem to have been obsessed with relatively short-term disequilibrium problems, such as inflation, the balance of payments and unemployment, whilst neglecting the underlying long-term problems experienced by business sectors suffering competitive decline. Japan’s sense of direction on the other hand reflects an over-riding priority to the long run growth and, competitiveness of critical business sectors. Britain should not overlook the major economic principles so far discussed, but it may need to recover a similar sense of longer-term direction.

For this reason it is necessary to explore such problems directly, without relying on policy panaceas derived from the highly abstract preoccupations of theoretical economics. It is not that theoretical economics is not important, not a worthwhile and necessary activity. It is simply that it is time for politicians and others to stop thinking that it can offer simple answers. 200) and should be prepared to take direct action at the more specific industrial level: it could also afford to be more pragmatic in terms of more general economic policy.

No one concerned with ensuring competitiveness can ignore such financial issues, but it must also be remembered that financial analysis is only the starting point in assessing an organisation’s strategic situation: Buchele (1962) enumerates several limitations. An overemphasis on financial considerations can be dangerous and may have contributed to declining competitiveness in the case of some US industries (Hayes and Garvin, 1982; Hayes and Abernathy, 1980). In Britain the case of Norton-Villiers-Triumph is often cited as a case of over-cautious financial policies resulting in a situation of competitive retreat and ultimately collapse (Boston Consulting Group, 1975).

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