In order to create a powerful corporate identity for the Janday Power Tools, it is imperative that the key strategies and organization structure of some of the leading power tools manufacturers be revisited in an effort to realize some pros and cons of the industry. The three selected power tools brands are among the leading companies in the business and researching on them is bound to offer more insight into the power tools industry thus providing a platform which can be used to formulate a better entry market strategy for Janday.
DeWalt
Established in 1924 by Raymond E. DeWalt, the firm grew steadily to be re-organized later in 1947 as DeWalt Inc. American Machine and Foundry Company Incorporation would later purchase the company in 1949 and later sell it to Black and Decker in 1960. Another change ensued in the company when Black Decker deprived itself of the trademark radial arm saw manufacturing division of the firm in 1989 to sell it two major stakeholders. In 1992, Black and Decker started rebranding its high quality and exclusive power tools to DeWalt. The company is now common among commercial contractors attributable to the manufacture and sale of over 200 hundred different power tools and close to 800 accessories. The target audience of the firm comprises of different construction, woodworking, and manufacturing industries.
The organization structure embraced by DeWalt can be termed as matrix characterized by the facilitation of horizontal flow of skills and information. The structure has proved to be very productive in handling complex projects involving production (Angelo 57).
DeWalt boasts of its rich history and proven performance to their focus on technology and innovation. Therefore, their mission statement is can be termed as product-oriented. It is poor because it lacks markets and philosophy.
Stihl
Andreas Stihl AG & Company is a German manufacturer of handheld power tools and chainsaws. The company was founded in 1926 by German innovator, Andreas Stihl famed for his contribution to the chainsaw production industry. The firm was privately owned by the innovator and still continues to remain under the ownership of the descendants of Stihl. The construction and landscaping industries comprise the largest audience of Stihl’s products.
Stihl AG & Company has been shown to use the flat organization in managing its business activities whereby the most of the middle-management levels are eliminated thus enabling direct contact with the salespeople and employees (Gordon 109).
In its mission statement, Stihl places their customers at the center of their business and promises to offer exceptional service and support in an effort to uphold their tradition of excellence. The mission is customer-oriented and inspiring but fails to cater for their customers' social responsibilities (Stihl).
Irwin Industrial Tools
Irwin Industrial Tools is a well-known American manufacturer and seller of power tools and accessories as well as other construction tools. The company was established in Martinsville, Ohio by Charles Irwin as the Irwin Auger Bit Company. A Danish immigrant invented the first locking pairs in 1924 which would later be manufactured by the Petersen Manufacturing Company in 1934. The company would later be acquired and rebranded as the American Tools Company in 1985. Irwin Tools Company was acquired by the American Tools Company in 1994. The partnership between the two firms would continue until 2002 when Newell Rubbermaid bought American Tool Company, changing its name to Irwin Industrial Tool Company in the following year.
Irwin Industrial Tool Company can be characterized as using a mechanistic approach to the organization structure. The structure is composed of hierarchies and a central point of authority responsible for making crucial decisions for the firm (Gerry and Scholes 87). The approach is easy to accommodate but does not fare well with rapid change.
In its mission statement, Irwin Industrial Tools promises to produce and distribute power tools for trade professionals who demand superior performance and durability in their workplaces (Irwin). Additionally, the organization boasts of embracing innovation and having an impressive track record thus being in the forefront on the industrial tools market. Their mission statement is strictly customer-based whereby the tradesman is placed at the core of the business.
Conclusion
The Janday Power Tools company should revisit the structure and the business operations of the above-selected companies to create a stable brand which construction and manufacturing industries can identify with. Moreover, like DeWalt, the company should select corporate colors which stand for safety as well make them stand out from the rest of its competitors. The organization structure proposed should make sure to cater to the needs of the firm while being keen to spell out the roles and importance of every employee of the firm.
Also, revisiting the cases of DeWalt, Irwin, and Stihl, it is evident that the companies have a particular power tool that can be linked to it. This goes to show that the power tool industry is keen on innovation and technology. Therefore, for any firm to prosper in the power tool manufacturing sector, it is prudent that innovation and technology be accommodated in their business structure.
Works Cited
Dringoli, Angelo. New Perspectives on Modern Technology: Corporate Strategy and Growth. Edward Elgar Publishing, 2012.
Irwin. “About Us.” Irwin Tools, http://www.irwin.com/about-us. Accessed 17 January 2017.
Johnson, Gerry, and Kevan Scholes. Exploring Corporate Strategy: Texts and Cases. Financial Times Prentice Hall, 2008.
Stihl, “Our Mission.” Stihl, http://en.stihl.ca/our-vision-statement.aspx. Accessed 17 January 2017.
Tullock, Gordon. Economic Hierarchies, Organization and the Structure of Production. Springer Science & Business Media, 2012.
