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Managing the Transition from Maturity to Decline Diamond Power CorporationThis case study prepared by Richard C Scameborn follows the Diamond Power Specialty Company from its humble beginnings in 1903 to its decline in 1991 The birth of Diamond came with the invention of the hand cranked soot blower As the years and technology progressed so did the Diamond soot blower Along with this main product Diamond also added several other products to its line but none had the profitability of the soot blower Diamond had the market to itself for a number of years but eventually two competitors sprang up to challenge Diamond Copes-Vulcan and Bayer Company Competition did not become fierce until World War II when the soot blower became a major commodity used by the US Navy to clean boilers on board its ships At this point the soot blower industry became a sellers market and the need for strategy both corporate and business became a necessity for growth and survivalDiamond Powers main mission at its beginning to produce soot blowers that would efficiently clean the inside of boiler as it continued working basically stayed the same up until the addition of competition into the market At this point Diamond had to revise its mission to include technological advances to stay ahead of it main competitor Copes-Vulcan With the passage of time production efficiency and technology were not enough Diamond eventually had to add foreign sales customer service and replacement part production to its original plan to keep ahead of the game By the 1970s the mission to supply replacement parts and service became one of Diamonds top priorities as it opened parts and service plants in New Jersey Georgia Ohio Texan Colorado North Dakota California and Washington Diamond Powers goals over the years seem to stay pretty congruent with its mission up until the early 1980s Basically Diamonds goals included staying on the moderate levels of technology building a foreign market by
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