Marketing Strategy and Competitive Positioning pdf ebook
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hooley graham et al marketing strategy and competitive posit
Dyson sales
3.5 3 2.5 2 1.5 1 0.5 0 1994 2000 2005 2010 2015 2017 Source : company © FT 92 CHAPTER 3 THE CHANGING MARKET ENVIRONMENT Its fans and air purifiers have given Dyson knowl- edge in the physics of air flow, an important area for electric vehicles because drag is a key factor in bat- tery range, the distance that an electric vehicle can eke out of its ‘tank’ before needing to recharge. For instance, a Tesla Model S can travel 300 miles on a full battery, in part because of its sleek design. But when carrying bicycles, the distance falls significantly. Most established car brands have distinctive grills, which allow cooling air to flow into the hot engines. Keeping the same design for their electric cars allows models to be recognised by the motoring public – an Audi electric car will still look like an Audi – but it will bring aerodynamic trade-offs that will hamper the cars’ range. That should give those starting from scratch an automatic head start. Dyson’s other forte is batteries. It already makes 7 per cent of the world’s lithium ion cells, to power devices such as its cordless floor cleaners. However, it may be forced to scale back the extent of its technological ambitions – at least for now. The company originally intended for its cars to be pow- ered by cells developed in-house as part of a £1bn investment, but has now admitted that it could buy them from an external supplier. Many car makers already buy-in their batter- ies to avoid being locked into a single battery type and the huge expense of building a cell production site, says Chris Robinson, a senior analyst at Lux Research. ‘One alternative [for Dyson] could be licensing its [battery] material to have someone else make it for them – a contract manufacture,’ he adds. ‘There are a lot of battery factories in China and elsewhere in Asia.’ Dyson’s reluctance to collaborate with other companies – borne out of years of defending its intel- lectual property – makes this approach unlikely. This mindset played a crucial role in its decision not to build in Britain, because many of the UK government-funding channels require collabora- tion with smaller partners, an approach designed to foster a domestic supply chain. Britain may need to change this approach to win future work. ‘Where we are falling down is not having any capi- tal money to put into these things,’ says one govern- ment figure. ‘Other states cheat the system and find ways around that, but we don’t.’ China dominates sales of battery electric vehicles Source : Peter Campbell and Michael Pooler, “Dyson: a British inventor pivots to Asia” in London and Stefania Palma in Sydney OCTOBER 26, 2018. Download 6.59 Mb. Do'stlaringiz bilan baham: |
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