The formula one constructor

Résumé du document

The Formula One constructors generally function at the peak of resource utilization and, therefore, manage resources very efficiently. Hence, almost every resource that becomes a capability for competitive advantage is converted into a competency for competitive advantage.

Internal strategic capability allows for successful strategy and is required for survival and success (Johnson et al, 1998). To gain competitive advantage involves adjustment of capabilities, for example acquiring major improvements and advancements in attributes such as technology and from the creation of new opportunities.

Stretching and exploiting capabilities in such a way that competitors cannot imitate, results in them becoming a rarity and providing competitive advantage. The factors responsible for the success of the teams in their respective periods of dominance can be considered through analysis of the organizations core competencies, a form of competitive advantage which is usually a result of "collective learning processes" and are manifested in business and activities and processes.

Extraits

[...] This was a major blow for the team as Lauda had the ability to translate what he wanted in the car to the technical team. Proposed strategies to sustain the success further The Crescendo Model of Rejuvenation Ferrari was a team driven by the ambitions of one man: Enzo Ferrari. When Luca di Montezemolo was appointed the opportunity to rejuvenate should have been taken due to several important signals: Even after the considerable cash injection by Fiat, the team had not been able to perform very well. [...]

[...] Change to Adapt In 1980, new innovations in the aerodynamics brought the ‘ground effect' revolution. This was developed by Lotus and quickly adopted by Williams and Brabham, but Ferrari was not able to adopt this new technology, as their engine design was different. Cohesive configurations When the ‘ground effect' technology was developed, Ferrari knew that their cars would not be competent enough to keep up. Instead of finding a way of incorporating the new technology in their current cars, they chose to concentrate on a longer-term project of developing a V6 turbocharged engine. [...]

[...] They also made a contribution to Ferrari's annual operating budget. In Schumacher, Ferrari had one of the best drivers in the business, who was able to lead them to success. Schumacher was not only a talented driver, but also a motivator with the ability to communicate effectively with the team, demonstrated by learning Japanese to communicate with an engine technician recruited from Honda for example. The Factors of Failure of Ferrari Ferrari, unlike other competitors in Formula One, made all parts of their car, including the engine. [...]

[...] The return of glory: 1999-2004 Since Ferrari's success in the mid 1970's, much change led to a move towards revamping the management, technical department and design development. Appointing British technical director John Barnard led to a change in attitude of the organization as they were now prepared to imitate the British constructors with a base in Britain. Luca Di Montezemolo, team manager of Ferrari during their dominance in the mid 1970's, returned as CEO in 1993 to restore Ferrari's dominance. Jean Todt was appointed to handle the overall management of the team. [...]

[...] The factors responsible for the success of the teams in their respective periods of dominance can be considered through analysis of the organizations core competencies, a form of competitive advantage which is usually a result of “collective learning processes” and are manifested in business and activities and processes. Porter five forces analysis Threat of New Entrants: A new entrant to the Formula one industry faces many barriers. High start up cost. Excessive running cost. High level of resources required, also act as a barrier for potential new entrants to the industry. [...]