based on the representation of executives from each company. Furthermore, customer data is not presented and limits the perspective of global competitiveness to the responses of executives. Biases and limitations and limitations can negatively impact research if they are not acknowledged to allow for further research opportunities. If the data presented is not reliable, there is difficulty relating the research problem to the data. The research question relies on accurate representation of executive decision making and consumer data. Biases and limitations that are not addressed can contribute to a research gap and misinterpretation of the data. Other research study. Russell and Millar’s (2014) study examines the how competitive priorities are managed throughout manufacturing firms in the Caribbean (p. 72). Manufacturers in the Caribbean are encountering increased competition from global markets and new business strategies are needed for them to engage with their competitors. The five competitive priorities that are examined in this study are product cost reduction, product quality based on consumer preference, product flexibility to allow for change management, delivery, and innovation (Russell & Millar, 2014, pp. 73-74). In the study, Russell and Millar revealed that innovation was ranked last in competitive priorities for Caribbean manufacturing companies. However, cost was ranked highest in priority because of the economic climate of the Caribbean. Quality was ranked
Running head: MILESTONE ONE 10 second mostly because of “small producers with low production volumes” (Russell & Millar, 2014, p. 79). These producers rely on loyalty to their brand and product quality has become a high priority. Russell and Millar (2014) attribute the low interest in innovation because the size of many Caribbean manufacturers does not allow for the capacity to perform research. Other related organization. Nokia is an example of the lack of product innovation in the wake of global competition. The company was a leader in the mobile phone business before it was acquired by Microsoft in 2013. When Google released the Android smart phone in 2008, Nokia’s market share decreased, and it struggled to meet the needs of new and existing customers. As consumer income increased, the “mobile phone was more considered as entertainment tools” and “the purchase behavior is more emotional and intuitive” (Jia and Yin, 2015, p. 449). While Nokia developed the technology of their phones, it was not aligned to consumer demand. It focused more on the hardware component of the cell phone than the software component. Nokia did not want to cooperate with other mobile phone manufacturers and sought to monopolize the mobile phone market. Unfortunately, Nokia did not have a market stronghold and the decision to sell its business to Microsoft rescued jobs and continued mobile phone production under the Microsoft brand.
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