Industry Headlines

Innovation, Not Cost, Drives Profits

ATLANTA—Manufacturers that compete based on innovation in products and processes rather than on low cost earn higher profits and benefit from higher wages.

According to a biannual survey of Georgia manufacturers conducted by the Georgia Institute of Technology, annual wages were, on average, $10,000 higher at innovative manufacturing companies than at companies that compete on price. In addition, returns on sales were almost a full percentage point higher at innovative manufacturers than at low-cost companies.

Despite such benefits, most of Georgia manufacturers are competing based on cost rather than innovation. That is a bad sign, says Jan Youtie, one of the researchers who worked on the study. He says companies that compete on cost are vulnerable to competition from international producers, who can offer products at even lower costs. “What was disturbing in this survey is that even more of our manufacturers are competing on low price than when we last did the survey, when we were in a growth economy,“ says Youtie. “So when faced with a stressful economic situation, rather than innovating their way out, they are trying to get out of it by dropping their prices. That's not a good long-term strategy for global competition.“

The researchers define innovative companies as those that are developing new products and processes, improving current products and processes, or changing organizationally. Moreover, “innovative“ doesn't necessarily mean “high-tech.“

“There can be innovative companies in traditional sectors, such as textiles, food and apparel,“ says Philip Shapira, Ph.D., a professor of public policy at Georgia Tech. “It may be that they [find new] process and organizational methods to give themselves leverage in the marketplace in order to distinguish themselves from other companies.“

Did you enjoy this article? Click here to subscribe to Quality Magazine. 

You must login or register in order to post a comment.

Multimedia

Videos

Podcasts

Bill Arbogast explains his perspective on quality, ISO 9001, and how to manage inevitable business changes.


Read: The 2013 Quality Professional of the Year

 
More Podcasts

THE MAGAZINE

Quality Magazine

june 2013 magazine cover

2013 June

Check out the June 2013 edition of Quality Magazine for features about Measurement, Software and Test & Inspection.
Table Of Contents Subscribe

Plant of the Year

Which is the most important factor in considering a Quality plant of the Year?
View Results Poll Archive

THE QUALITY MAGAZINE STORE

M:\General Shared\__AEC Store Katie Z\AEC Store\Images\Quality\prac-field-guide-for-iso.gif
A Practical Field Guide for ISO 9001:2008

The purpose of this field guide is to assist organizations, step by step, in implementing a quality management system (QMS) in conformance with ISO 9001:2008, whether from scratch or by transitioning from ISO 9001:2000. It examines each sub-clause of Sections 4–8 of ISO 9001:2008, which contain the requirements, and gives a list of the documentation/documents required, internal audit questions, a summary of management’s responsibilities, and a flowchart of the steps that need to be undertaken to satisfy the requirements.

More Products

Clear Seas Research

qcast_ClearSeas_logo.gifWith access to over one million professionals and more than 60 industry-specific publications,Clear Seas Research offers relevant insights from those who know your industry best. Let us customize a market research solution that exceeds your marketing goals.

eNewsletters

STAY CONNECTED

facebook_40.png twitter_40px.png  youtube_40px.pnglinkedin_40px.png