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Promises and pitfalls of architectural strategy in the printer industry

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dc.contributor.advisor Daniel Whiteny. en_US
dc.contributor.author Craig, David Clark en_US
dc.contributor.other System Design and Management Program. en_US
dc.date.accessioned 2006-02-02T18:48:46Z
dc.date.available 2006-02-02T18:48:46Z
dc.date.copyright 2001 en_US
dc.date.issued 2001 en_US
dc.identifier.uri http://hdl.handle.net/1721.1/31106
dc.description Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2001. en_US
dc.description Includes bibliographical references (p. 70-71). en_US
dc.description.abstract The xerographic printing and copying industry has become extremely competitive. Xerox market share has gradually declined since the 1960s as the market share of corporations like Canon, Hewlett Packard and Ricoh has increased. In response to rising competition, various product architecture strategies are heralded as the means to gaining, or regaining, competitive advantage in this environment. Among the most popular of these strategies are platobrm strategy, product families and parts commonality, and outsourcing. The objective of this thesis is not to dispute the value of these strategies in the present context. Obviously, platform strategies and parts reuse enable firms to develop products faster and with less cost by leveraging previous investments. Likewise, in order to remain competitive in this environment, a firm can no longer afford to vertically integrate its products-clearly, firms can no longer afford to do everything themselves. Horizontal integration through outsourcing, or what Xerox calls extended enterprise, is therefore one source of competitive advantage. Platform strategy, parts reuse, and extended enterprise all make good sense but each of these strategies can easily backfire. In this paper we will examine these strategies and see how they relate to central themes in product architecture, such as, architectural modularity. Then we shall see how these strategies can, if not applied carefully, cause more problems than they attempt to resolve. Finally, in light of these problems, revised and more robust versions of these strategies are presented. en_US
dc.description.statementofresponsibility by David C. Craig. en_US
dc.format.extent 71 p. en_US
dc.format.extent 5022021 bytes
dc.format.extent 5029376 bytes
dc.format.mimetype application/pdf
dc.format.mimetype application/pdf
dc.language.iso eng en_US
dc.publisher Massachusetts Institute of Technology en_US
dc.rights M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. en_US
dc.rights.uri http://dspace.mit.edu/handle/1721.1/7582
dc.subject System Design and Management Program. en_US
dc.title Promises and pitfalls of architectural strategy in the printer industry en_US
dc.type Thesis en_US
dc.description.degree S.M. en_US
dc.contributor.department System Design and Management Program. en_US
dc.identifier.oclc 50992091 en_US


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