Presentation: Group 5 of sections A, B & C

Analyze the strategies of Rockwell International and its main competitors, and evaluate whether the strategic orientation of the successful companies/business units in water meter industry are systematically different from the others.

Companies RockwellAggressive R&D, acquisitions, introduced sealed register (SR) meter longer accuracy retention, discontinued line of tv sets,

Badger Neptune Kent Hersey

Rockwell: Largest domestic manufacturing capabilities Largest direct sales force and largest distributor network in the industry. Full line of PREMIUM Quality bronze case meters Stress on- Durability and life accuracy Differentiation - More accurate piston chambers, tamper-proof design, more bronze content (more durability), longer life Unique marketing strategy Spent more on AWWA convention and promotional activities than competitors Low Repair rates Greater use of automation higher productivity than badger and Neptune Friendly labor relations Technological leader with highest R&D Advantage for Rockwell coz of large purchase of bronze and plastic gives really good discount

Competitors Promoted on initial purchasing price Badger: Introduced plastic meter in 1972 Sell full line of water meters Strengths: Price, quality and delivery Plastic meters cannibalized bronze meters Late 1970s aggressive bidding for bronze meters 2nd strongest distributor in agent network Improved field service levels reduced no of direct sales reps

Low Investment in automation Labor rates greater than Rockwell by 5-10% New order entry and distribution system

Neptune: Stress on product quality New automated remote reading tech and billing in 1965 Conform to awwa standards Distribution relation weaker 2nd highest capacity Lower labor rates Lower admin fixed costs High R and D investment Introduced centralized remote metering Hersey: Deemphasize residential piston meter line Small private company Small sales force and distribution Labor relation bad

Kent: Lower quality product Cater to price sensitive customers Product quality problems Not able to establish direct sales force Penetration limited due to above 2 factors Strong international position through wide distribution system, joint ventures, licensing agreements and localized final assembly