Kenics was founded when both Erick Stevens and Mike Brown, their manufacturing and the automation process of mixing and, most importantly, dispensing systems in 1961. They also used crucial devices that helped them to increase the number of sales. Nevertheless, it is also clear that the salespersons in the company learned that one of the most prestigious and prominent industrial research and consulting firm had come with a modern mixing device without moving or separating parts. Later that year, Kenics gained the rights to this patent, which helped the firm attract more customers, generating more profits through sales. Generally, the management in Kenics segmented the competitive market, especially towards the static mixer products by product form and end-use industry.In only 3 hours we’ll deliver a custom The Management in Kenics Corporation essay written 100% from scratch Get help
Nonetheless, the corporation also analyzed and re-considered six various industry market segments: synthetic fibers, pulp and paper, industrial chemicals, waste management, plastics, and original equipment manufacturers. The ability to look at and analyze the market competitors was vital as it enabled them to identify their weaknesses, strengths, and the risks that they were likely to encounter. However, in the plastics market segment, it is clear that the fragmented nature of the plastics made it hard for them to conduct or sell them as planned. In the growth projections sector, Kenic did not entirely focus on the general long-term aspect. It only focused on the challenge of converting the static mixer potential into a more extensive form. In addition, it did not extensively look at the necessary steps towards achieving the conversion of the static mixer potential into a complete form.
In conclusion, there are several challenges and shortcomings in dealing with language and cultural difficulties, especially in the Kenics Europe approach. This hindered them from achieving the set profits and targets. An illustration of this is in 1972; capital equipment had the fewest sales in England as different countries perceive it differently than others. This is a clear illustration that the corporation began its business in Europe early than expected.