The system of the organisation is also obsolete which is also a matter of focus for the organisation because it is neither user friendly nor it is up-to-date. These are the severe weaknesses of the organisation and linked with the threats which would dilute the vision of organisation. The major threat to which Christler IT Company is exposed to is about the new entrants who are entering the market with advanced approach and more investment. Organisation does not have enough strengths to eliminate this threat because it is facing plenty of issues already. Moreover, it has the only strength left which is about its established brand image and few public recommendations left.
According to Crawford (2013), data is not objective by nature as they are defined and interpreted in accordance with human logic and interferences, so there are hidden biases in both the collection and analysis stage, presenting considerable risks in researching. This weakness leads to the fact that data mining in big data analysis cannot be replaced by hypothesis-driven research. Another disadvantage is that the larger the data set, the more likely spurious correlations which are not useful will be identified, making big data analysis more time-consuming and much less cost-saving than originally planned. Big data analysis also presents challenges on how to protect the individual’s
Lacklustre Sales – Digicel potential weakness is the inability to sell Digicel play to both existing and new customers. For example the sales team is a vital role to the company, if the sales team lack the knowledge and drive to draw customers in then the company can perform poorly or push them into bankruptcy. Customers will only invest in the service if it meets their needs and wants; Digicel will require providing adequate promotions and incentives to both internal and external customers to avoid this
The benefits of standardizing an organization’s sales process and gaining insight into all aspects of the bidding process can provide a real and immediate return on investment. Building companies looking to increase their success in bidding and winning more work should seriously review CRM as a strategic element of a company’s overall Information Technology Strategy. The roots of CRM are wholly born out of relationship marketing (RM) and a number of contributors to the relationship marketing literature emphasise the role of multiple stakeholders (Payne and Frow, 2006). RM is primarily concerned with managing relationships with multiple stakeholders, whilst the primary focus of CRM should remain with the customer. With the tough economic conditions facing the HB industry there is a sharp focus on better ways to track and manage the sales process.
So it is hard to change the manual system in to Computer system. Along with all these, Cost factor at the establishment as well controls the companies to implement IT in their business. If any company fails to manage the information technology they will lose the competitive advantage and also the convenience and accuracy of doing work. Therefore they should increase the user involvement on IT. Incomplete requirements and specifications The other reason for fail companies in using IT is incomplete requirements
The Balanced Scorecard is a strategy for those companies improving their financial performance in each industry. The Balanced scorecard is a management tool of planning for use in business and industries. The balanced scorecard provides the frame work that helps companies turn their vision and mission into a performance measures. It should use in a different way such as utter and discuss the strategy of the business to help them achieve their goals. The balanced scorecard is not only included traditional financial measures which it also such as qualitative measures, for example like employee satisfaction, mission of corporate and loyalty of customers.
Losing valuable resources and capabilities would hurt an organization because they are essential for staying in the market. Costly to imitate In order for a resource to be considered a sustained competitive advantage and enhance organisation performance, human resources must be inimitable. The inability of competitors to duplicate resource endowments is a central element of the resource based view (Fahy 1999). Also competitors will not be able to duplicate the exact resource in question, as they will be unable to copy the unique historical conditions of the first firm. Imitation can occur in two ways: by directly imitating (duplicating) the resource or providing the comparable product/service (substituting).
STRATERGIC SOURCING/PROCUREMENT Strategic sourcing is the development of relationships between the supplier and the management to acquire goods and services for the needs of the business. In the past SOURCING was termed as PURCHASING. The term SOURCING implies a more complex process suitable for products which are strategically important. Today due to the competition and the emerging new technologies, competitiveness between firms is vastly observed; therefore acquisition of the best available capabilities inclusive or exclusive to the organizations is given vital consideration. In such matters sourcing is not only taken at the level of management but also considered a crucial element of the survival of the business and given high importance.
The decisions that the company makes also could influence the revenue, whether it is retail, manufacturing or service sectors such as education, IT or public utility. So the service delivery pipelines must be careful and effective on the organization’s design, resource, and management. 2.1 Business Strategy As we all know business strategy not only could help the company to gain competitive advantage but also could gain the advantage when its competitor offers the similar product or service. During this study, I will introduce the famous business strategy the Porter’s Generic Strategic in the world. 1.
The main idea behind HRM-performance presumption is that HR practices affect employees’ attitudes and behaviour, which further affects the operational performance, such as productivity, quality and innovation, which in turn have a positive effect on an organization’s overall market for its products and subsequently its financial results. The causal linkage between HR and organizational performance will enable HR managers to design programmes that will bring forth better operational outcomes to attain higher organizational performance. Through specific examples from academic research regarding the impact of SHRM practices on organizational performance, the conclusion is that the way an organization manages its HR has a significant relationship with the organization’s performance. This article reviews the theoretical foundations for a HRM-firm performance relationship and focuses particularly on the potential of a High-Performance Work Systems (HPWS) to serve as an inimitable resource supporting the effective implementation of corporate strategy and the attainment of operational