Defence Market Research Articles

MEMS

MEMS (Micro-Electro-Mechanical Systems) technology has already taken root firmly in today's world. It is destined to become a hallmark 21st century manufacturing technology with numerous and diverse applications. MEMS will have a dramatic impact or everything from aerospace technology to biotechnology. As a breakthrough technology allowing unparalleled synergy between apparently unrelated fields of endeavour such as biology and microelectronics, MEMS is forecasted to have a commercial and defense market growth similar to its parent IC technology. The author presents a brief overview of this breakthrough technology, looking at the design, fabrication process, packaging, testing and applications.

The recent opening of the French defence market and Anglo‐French defence relationships

The recent opening of the French defence market and Anglo‐French defence relationships

South Africa: An overview of the defence industry

The South African defence industry is one of the largest in the developing world. Its development and expansion have been influenced by a number of factors—strategic, political and economic. In the post‐apartheid era, one of the main debates has been on the value and future of a local defence industry. With the decrease in the possibility of an external threat, the necessity of maintaining the defence industry has been questioned. Between 1989 and 1994, substantial cuts in defence expenditure were implemented in South Africa. As a result, the defence industry was forced to downsize and restructure. The strategy of rationalisation and restructuring after 1992 was based on the desire to remain in the market but to shrink to fit the declining domestic defence market. This article reviews the South African defence industry, which is in the throes of restructuring and suggests that it has led to a down scaled defence industry.

Security and marketshare: Bridging the transatlantic divide in the defense industry

This essay examines the recent trends in the transatlantic defense industry, including the increased levels of cooperation and consolidation on both sides of the Atlantic. Factors associated with the rise in multilateral efforts to create a unified defense market among the major West European states are analyzed in the context of the existing constraints posed by domestic politics and economic considerations. The response of the US government and individual manufacturers will be evaluated as a comparison for the European efforts. Finally, the potential for a broad framework to promote future transatlantic cooperation will be examined.

Technology Fees Can Be Used to Improve Marketing Strategies in Public Urban Universities

ABSTRACT This paper discusses various ways that public universities may finance the use of technology. It then suggests reasons why administrators in public urban universities should use technology fees to finance the cost of current and future computer technology. The authors believe that technology fees should be used because urban public universities have a larger percentage of non-traditional students who historically have lower retention rates. Rather than focusing on a defensive marketing strategy to avoid enrollment losses, universities should concentrate on an aggressive, positive marketing strategy to trumpet the advantages that students receive from the use of technology fees. Suggestions are presented for ways that colleges and universities can use the “technology fee” as a means of enhancing student satisfaction and increasing student retention.

Defence procurement in the UK*

This paper analyses the demand and supply sides of the UK defence market, including the Ministry of Defence (MoD) role as a major buyer and the UK defence industrial base. It explains MoD's competitive procurement policy and evaluates its results, problems and future prospects.

Strategic change in the European defence industry

Discusses how recent changes in the European defence market have forced leading defence companies to make significant changes to their corporate strategy. Examines these changes, reviews the existing literature on strategic change in the defence sector and provides a detailed case study of British Aerospace. Shows that the process of strategy formulation is complex and changing. Moreover, makes it clear that the defence market is restructuring at a European and international level and that the process of managerial collaboration is intensifying. Says that the future of the defence industry and the strategic focus of defence firms is thus unlikely to remain in the hands of national governments but will be determined at a European or global level.

Restructuring the UK defence industry: Market pressures and management initiatives

In response to recent changes in the defence market, many UK companies have undertaken major reviews of their corporate strategy. This article examines the relationship between this strategic change and management change by analysing data derived from a survey of defence firms in the defence-dependent region of south-west England. The results indicate that strategic change has been strongly associated with management change. Large, highly defence-dependent companies are particularly likely to have been involved in management change. However, there is no conclusive evidence that management change has improved company performance. Management change should hence be planned with care and not viewed as a panacea for improved performance.

Capabilities, strategy and environment: the adaptation of the UK military aircraft industry to the Post-Cold war environment

This paper examines how companies in the UK' military aircraft industry have responded to the post-Cold War environment of reduced defence budgets. Giwen the substantial devline in levels of global defence spending since 1989, it is perhaps surprising that few companies have attempted to diversift out of defence markets. This paper considers the extent to which defence market environment has influenced the organizational capabilities possessed by companies potentially limiting their relevance to other markets, thus constraining the diversification opportunities available. The explanation suggested here is largely neo-Schumpeterain, where a company's interaction with, and interpretation of, its market environment results in it possessing rather specific and non-general capabilities. However, the natue of organizational capabilities was not found to be an adequate explanation on its own for the company strategy observed. Rather, strategy was as much influenced by the corporate focus on short-term economic considerations and the policy of central government towards both defence procurement changes and the lack of support given to diverisifications.

Resource allocation to defensive marketing and manufacturing strategies

In this paper, we investigate the coordinated use of marketing and manufacturing strategies to formulate a defensive business strategy for an incumbent firm upon market entry. While defensive marketing strategies have been researched extensively, little has been done on defensive manufacturing strategies and even less on coordinating these two. We propose a formulation for the joint formation of a defensive strategy by the marketing and production functions under budget constraint considerations. The incumbent firm may allocate its resourcesto advertising and distribution expenditures, as well as to manufacturing investments to reduce the unit production cost. The incumbent firm has also the option of simply allocating all of its resources purely to advertising and distribution. We show that while there exist cases where the optimal reaction to entry involves investments in manufacturing improvements, there are also cases where defense is in marketing strategies alone. We identify the market conditions that promote such reactions to entry and also provide sensitivity analysis.

Saudi Arabia's defence offset programmes: Progress, policy and performance

This paper discusses the performance of Saudi Arabia's defence offset programmes. The Kingdom is involved in some of the World's biggest defence offset agreements and a review of the problems it has faced and the policies it has introduced provides a useful insight into that part of the international defence market where trade and development meet. The paper reviews the origins and development of Saudi Arabia's major defence offset programmes. Saudi policies towards defence offsets are outlined before assessing the practical impact of the programmes themselves. The author concludes that Saudi Arabia's offset projects have had only a minor impact on the Kingdom's economy to date and makes a number of policy recommendations which are designed to enhance the utility of the programmes in the Kingdom's drive to enhance and diversify the technological base of its economy.

Defensive marketing’s use of post‐purchase telecommunications to create competitive advantages: a strategic analysis

Considers the impact of defensive marketing on a firm’s competitive ability in the marketplace. Examines telecommunications as an important means through which many companies are creating several competitive advantages for themselves through a defensive marketing strategy. Defines defensive marketing in the context of its counterpart, offensive marketing. Discusses several competitive advantages resulting from defensive marketing and its use of telecommunications and provides case examples to support each identified competitive advantage. Examines several issues of concern which marketing managers should consider before undertaking a defensive marketing strategy using telecommunications technology. Highlights the importance of opening communication lines with the customer, using customer‐friendly technology to facilitate customer‐business communication, and the need for a balanced marketing strategy combining both defensive and offensive marketing strategies as major implications resulting from the discussion.

European defence consolidation—challenge and opportunity

Surviving in the increaingly competitive defence market created by the conditions of the post‐Cold War requires re‐thinking old practices and patterns of thought which are now rendered irrelevant European companies cannot today hope to operate separately against the consolidated US defence base and rather must for effectiveness sake merge to form a more clearly defined competitive force Dick Evans here outlines the fundamentals of that challenges facing the industry using the pertinent example of Airbus, rightly noting that the opportunities available now could so easily be lost if Europe fails to take action.

Diversification: some lessons from the UK defence industry

In response to major changes in the defence market in recent years, many firms have embarked on a process of diversification into civilian markets. Examines some of the impediments to diversification based on the results of a postal survey of defence contractors in Devon and Cornwall. The results imply that problems related to the economic recession, a lack of marketing expertise and the cost of market entry are major hurdles to diversification. A case study of a local firm which has successfully diverisifed indicates that a change in corporate culture throughout the entire production, supply and selling chain is an important ingredient to success. In conclusion, notes that diversification is no simple panacea for companies suffering from the effects of declining demand from defence customers.

Aggregate Complaint Analysis

Provides an outline for implementing a defensive marketing strategy. Advocates a procedure which combines aggregate complaint analysis and a quality function development tool known as the House of Quality. The combination of these procedures allows marketers to identify common customer complaints and to assess the synergy between different combinations of service attributes. Then measures customer perception of service attribute combinations for changes in satisfaction level. Argues that the development of a complaint management program can positively contribute to the firm′s competitive advantage.

Attacked from all sides: The UK 20 per cent in the arms market?

To maintain Britain's current defence market share, it will be necessary to win around $8bn of new business each year. This will be a tall order with the declining global defence export market and greater competition. Sir Alan Thomas remains confident so long as government and industry continue to concentrate their efforts and are able to provide new and competitive products for an increasingly sophisticated market.

スポーツ経営における消費者苦情行動論に関する研究 : 消費者苦情行動モデルの構築をめざして

The purpose of this study is to present a conceptual process model of the consumer complaint behavior (CCB) in sport management. An effective process model of the CCB will contribute to the analysis and description of a post-purchase consumer behavior and the formulation of a defensive marketing strategy. The procedures of the study are as follows: (1) the first step provides a review of the previous study on CCB model such as Gronhaug's (1977) conceptual model of consumer complaining behavior, Andreasen's (1977) model of postupurchase consumer process, Day's (1977) post evaluation behavior model, Day and Landon's (1977) flowchart of consumer's postdissatisfaction decision process, Kojima's (1980) descriptive model of CCB, and Kashiwagi's (1985) model of post-purchase consumer behavior. The necessary perspectives and hypothetical constructs to build the CCB model in sport management are deduced from these CCB models: (2) In the second step, a conceptual process model of CCB in sport management is presented. A reasonable approach that breaks the process down into three major components is used to build the CCB model in sport management. These components include "marketing factors controlled or primarily influenced by marketers", "consumer factors", and "circumstantial/environmental factors that are independent of the marketing and consumer factors": (3) At last, each phase of this conceptual process model in sport management is described and discussed .

The Globalization of the Arms Industry: The Next Proliferation Challenge

The globalization of the arms industry entails a significant shift away from traditional, single-country patterns of weapons production toward internationalization of the development, production, and marketing of arms. While wholly indigenous armaments production may be on the decline, multinational arms production - through collaboration on individual weapon systems and increasingly via interfirm linkages across the international arms industry - appears actually to be expanding. In several instances, in fact, multinational armaments production is increasingly supplementing or even supplanting indigenous or autonomous weapons production or arms imports. The emergence of an increasingly transnational defense technology and industrial base is fundamentally affecting the shape and content of much of the global arms trade. This changing defense market, in turn, will have a profound impact on a number of national security issues concerning the Western industrialized nations. 3 figs., 2 tabs.

Offensive and defensive marketing: Closed-loop duopoly strategies

Offensive and Defensive Marketing: Closed-Loop Duopoly Strategies A modified Lanchester game is used to develop closed-loop strategies for offensive and defensive marketing expenditures of duopolistic competitors in a market share rivalry. Analysis of the model reveals that The last result would appear to have particularly important implications for both practice and research.

European legal developments in product safety and liability: The role of customer complaint management as a defensive marketing tool

In view of recent European legal developments, our purpose in this article is to position customer complaint management as an essential instrument for a defensive marketing strategy, specifically to prevent legal problems in the fields of product liability and product safety.