Corning Electronic Products Division :: GCSE Business Marketing Coursework

Corning Electronic Products DivisionThe By 1968 Coring realized market conditions were changing, technology was switch to a good based market. Corning did non issue if they wanted to be in this market. Some of the internal technical foul leaders were willing to turning away(p) from this market claiming Corning developed high margin and highly technical products. Mean while sales and marketing were pushing hard to boost new belong in these fields disregarding the fact that Corning was not designed to compete in a fast moving commodity market. So, although sales were down Corning salvage relied on making their profits with come forth competition pressures. They relied on patents, technical know how and substantial capital investment funds joint. Corning started to see problems when its sales force started to focus on volume of sales without a concern for gross margins. The Sales group booked as many orders as they could to meet sales goals. Sales were giving away the store, claimed manufacturing. selling was just as bad. They projected a market for a product, had manufacturing make samples and spend on capital investment, only to come screening later and say the market is not ten million, but, one million. Marketing claimed manufacturing was to slow to react to market conditions. Marketing clamed Product Development redundant time, up to seventy percent of product roll out was dog-tired on process development. What happened was the trust that is necessary for departments to be able to work closely together went away. Through all of this lack of leadership, the company still held monthly meetings. Represented at these meetings in many cases were managers how did not know what was going on.