Global entrepreneurship: trends, challenges, and opportunities

Global Entrepreneurship

The company has taken a leadership role in managing all of the steps in its value chain. For example, the company's management refers to the company as in the business of core know-how, namely technical innovation and successful integration of acquisitions (Porter, 2001). In meeting the challenges in production and inbound logistics, the company is managing its business by acquiring smaller regional firms to draw from their technological know-how, expertise or complementary products and services, though we view that the company can still do better by creating its own core competencies.

The company relies on market leadership in all of its markets; seeks to master key technologies, incorporate them within a solid technological framework and achieve the critical mass necessary to control its destiny. Second, the company emphasizes a commitment to innovation and believes that innovation is the responsibility of every employee, not just the responsibility of our R&D departments. This includes the areas in the value chain such as-- research, development, design, engineering, manufacturing and maintenance, as well the way company markets and sells its products. Third the company pays attention to its support activities in the value chain by training the employees on required skills and entrepreneurial. Finally the company manages all of the steps in the value chain through best practices approaches -- Over the years, Bombardier has adopted management practices to meet new challenges. These practices have enabled our company to support the transfer of resources, know-how and technologies between our various entities, and to benefit from the synergies at all levels.

The Bombardier Transportation manages approximately 500 major contracts. For example, Bombardier Aerospace manages 12 to 15 programs and Bombardier Recreational Products constantly develops new models and products. However, we believe that the company can do better in the marketplace if it contracts some of these value chain activities to the contractors and enters long-term alliances with various suppliers.

Bombardier's system of engineering and manufacturing activities add high value in the value chain analysis. Moreover, the company takes a strict and innovative approach to procurement. Each link in the supply chain must guarantee the best quality at the lowest price. Bombardier systematically applies the Six Sigma quality program to all of its manufacturing and financial units. Six Sigma's goal is to enable companies to respond more promptly and effectively than the competition. Most importantly, the company has a permanent development program that supports the career advancement of the employees and succession planning at all levels, as Bombardier's success has always been largely based on the skills, entrepreneurial approach and commitment of its people (Smith, 1995).

Seeing that the company takes a proactive and leadership roles in managing its value chain, we believe that the company is capitalizing on its strengths. To sum, the company takes several steps diversifying activities around its value chain. The company's overall strategy and management approach is geared to an ongoing growth in performance so that it can increase margins in all fields of activity and achieve the kinds of results that will reward shareholders with above-average returns (Hamel and Prahalad, 1989)..