Strategy at Regal Marine
A limited time offer! Get a custom sample essay written according to your requirements urgent 3h delivery guaranteedOrder Now
Regal Marine, one of the U.S.’s 10 largest power-boat manufacturers, achieves its mission ―providing luxury performance boats to customers worldwide―using the strategy of differentiation. It differentiates its products through constant innovation, unique features, and high quality. Increasing sales at the Orlando, Florida, family-owned firm suggest that the strategy is working.
As a quality boat manufacturer, Regal Marine starts with continuous innovation, as reflected in computer-aided design (CAD), high-quality molds, and close tolerances that are controlled through both defect charts and rigorous visual inspection. In-hose quality is not enough, however. Because a product is only as good as the parts put into it, Regal has established close ties with a large number of its suppliers to ensure both flexibility and perfect parts. With the help of these suppliers, Regal can profitably produce a product line of 22 boats, ranging from the $14.000 three-passenger Rush to the $500.000 42 foot Commodore Yacht.
“We build boats”, says VP Tim Kuck, “but we’re really in the ‘fun’ business. Our competition includes not only 300 other boat, canoe, and yacht manufacturers in our $17 billion industry, but home theatres, the Internet, and all kinds of alternative family entertainment.” Fortunately for Regal, with the strong economy and the repeal of the boat luxury tax on its side, it has been paying down debt and increasing market share.
Regal has also joined with scores of other independent boat makers in the American Boat Builders Association. Through economies of scale in procurement, Regal is able to navigate against billion-dollar competitor Brunswick (makers of the Sea Ray and Bayliner brands). The Global Company Profile featuring Regan Marine provides further background on Regal and its strategy.
1. State Regal Marine’s mission in your own words.
2. Identify the strengths, weaknesses, opportunities, and threats that are relevant to the strategy of Regal Marine.
3. How would you define Regal’s strategy?
4. How would each of the 10 operations management decisions apply to operations decision making at Regal Marine?
1) The goals are to provide value, quality and satisfaction. It is also important to operate with honesty integrity and to have character and of course to be profitable.
2) Strengths They are well positioned on the super boat market. Specially on the luxury market Weaknesses Maybe RM is to specialized on the higher range of the super-boats market Opportunities
They can try to produce in a lower cost by reducing design times, production times, improving processes and using alternative materials and products. They can also try to have cheater boats in order to have wider range of costumers. Threats
RM is on the fun business and this business is very susceptible to economical crisis. When there is an economical slowdown the people don’t “invest” on this market.
3) The firm has chosen a differentiations strategy: to have distinctive products (“best in class” products), that means high value and quality products for the costumer.
Orlando, Florida. The United States has an important market of powerboats Quality
RM offers to the costumers luxury boats. That means high quality products Products
The company design, manufactures and markets 22 different boats in a luxury performance category. They are constantly innovating and patenting because parts can be copied quickly.
Each model is manufactures in a different assembly line Inventory
Important to have a great inventory and good distribution channels Layout
Each model is manufactured in a different building Purchasing
120 dealers in United States and also distributors in 40 other countries.
Regal Marine Operations Strategy
OM make decisions that affect achieving missions. Objectives centred in key issues such as: Location
The company is in Orlando, Florida. RM is one of the top-ten powerboats manufacturing companies.
Company mission’s has 5 or 6 different dimensions.
In the area product the goals are to provide value, quality and satisfaction. It is also important to operate with honesty integrity and to have character in the very competitive market of powerboats.
Obviously on of the goals is to be profitable and to share the profits with the people of the enterprise. The employees have to participate with the success
The firma has chosen a differentiations strategy: to have distinctive products (“best in class” products), that means high value and quality products for the costumer.
The company design, manufactures and markets 22 different boats in a luxury performance category
Distribution channels are very important. 120 dealers in United States and also distribuitors in 40 other countries.
Very competitive industry. And that is by hey have lot of different products to offer to the different consumers. Each model is manufactures in a different assembly line in separeted buildings. They are constantly inovating and patenting because parts can be copied quickly. So the consumer is getting a better producto each year.
Another objective is to produce in a lower cost.
Reducing design times, production times, improving processes and using alternative materiales and products.