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Riordan

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Riordan Manufacturing Strategic Plan
Executive Summary Riordan Manufacturing Incorporated has seen success over the last few years. At Riordan, staying profitable has not been an issue. To stay competitive within their industry the organization wants to promote growth, but because of a performance gap, which is preventing Riordan from achieving more revenue and accomplishing specific monetary goals by 2013, this new strategic plan in developed. Team B recognizes the dilemma, found an objective, explored options, and recognizes the ideal solutions. The issue is how to bridge the performance gap with a purpose to increase revenue from $40 million to $50 million by 2013 (Apollo Group, Inc., 2006). Through a SWOT analysis and further research, Team B realizes that there are options available to overcome and take advantage of this area of opportunity. To reach the long and short-term goals of Riordan, a differentiation focus is the most beneficial competitive strategy to manage threats, trends, and opportunities. The differentiation focus will make sure to dial in on specific endeavors on total quality improvement and expediential growth in the markets of the United States and China. The company strengths are a synergistic team and ground-breaking research and development. Riordan also needs to take advantage of the booming health care field and provide plastic products that meet the needs of clients in the health care industry. By focusing on the improvement of quality with Six Sigma, and surpassing ISO 9000 expectations Riordan can remain the industry leader in manufacturing of plastic products and obtain new clients. Using this proposal will allow Riordan to reach their goal of achieving the $10 million dollar increase that they want to reach by 2013. The new steps put in place will ensure the momentum and growth Riordan wants to accomplish.

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