Corning Electronic Products Division :: GCSE Business Marketing Coursework

Corning electronic Products DivisionThe By 1968 Coring realized market conditions were changing, technology was shifting to a commodity based market. Corning did not know if they wanted to be in this market. Some of the internal technical leaders were willing to turn past from this market claiming Corning developed high margin and highly technical products. recollect while gross revenue and marketing were pushing hard to win unused work 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 still relied on making their profits with out emulation pressures. They relied on patents, technical know how and substantial capital investment joint. Corning started to go over problems when its sales force started to focus on volume of sales without a concern for gross margins. The Sales group booked as umpteen orders as they could to meet sales goals. Sales were giving away the store, claimed manufacturing. merchandise was just as bad. They projected a market for a product, had manufacturing attain samples and spend on capital investment, only to come back afterward and say the market is not ten million, but, one million. Marketing claimed manufacturing was to die away to react to market conditions. Marketing clamed Product Development wasted time, up to seventy percent of product roll out was spent on process development. What happened was the trust that is necessary for departments to be able to work close together went away. Through all of this lack of leadership, the company still held periodical meetings. Represented at these meetings in many cases were managers how did not know what was firing on.