Sun Microsystems Case Study Example | Topics and Well Written Essays - 1750 words

sunlight Micro frames - Case Study typeSun Microsystems have good financial capabilities and ideas how to improve its position and increase productivity. Sun Microsystems forecasts developments, predicts logical consequences, translates them into capableness opportunities, and plans to capitalize on profitable alternatives. In the company, the assessment of market opportunity is closely linked to the forward-looking process. Market opportunity encourages innovation and stimulates and extends markets. In fact, the assessment of market opportunity may be considered unrivaled of the early phases of the total innovative process. Yet innovation is not equated with market opportunity. Innovation requires the supportive system of marketing resources to cultivate opportunity. Both the stimulation of a continuing flow of ideas and products that can better fit wants and needs, and the supply of a marketing system to support them, are requisites of opportunity realization (Annual Report 2 007). internationalist expansion and acquisition strategy allow Sun Microsystems to develop unique approach to marketing and acclivity sales. Jabbar developed a strategy that focused on five countries that were each potential billion-dollar-a-year markets for Suns server business. They were Brazil, Spain, China, India and Italy. Shareholders were affirmative about Suns potential for growth (Jacobs and Ensign 2008, C 237). Thus, for Sun a philosophy that competition is native for innovation. For management expects new developments to destroy existing product positions. Assuredly, firms want to secure future opportunities and capture markets. sore products are developed for this purpose. Innovations result in two groups of forces, belligerent and monopolistic. The monopolistic forces, or the delayed swear out of competition, offer the innovator incentives to innovate. The competitive features diffuse the benefits of past innovations into the public domain. This puts the innovator under pressure to bump off further innovations if he is to maintain his competitive advantage and the better-than-minimum profits that go with it. Innovation is, then, one of the competitive tools of the business firm. It is a major means of creating a differential advantage, albeit sometimes short-lived. In adjusting to change, and in attempting to see to it the demands of the marketplace, it must be managed, and programmed innovation is becoming one of the foundations of business strategy (Hollensen 2007). This places additional pressure on management to understand more fully the process of managing change and programming innovation through utilization of knowledge. Innovation approaches manageability when participation in the process becomes part of the continuing responsibility of all levels of management. Sun develops the appropriate environment and set of attitudes to encourage innovation. Only then can a firm want to deploy its resources most profitably in order to meet the challenge of change. Innovating firms face a identify of possible marketing policies (Annual Report 2007). 2. The chief elements of Suns strategy are acquisition strategy and investments, expended portfolio, reduced cost through unit volumes and consulting services. For Sun, innovation is a core of differentiation. This combination of strategic policies allows Sun to improve operating(a) income by nearly $1.2 billion during the first half of 2007 (Sun