However strategy exists in all organizations even though it may not be written down and articulated. It defines the organization’s behavior and how it tries to cope with its environment.”
In this regard, the essay is written to address three-fold objectives, to wit: (1) to present an analysis of the case, Doman Synthetic Fibres plc (B); (2) to summarize two articles from academic and scholarly journals on the topic, managing resources; and (3) to link the case with the two articles on relevant and critical perspectives.
As averred by Johnson, Scholes and Whittington (2008, 13-2), “resourcing strategies are concerned with the two-way relationship between overall business strategies and strategies in separate resource areas such as people, information, finance, and technology”. The case would hereby highlight options for managing resources in terms of deciding whether what to do with the present product, Britlene, whose patent is about to expire and with a new product, Crylon, with potentials to replace it.
Doman Synthetic Fiber (DSF) was founded by Wilfred Doman in 1946 as a chemical/synthetic fiber manufacturing company. Its main product, Britlene, was used primarily in the manufacture of heavy-duty clothing and accounts for 95% of total sales in 2006. The patent protection for Britlene was about to expire in 2008. As a foresight, the research and development department of DSF designed a new product in 2005, Crylon, with the same properties as Britlene but with more heat-resistant capabilities.
The current Managing Director, Wendy Doman, is faced with the dilemma of deciding whether what to do with the present product, Britlene, whose patent is about to expire and with a new product, Crylon, with potentials to replace it. In a working party meeting in 2007, several personnel of DSF presented alternative courses of action which the company could consider with regard to the Crylon case, to wit: