As a move to step up the change process, he intensively used internal competition. Amongst corporate units of the company. Corporate headquarters were started which continued to define targets which served as a framework of expected pursuit. The new CEO should continue with this change process as one of his evolutionary strategies
According to Porter 1980 a vertically integrated company can be at a competitive disadvantage because its component manufacturers this will make it lack flexibility because its capital investment in establishing methods forms a barrier in technological change.
Kr. Van never ignored the idea of technology in his change process it has been said that to manage a business well is to manage its future, and to manage the future is to manage information. He realized that if your competitor has access to the same information as you, then the question becomes one of the speed and the skill with which you use the information. He knew that ht equality of information analysis and how to use technology to integrate the business around the customer was very critical to the future success of continental (Ohmae, 1982)
In the early period of his chairmanship of the executive Board he called for the company to actively strive for the leading positions in technology which was to be on the basis of innovative capability of each individual employee in every department of the company. Though the tire areas innovative potential seemed exhausted he continues to count on further product and process innovations saying that the company was looking for access to fields of technology that were not occupied.
Technology brings about competitive advantage a thing that favourably distinguishes a company or its products form those of a competition in the eyes of the customers. This can be enhanced with information technology such as reduced cost, better service through speed of response or information provision, or a feeling by customers that the manufacturer understands their needs and values them because of flexibility and responsiveness (schon, 1983) technology has helped the marketing manages in achieving the objective of getting close to customers and integrating the total marketing system.
Hammer and Mangorian (1987) suggested an impact/value framework for understanding the way in which technology can create business opportunities. The potential impact of information technology is classified into three areas. Compression of time, overcoming the restrictions of geography and the restructuring relationships. Time compression takes place through clear communication links between organization units or between parts of the business process.
Efficiency Effectiveness Innovation
Accelerate business process
Create service excellence
Ensure global management control
Penetrate new markets
By pass intermediaries
Replicate scarce knowledge
Build umbilical cords.
Marketing is concerned with satisfying customers needs by providing products and services which give benefits to the customers value