Decades of outsourcing manufacturing have left US industry without the means to invent the next generation of high-tech products. How did it get this way? This excerpt from the book The Innovatorâ€™s Prescription by Clayton Christensen, Jerome Grossman and Jason Hwang, with comment from Forbes, may help answer that:
ASUSTeK started out making the simple circuit boards within a Dell computer. Then ASUSTeK came to Dell with an interesting value proposition: â€˜Weâ€™ve been doing a good job making these little boards. Why donâ€™t you let us make the motherboard for you? Circuit manufacturing isnâ€™t your core competence anyway and we could do it for 20% less.â€™
Dell accepted the proposal because from a perspective of making money, it made sense: Dellâ€™s revenues were unaffected and its profits improved significantly. On successive occasions, ASUSTeK came back and took over the motherboard, the assembly of the computer, the management of the supply chain and the design of the computer. In each case Dell accepted the proposal because from a perspective of making money, it made sense: Dellâ€™s revenues were unaffected and its profits improved significantly. However the next time, ASUSTeK came back, it wasnâ€™t to talk to Dell. It was to talk to Best Buy and other retailers to tell them that they could offer them their own brand or any brand PC for 20% lower cost. As The Innovatorâ€™s Prescription concludes:
Bingo. One company gone, another has taken its place. Thereâ€™s no stupidity in the story. The managers in both companies did exactly what business school professors and the best management consultants would tell them to doâ€”improve profitability by focus on on those activities that are profitable and by getting out of activities that are less profitable.
via the article Why Amazon Can’t Make a Kindle in the USA in which this quote appears.
Photo by AMagill.