Nucleon Inc Case Summary

Once the Phases I&II are finished, raising the required capital for own manufacturing plant should not be a problem. For marketing and distribution Nucleon would do better to find a marketing partner. Licensing manufacturing and marketing rights at Phase III stage would also be an option, though only receiving 10% partner’s gross sales, so own in-house manufacturing would bring in more revenues as well as having more control over product quality.

More attention to own business than to competitors is their strategy. South magazine observed that Nucor is “stripped down, no nonsense” organization. It keeps maintaining low cost and efficiency, which is the key to making profit in steel industry, by keeping the employee force at the level it should be, empowering them, being totally honest, involving them in decision making process, and using effective incentive compensation system.

risks and determine the likelihood and consequence of that risk occurring during the project. The

Nucor has been facing many industry challenges including the overall development of the industry. They are competing with foreign firms on cost and efficiency. Nucor has a low cost strategy because as they say their product is not necessarily very attractive. It does not have attractive or unique selling features other than its cost. The commodity of steel is in a very competitive market. Nucor understands that innovation and productivity are going to be key factors to keep their buyers satisfied with their prices. Nucor is facing many challenges with a growing world market and many of their competitors merging in order to create stronger more dominate

The core strategy of Nucor is that of cost leadership via the use of technology. Through innovation and the use of high quality technology to process their steel, Nucor was able to achieve this cost advantage.

The challenges faced by Nucleon, Inc. present more of an issue with how to take full advantage of an opportunity in front of them, rather than a problem that poses a threat to the company. As a company in its early stages, only putting out its first product, it is critical that it is done in a manner that allows the budding firm to grow. The main issue here is determining the most effective means by which they are to manufacture and market their first product, CRP-1. Doing so requires in-depth evaluation of three strategic options, all with their own benefits and potential risks. The problem statement, therefore, is as follows:

Northrop Grumman is primarily involved in four related by also distinct industries which are also their core competencies. They are involved in aerospace systems, electrical systems, information systems and technology systems. Involvement in these key areas allows them to focus on their customers’ needs for unmanned air systems; command, control, communications, computers, intelligence, surveillance, and reconnaissance (C4ISR); logistics, and cyber security.

2). Raytheon has several resources strengths, such as strong brand reputation, established customer space, and patents. With more than 95 years operating in the A&D industry, Raytheon has established credibility and reputation in the A&D customer communities, shareholders, and other stakeholders. From corporate social responsibility awards, to best place to work for, to customer awarded recognitions, Raytheon has won many industry-recognizable awards and accolades (“Raytheon Recognized”, 2017). Since with years of business, Raytheon has served the defense and other customers and strengthened the customer relationship over time. This is an important resource in winning and maintaining the government contracts. Additionally, Raytheon has more than 745 patents filed with the United States Patent and Trademark Office (“Raytheon’s Patents”, 2017). These resources are important for Raytheon’s ability to create technologically advanced and cost effective products, services, and solutions for the customer and to satisfy the shareholders’ expectation.

Nucor Corporation is made up of 11,500 teammates whose goal is to "Take Care of Our Customers." We are accomplishing this by being the safest, highest quality, lowest cost, most productive and most profitable steel and steel products company in the world. We are committed to doing this while being cultural and environmental stewards in our communities where we live and work. We are succeeding by working together.

However, RLK’s competitors are downsizing and outsourcing R&D and exploiting on the cost advantages. If RLK decides to invest more money into R&D and should the new product stall on launch,

Nucor must now consider the need to keep up with the changing dynamics of a globalized corporate world. Nucor already has a business model that proved to be successful in the American markets. Using the same business model, Nucor should now consider penetrating and exploiting other international markets that promise low costs of production and higher revenue generation such as India and China. This could be done by either setting up operations in those countries or getting into

Nuclear medicine is being used to help fight diseases as well as being able to take

This illustrates that Albany has the needed support of industries in competitive areas, which is a great start for it to become a nanotechnology cluster. As for the Dresden team’s role, it should pass on their experiences along with the refined methods of process operations to the new fab. Like AMD Dresden’s beginning, Albany should send its managers and engineers to Dresden for training in order to copy its successful formula. However, processes can be copied exactly but culture can’t. AMD Dresden’s success is not only the processes of its operations, but it includes the people and the culture of Germany. Many industries in Germany are well known for the attention to detail, innovation, and precision engineering. This is not something that can be easily copied. Therefore, AMD’s strategy for Dresden and Albany is to divide them into different areas. The key to success understands the real strength of Dresden, and that is their ability of innovation. Dresden should become the innovation and research focus center while Albany takes control of manufacturing and development.

Experts in physics, chemistry, electronics, and explosives with the technical know how of the special apparatus and complex systems must be acquired to conduct the assembly of the weapons. This is the most delicate and important component because a successful nuclear explosion demands a complete chemical reaction which is highly difficult to achieve. Millions of dollars

Technological advancement: NPL is the first company to collaborate with academia for the development of research activities in NPL, NPL has collaborated with Kathmandu University school of science for conducting bioavailability and bioequivalence testing of medicine testing of medicine, NPL has also expanded its QC plant with the name of Nepal Research Foundation in the year 2066 basically for the development of novel drug delivery system and research activities.