Unfortunately, the mentality exhibited during the transaction process with James Harrington is what is regarded as ‘Product-Out’; that is, selling out a product at the organization instance without considering the customer’s expectation (Knowles, 2011). Strategy: The ABC Travel Services have a mission and vision but unfortunately, the strategy does not focus on customers’ satisfaction. There are no proper plans and policies in place to ensure that customers are treated with utmost care. The organization has not developed an appropriate stakeholder focus strategy that encapsulates its
Currently, Catatech is lacking of sustainable competitive advantage since its competitors are evolving and changing as technology is and the Catatech board refuses to approach new technology. Competitors are developing online sites where customers can access to purchase and review products as well as get them in a convenient short time. Instead, Catatech has its own expert sales representatives that locally sell the products since they have struggled to introduce themselves in the international market. 2. What
• The emphasis is on preparing and accepting change, not the actual change. • The transition is easier. • Concentrates on buy-in of employees as the focus for success • Clear step which can give a guidance for the process • Fits favorably into the culture of classical/ traditional hierarchies • Focus on one new thing especially in linear fashion over time Disadvantage • Steps can’t be skipped and it is clearly top
Salespeople Training: A strategic approach to better Return On Expectation Training is an expensive affair; yet, the majority fails to explicit benefits gained. A further objection is Return On Expectation (ROE) or targeted net results ever transcend. Sales training often perceived as a pure tactical issue somewhat than strategic. A multitude of scholars stipulates great numbers of top executives are not sure of objectives or intended upshot. It is straightforward, unfit to associate intervention with organizational goals and aims.
PROBLEMS FACED BY MEED’S CORPORATION • Lack of Human Resource Planning MEED was not following formal planning process. The common view among employees was that if things had worked out before without much long range planning, they would work out again. Human resource planning was the most critical problem faced as most of the positions were empty and one person was looking over two or more positions. Moreover there were some who argued that emphasis should be on meeting operating goals rather than identifying positions that needed filling and planning to get the right people into the place. There was no proper organizational chart that can maintain a proper chain of command • Lack of Job Description and Specification There was no properly defined job description and job specifications due to which there was either misunderstanding of jobs to be performed or either many important positions were left empty in the organization.
Abstract Motivation is an inner strength that motivates a person to move toward a personal or structural goal. There are pros and cons to everything, especially in business and having a manager position. Companies are willing to invest in motivating their employees because in the end it affects the organization. Therefore, the problem is organizations not being able to distinguish the signs of workers that are un-motivated and consequently know that something is wrong. Despite companies knowing the importance of having a motivated workforce, many continue to deliberately ignore it and as a result they pay the price Leadership and Motivation For various companies having a motivated workforce is not usually a priority because the expenses associated with it, for example bonuses or company outings.
Another reason why the change might not have been so successful is due to the lack of expressiveness from the managers. This is was Alvesson and Sveningsson (2015) call symbolic anorexia or cultural thinness. Symbols create meaning in a simplistic and powerful way and can be anything from an event to a story. Symbols often appeal to both the logical and the emotional sides of a person (Alvesson and Sveningsson, 2015). Since there was a lack of symbols, the employees did not understand the new culture or the need for it.
[…] (Organizational Process Integration, Expert2) From a technical perspective it is hard to see foresee the revenues that will be generated because this is a highly integrated process and have a lot to do with marketing and sales. If you don’t market your website, you are not going to make any revenues. […] Integration of the organizational processes is very important but it is even more important that there is level of isolation, if marketing n sales other departments starts to be part of the development processes then the performance of our department is severely affected. (Business IT Implementation process, expert
This issue is because of the lack of unique resources and distinctive capabilities which would help Quik Chik to develop a sustained competitive advantage. Solution 1 Quik Chik should develop unique resources in terms of financial, physical or intangible. It should work to build its strong brand image and associate brand resonance with its customers. It should work on its human capital by giving challenges, daily tasks, monthly check lists of assigned duties etc.
Literature Review The factors to measure success are even unpredictable because of the unprecedented changes which project manager’s faces. According to Salleh (2009), the study of project success or failure and critical success factors is a means of understanding and improving the project management process. Undoubtedly, to characterize a project as successful or a failed is not an easy task. One of the problems encountered is that the different parties involved in the project view success in a different way. The science of Project Management has not yet succeeded in reaching a consensus for the definition of project success.