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

Sun Microsystems - Case Study ExampleSun 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 potential opportunities, and plans to capitalize on profitable alternatives. In the company, the assessment of market opportunity is closely coupled to the innovative process. Market opportunity encourages innovation and stimulates and extends markets. In fact, the assessment of market opportunity may be considered one of the early phases of the total innovative process. to date 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 divulge satisfy wants and needs, and the supply of a marketing system to support them, are requisites of opportunity realization (Annual Report 2007).In ternational expansion and acquisition strategy forget Sun Microsystems to develop unique approach to marketing and boost sales. Jabbar developed a strategy that focused on five countries that were each potential billion-dollar-a-year markets for Suns innkeeper business. They were Brazil, Spain, China, India and Italy. Shareholders were optimistic about Suns potential for growth (Jacobs and Ensign 2008, C 237). Thus, for Sun a philosophy that competition is essential for innovation. For management expects new developments to destroy animate product positions. Assuredly, firms want to secure future opportunities and capture markets. New products are developed for this purpose. Innovations result in two groups of forces, militant and monopolistic. The monopolistic forces, or the detain action 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 make 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 meet 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 amply the process of managing change and programming innovation through manipulation of knowledge. Innovation approaches manageability when participation in the process becomes part of the continuing responsibility of every(prenominal) levels of management. Sun develops the appropriate environment and set of attitudes to encourage innovation. Only then can a firm hope to deploy its resources most profitably in order to meet the challenge o f change. Innovating firms face a range of possible marketing policies (Annual Report 2007). 2. The chief elements of Suns strategy are acquisition strategy and investments, expended portfolio, trim down costs through unit volumes and consulting services. For Sun, innovation is a core of differentiation. This combination of strategic policies allows Sun to improve operating income by nearly $1.2 billion during the primary half of 2007 (Sun