An exploration into the product life cycle concept as a strategic decision-making tool at Johnson Matthey South Africa.

Abstract

This study was an exploration of the product life cycle theory as a strategic

decision-making tool in an auto-catalyst manufacturing plant. During the

literature review stage of this study, many gaps in the product life cycle theory

were identified. The product life cycle theory has come under criticism from

numerous academic authors. It was also found that there was a definite lack

of empirical studies carried out on South African companies and products.

The main focus of this study was to investigate use and practical applicability

of the product life in strategic decision making in a South African organisation,

which is a subsidiary of a multinational corporation. A major limitation to this

study was that the decision makers at Johnson Matthey South Africa showed

a lack of understanding of strategy, and their role in strategic decision making.

From the data collected, using a questionnaire survey methodology, the major

findings were that the product life cycle theory has application potential as a

strategic decision making tool in future, The decision makers at Johnson

Matthey have a good knowledge of their products and where they were on the

product life cycle. Further empirical research, into the applicability of the product life cycle theory

is needed, on South African organisations.