Like we have discussed in class organizational capabilities are indeed crucial. They need to prove themselves a company and brand that can not be easily replicated concerning values, image, and service provided. As stated in Chapter Six,.
"whether through enterprise-management systems, electronically enabled product development teams, or the simpler but equally significant interdisciplinary project teams and multi-skilled manufacturing, service, and procurement or supply team ".
they must figure out a way to show their brand is the only brand. That will put them over and provide them with the necessary competitive advantage in this unfamiliar market. Along with proving themselves worthy competitors, to set them apart and give them that competitive edge, Blast-One's main focus should be on the improvement of their brand equity. Brand equity is what describes the value of a well-known brand name. In this new market Blast-One has not reached a point of notoriety. This is problematic because typically, consumers believe that a product with a well-known name is better than those with less well-known names. They can promote their brand equity in a number of ways including working on changing market shares, profit margins, logos and other visual elements, brand language associations made by consumers, consumers' perceptions of quality and other relevant brand values.These are just a few of the many ways Blast-One can truly solve this problem of coming into a new market where they are virtually irrelevant compared to the competition. .
Another problem they have encountered is attracting talents in the United States. They have had an issue not only proving themselves worthy in this industry but also with getting talent. As a family business i think it is still useful to have help from people not in the direct family. I feel as though it creates a balance and there is also that voice of reason when it comes to decisions.
