There are several exceptional works about developing a manufacturing strategy and assuring its support for the marketing and overall business strategy. ^[1], ^[2], ^[3], ^[4], ^[5] These have apparently received insufficient attention until recently, but are now helping Beta to form its strategy, where manufacturing has historically been viewed by the marketing function as, in effect, "the place that makes the stuff we sell."

Beta understands well that all business starts with markets some existing (basic chemicals, for example), some created from "whole cloth" (new process technology or unique instruments, for example). Beta was principally in mature markets, but of course was investing R&D into new product and process development. However, Beta was not actively positioning its products and its manufacturing strategy to assure an optimal position. Additional discussion on this, as well as a process for optimizing Beta's product mix is provided in Chapter 3, but for the time being, the discussion will be limited to the basis for integrating Beta's marketing and manufacturing strategy. What image does Beta want in its markets? What market share is wanted? What is the strategy for achieving this? Has Beta captured the essence of its business strategy in a simple, clear mission statement (or vision, or both, if you prefer)?

Using the model described in more detail in Chapter 3, Beta reviewed its 5-year historical sales for all its product lines, including an analysis of the factors for winning orders, Beta's market...