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“In the 1970s, Fiat had the opportunity to shift up market” (Maielli 2005, p.269), Nonetheless the strategy of shifting up the market for due to the intangible specialisation affected the out-mix to be optimize as the “specific combination of knowledge accumulation and power distribution within the firm” (Maielli 2005, p.269), This didn’t permit Fiat to restructure their own trademark output-mix in the vein of the competition’s car designers. The creative team of Fiat which designed, engineered and managed the company prohibited the company to gain new skills due to these people having their own specialities and not changing their habit as they were used to it for a good few years.

“During the 1970s Fiat deployed robotics” (Maielli 2005, p.264), the initial plan of creating robotics was so that Fiat can produce various types of cars on the same production line in a un orderly sequence which meant any type of a car could be made, not necessarily one type in mass production, this was done to meet the demand of the market. This was a failure as it couldn’t actually take place. In its place they used to output mix moved en route for “minimisation of cycle time rather than flexibility, which was consistent with an output mix skewed towards mass-produced small cars.” (Maielli 2005, p.264). This resulted in decentralization in the Fiats management because the hierarchy from top to bottom everybody had different views on the way they should run the organisation.

It is quite evident from “figure 2”(Maielli 2005, p.257) that fiat were losing their market share for lower segment domestic cars. Fiat put an unbreakable effort to shift upmarket but they were unsuccessful because they weren’t optimising their output mix. By deeply analysing this case study we can have the understanding that it was lock-in affect of intangible assets in addition to that fiat didn’t use their resources according to the strategy they made and had uneven variations in production.

Fiat was at the “verge of bankruptcy” (Maielli 2007, p.288) because they invested its economic capital to upgrade into a higher market sector. How ever, the creation of Uno by Fiat proved to be successful as it met their long term objective of cost reduction and it was highly rated by engineers of fiat and was also“top of its class in terms of performance and quality, so that the Uno proved to be an order-winning product” (Maielli 2005, p.264).
Fiat again started to manufacture the downmarket cars in to the lower sectors which helped the organisation to be financially strong and to do which they were specialised in.

在20世纪80年代和90年代，无形专业化如何影响菲亚特的战略和输出的组合优化？---How did Intangible Specialisation affect Fiat’s strategy and output-mix optimisation in the 1980s and 1990s?

In 1970 when fiat failed to shift up market they changed their concentration to “based mainly on product renewal” (Maielli 2005, p.257) and made another attempt in 1988. However in 1990s they tried to manufacture upmarket cars and it was only possible if they could reorganize their production to lean production.

Lean Production was never been able to incorporate with Fiat in their manufacturing process as its intangible assets disallowed employees to change the means本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。