Out of the ashes of recession, Reliant moves to exploit a vacant niche

Article Abstract:

Reliant Motor Co. specializes in the production and sale of low-cost three-wheel fiberglass cars, but it has identified an opening in the international automobile market for a two-seat convertible that would put the fun back in motoring. The company is preparing to introduce its new $9,800 SS-1 in January 1985, and it believes strongly that the new car will carve itself a niche in the competitive and high-powered international automobile industry. Reliant was able to recover from severe economic straits in the late 1970s, at which time talk about such grandiose plans as a new sportscar would have raised eyebrows. The management methods used by the firm to return to profitability and how its management team, including Ritchie Spencer, its managing director, helped turn the company around are described.

Motor vehicles and car bodies, United Kingdom, Marketing, Automobile industry, Great Britain, Spencer, Ritchie, Reliant Motor Company Ltd.

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Breaking the multinational mould: how DEC snuggled up to its customers

Article Abstract:

Digital Equipment Corp.'s European operations are run by managers who, unlike their counterparts working for the European organizations of other large U.S. multinational firms, make decisions affecting their operations themselves (rather than being directed by U.S. headquarters). Kenneth H. Olsen, the founder and president of DEC, implemented the plan that allows managers of foreign operations to tailor their organizations to the needs and characteristics of their local customers, while remaining true to the company's overall strategies. Pier Carlo Falotti, who was chosen by Olsen to lead DEC's European operations, makes a point of listening to the managers in each of the company's national headquarters to allow him to remain as close to customers as possible.

Europe, Computer industry, Business planning, Customer relations, Digital Equipment Corp., Falotti, Pier Carlo, Olsen, Kenneth H.

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Is traditional management dead?

Article Abstract:

Traditional methods of corporate management are breaking down under the rapid economic and technological changes of the 1980s. Companies that rely on established hierarchies and top-down decisions do not respond to changes in the market place quickly enough, and tend to have poor communication. The trend toward management innovation first began at high-technology companies, but has now spread even to older companies in industries such as insurance that are not associated with innovation. Innovative management practices are characterized by decentralized decision making, broader employee ownership of shares, and participatory management. Management revision at companies such as Kaypro Corp, Equitable Life Assurance, and Procter and Gamble is discussed.

Analysis, Employee motivation, Participatory management

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