Main Recommendations for Handling Resistance from Clients and Other Stakeholders - Case Study Example

Outline Block main recommendations for handling resistance from clients and other stakeholders PART-I ESSAY PLAN Introduction Context Basic question of existence of D4.GEX To analyze whether the Corporate Strategy applied takes into consideration of all the components of BPM involved for improving the conditions of D4.GEX and so to so to improve the efficacy of the business strategies. Governing the product market Scope of the answer = liberal/capitalist democracies AIM or Hypothesis The aim of the project is to evaluate and analyse the current problems associated with the marketing of the software product. Plan of Essay Part 1 about the nature of the problem and a detailed study, Part 2 about the importance of marketing plan in the changed context, Part 3 about the strategic formulation of the crisis. Section 1: SOCIAL GROUPS Point The stagnation in the company and low level product movement. Section 2: INSTITUTIONAL INTERACTION Point What went wrong with D4.GEX? Maintaining Leadership In a competitive environment, maintaining leadership is not easy. New substitutes and products made using new technologies would keep entering the market eroding competitiveness of existing firms. Under such circumstances, constant product improvement becomes essential to maintain product differentiation. Section 3: POLICY OUTCOMES Point Strategies of one’s own will not make any firm fast growth oriented. Organisation structure and systems also play significant roles in turning a strategy successful. These three things - namely, analysis of the market demand, the competitive situation, and the trade practices — D4.GEX didn’t utilise very much are important for sound market assessment. Conclusion Statement of Argument: The overall question is the overarching problem selected. The cycle’s questions are sub questions that helped address this larger issue in different ways. To analyze whether the Corporate Strategy applied takes into consideration of all the components of BPM involved, so improving the efficacy of the models and to evaluate and analyse the current problems associated with the digital software product from D4.GEX. REFLECTION: Looking back on my action with the benefit of data, it can be seen that the following aspect can be well sort out by doing the research. By analysing the Corporate Strategy applied takes into consideration of all the components of BPM involved, so improving the efficacy of the models and to evaluate and analyse the current problems associated with the Product Diversification and Customer Care from D4.GEX. This can be well tackled by applying the given strategies. PART-II THEORY OBJECTIVES Douglas Scott, the CEO of D4.GEX has invited my consultancy to an initial meeting to discuss the problem he faces and what the consultant could do to help him. He will be seeing a number of consultancies and based on the interview and the written proposals that they will submit, he will select one of them to undertake the project. So the aim of the project is to evaluate and analyse the current problems associated with the marketing of the software product. Value for Money Growth firms provide value for money to their customers. They provide so much value to the customers compared to the cost involved that the customers are promoted to buy the product or service repeatedly and/or in larger quantities. There have also been some negative comments on the customer service at the D4.GEX. Quick investigations by D4.GEX have not identified any more effective ways of protecting against piracy and the fees are not considered excessive given the benefits that the product guarantees. Market Demand Analysis One of the trickiest questions that haunt an entrepreneur is: Whether the product or service that he wishes to offer to the market will have sufficient demand or not? The actual situation, however, is not so simple. The demand picture for most products and services is very complex and unstable. Even after much advancement in the field of marketing, demand forecasting remains a grey area. There are a large number of variables and assumptions involved in any exercise of demand estimation. Market Demand According to Peter Block,as he says in his book Flawless Consulting: A Guide to Getting Your Expertise Used (Hardcover), 1999, one definition, demand refers to the willingness and ability of consumers to buy products and services. Thus, when the consumers have both willingness and ability to buy a product, we say that there is demand for it. This is a very broad definition and if we consider all the potential customers who have the willingness and ability to buy a product we arrive at what is termed as its 'total market' or its 'potential market. Reflectivity According to the consultant, an entrepreneur should be able to change their strategies according to environmental changes in order to register fast growth a firm would have low or high reflectivity and would operate in stable or unstable environments. The above discussion shows the need to retain flexibility in enterprise activities from the very beginning. Success and growth of new enterprises depend on their ability to overcome their inherent weaknesses and to understand the environment and factors influencing it. Quality-cost Link Another strategy which is very successfully followed by several fast growth small scale enterprises and consultant is cost leadership. Developing high quality products is certainly a rewarding strategy under normal conditions, but will be counterproductive unless the market is ready to receive it. In other words, entrepreneurs have to find an optimum mix of quality and cost strategies. Here in the company this did not turn to be the greatest achievement. Networking Networking should emerge itself as a system to be very effective in the long run. The style and culture of the personnel would influence it. Networks can be built up for both operating and strategic purposes. D4.GEX didn’t use the vital strategy in developing and maintaining networks. It always has a 'quid pro quo' sense and therefore all the parties involved in a network should stand to benefit materially or emotionally. Time Earlier it was briefly mentioned that a fast growth paced D4.GEX was not able to respond to customer requests fast. In these days of increasing competition, entrepreneurs can build competitive advantage based on time, shorter the time, better it is. If they do not use it timely, it would be a big loss in the later stage. How do the stake holders comment the issue? According to Peter Block,as he says in his book Flawless Consulting: A Guide to Getting Your Expertise Used (Hardcover), 1999, the stake holders have different aspects in their opinion. Douglas Scott Company Chairman has concern for the reputation of D4.GEX and the results of the investigation conducted by us. He wants to keep informed of results of analysis and any subsequent analysis and data retrieved from D4.GEX staff, for further analysis. Edwina Whymper Customer Interactions Director is concerned with how sales are turned into leads, and whether this is the reason for decline in sales. According to her view, regular liaising with her will keep her informed of any potential conflicts with her duties and all sales related queries will have to go through her Sales Manager Mr. T S Norgey. William Tillman , IT Operations Director gains understanding into staff retention in his department, and has knowledge of reloads and re-registrations . Due to differing views with the problem faced by D4.GEX, especially those at senior management (Directors), it is viable to ensure that all Directors take control of their departments and reassure and support staff throughout the project and especially upon completion too.Customers of D4.GEX have no direct interest in project that has no strategies or support, however media and marketing may affect the end results. Mick Cope - Seven Cs of Consulting, the: Your Complete Blueprint for any Consultancy Assignment, Financial Times Prentice Hall, 2003 The Need for Marketing Planning As per Mick Cope, as he says in his book, The Seven Cs of Consulting: The Definitive Guide to the Consulting Process (Paperback )the strategies are formulated and implemented by firms which want to grow like us. Such firms have to maintain sustainable competitive advantage by delivering superior value to the customer. Although it is difficult for any firm to be an ideal growth business, it is worth attempting to reach that ideal. PART-III CRITICAL COMPARISON AND EVALUATION How does D4.GEX influence the potential customers in the market? 1. As Philip A. Wickham says in Management Consulting (Paperback)these strategies are formulated and implemented by firms which want to grow. Such firms have to maintain sustainable competitive advantage by delivering superior value to the customer. But as a genuine consultant do have my own suggestions. Although it is difficult for any firm to be an ideal growth business, it is worth attempting to reach that ideal. Philip A. Wickham - Management Consulting: Delivering an Effective Project 2nd Edition What went wrong with D4.GEX? Maintaining Leadership As Philip A. Wickhamsays in Management Consulting (Paperback In a competitive environment, maintaining leadership is not easy. New substitutes and products made using new technologies would keep entering the market eroding competitiveness of existing firms. Under such circumstances, constant product improvement becomes essential to maintain product differentiation. Even in fields where competition is limited, it is worth attempting technological improvements either for cost reduction or product improvement. This means that the experience curve of such firms keep shifting continuously. Ashford, Martin. Con Tricks: The Shadowy World of Management Consultancy andHow to Make it Work for You. New York: Simon & Schuster International, 1999. The Need for Strategic Planning Strategies of one’s own will not make any firm fast growth oriented. Organisation structure and systems also play significant roles in turning a strategy successful. These three things - namely, analysis of the market demand, the competitive situation, and the trade practices — D4.GEX didn’t utilise very much are important for sound market assessment. SWOPT ANALYSIS In D4.GEX, we have seen, and as we would like to see it in its operations more conspicuously over the time. It seems that it has not achieved a great deal. Starting with an excellent strategy, its turnover is a performance tool par excellence. However, it appears that much more can be achieved with the kind of resources which D4.GEX has. Based on personal interviews with the partners, my own SWOPT (Strength, Weakness, Opportunities, Problems and Threats) analysis and as my comments are as under: Strengths An excellent team of professionals The very name D4.GEX signifies the impersonality attached to any single individual's name or family. Scope, thus, exists to work for the company rather than to glorify the name of a family. A manufacturing base in terms of office space, equipment and machinery (though old), Good contacts of partners with business world. Self generated export business and hence first hand knowledge of the foreign buyers and the markets. A very close and harmonious social relationship among partners is seen. It is an indicative of a similar social status of all the partners. Presence of both domestic and export markets in D4.GEX market mix enables knowledge of both the market. Lack of experience and information through its association is a minus, but it can be turn to a plus by looking back on the commitment they have shown in the past. Product associated with software has a tremendous growth potential, both in international and domestic markets. Weakness Size: D4.GEX has to grow big and utilise fully the entrepreneurial talents available to it. The present size is not optimum and this is leading to under-utilisation of the time of the directors. The whole Woking of it has to be reorganized to utilise the 'human resources’ available to it. Product Portfolio: Though so far has been able to generate sales from only two lines, but the lines have very narrow product-market scope and could prove vulnerable in the long term. A balanced portfolio could be one which would enable D4.GEX to generate sufficient funds to achieve its growth and the present objectives. Lack of 'systems' appears to be another weakness of D4.GEX. Today, whatever information (mainly financial) is generated appears to be an end in itself. The financial position has deteriorated to the extent that seems to be having a negative working capital. It not only means reduction in profits due to heavy interest burden, but it may also mean shortage of working funds for day-to-day operations Biech, Elaine. The Business of Consulting: The Basics and Beyond. Pfeiffer & Company, 1998. My apprehension is that in the near future, unless finished goods are liquidated earlier, would face serious working funds problems and would be forced to borrow more money from outside at very high interest rates and become vulnerable. Different expectations of management appear to be another weakness, which at times can cause serious working problems. It is therefore imperative to arrive at goal congruence for, irrespective of the individual aspirations of the management. More professional and 'impersonal' attitude may prove beneficial for the entire organisation and hence for its management too. Another weakness appears to be a wide gap between the skills and competence of partners and the permanent staff. D4.GEX has to grow and it has to have a proper team to manage its operations. Whereas Directors have to devote more and more time on strategic and external issues,' the people employed have to be developed, such that they can be delegated with more authority and responsibility to manage internal operations competently. D4.GEX cannot and should not, glorify for all times to come, in the competencies of its directors. In fact, much more could come when Directors would be able to develop a competent team of working executives and ultimately play a directional role. Opportunities Global Aspiration The desire to explore does not have any boundaries. Adventure does not come with any limits. Discovery does not have an end. These are as vast as the greatness of the outdoors. And it is this belief that has been continuously driving D4.GEX forward in all its endeavours. It is this belief that has taken D4.GEX beyond borders and into the forefront of global outdoor products. And it is these beliefs that will help D4.GEX push the frontiers of quality to bring you only the best. With a number of showrooms already opened and opening in cities around the world, D4.GEX is truly becoming a global brand. Problems Problems could be both due to internal weaknesses of the organisation as well as due to exogenous factors beyond the control of an organisation. Whatever may be the cause, they need to be known in the first place and then solutions have to be found to solve them. To my mind, the following appear to be D4.GEX’s manufacturing’s problems: 1. Uncertainty of its future, especially of its relationship with diversifies market. This uncertainty has to be removed at the earliest, as otherwise it might lead to a strange paradox; Low motivation of directors because of the incongruous relationship. 2. Low flexibility and lack of choice business, as the principal can supply only one grade and has limited capacity. 3. Increasing costs and inability to pass the higher costs to the buyers. PART-IV REFLECTION FROM MY EXPERIENCE ACTION RESEARCH Action Research is the critical study that will need to decide what to write and to whom to write. There is a written report on Action Research follows. A Written Report on Action Research THE CONTEXT: WORK/COMMUNITY CONTEXT: Once you have a posed a problem at a general level, you will need to provide the context of your work. There are two parts to this. One if the local context (this section) and the other is the professional context (review of literature). Product Diversification and Customer Care are the two strategic tools employed by present day business to efficiently integrate suppliers, manufacturers, warehouses, and customers so that merchandise is produced and distributed at the right quantities, to the right locations, and at the right time in order to minimize system wide costs while satisfying service-level requirements. LITERATURE REVIEW The literature is other way to set the context for your work. What have others done that inform my understanding of the problem? What theories or predictions about outcomes come from past research? How is what you plan to do similar or different from what others have tried? THE RESEARCH RESEARCH QUESTION: The research question sets up the inquiry. The overall question is the overarching problem selected. The cycle’s questions are sub questions that helped address this larger issue in different ways. To analyze whether the Corporate Strategy applied takes into consideration of all the components of BPM involved, so improving the efficacy of the models and to evaluate and analyse the current problems associated with the digital software product from D4.GEX. REPORT OF CYCLES OF RESEARCH Action research takes place in cycles. Each cycle is a discrete experiment--taking action as a way of studying change. Your report needs to include --either a detailed report for each cycle as follows or a report of the cycles in a more summary format. EVALUATION: D4.GEX is a leader in the particular field for years. It is not easy.In a competitive environment, maintaining leadership is not easy. New substitutes and products made using new technologies would keep entering the market eroding competitiveness of existing firms. Under such circumstances, constant product improvement becomes essential to maintain product differentiation. Even in fields where competition is limited, it is worth attempting technological improvements either for cost reduction or product improvement. This means that the experience curve of such firms keep shifting continuously. REFLECTION: Looking back on my action with the benefit of data, it can be seen that the following aspect can be well sort out by doing the research. By analysing the Corporate Strategy applied takes into consideration of all the components of BPM involved, so improving the efficacy of the models and to evaluate and analyse the current problems associated with the Product Diversification and Customer Care from D4.GEX. This can be well tackled by applying the given strategies. EXISTING BUSINESS MODEL AND A NEW PROPOSED IN D4.GEX needed existing D4.GEX’s Locations of supplies Centralized at BSB and well structured Partially distributed—some part types are carried on board D4.GEX’s Supply network Top-down hierarchy Flexible D4.GEX’s Method of distribution Well structured and speedy Flexible- D4.GEX’s Decision cycle 24 hours minimum D4.GEX’s Decision criteria First-come first-served and direct to the customer. Mathematical optimization used to maximize vehicle availability Product Diversification Well defined minimal Customer Care 100% customer satisfaction needed poor Market Analysis Constant and round the year poor Product Liquidation in the market Speedy and timely poor Conclusion The company D4.GEX is one of the leading digital software product manufacturing companies. The media plays a vital role in a product promotion and the fact encountered many a times is lack of the availability of goods after media promotion creating a bad image of the product or products promoted at discounted rates never reach the consumer during the discount periods. The research would be to analyze the logistics or business process models adopted by the company. The general overview of the system adopted by the D4.GEX according to information revealed by the Product Diversification and Customer Care are that they will focus more on the same to rejuvenate the sales figures as they had in the past. Anticipated orders many a times result into excess inventory. REFERENCES 1. Mick Cope - Seven Cs of Consulting, the: Your Complete Blueprint for any Consultancy Assignment, Financial Times Prentice Hall, 2003 2. Philip A. Wickham - Management Consulting: Delivering an Effective Project 2nd Edition 3. Philip Sadler - Management consultancy a handbook of best practice 2nd ed. 4. MILAN KUBR - Management Consulting: A Guide to the Profession 5. Ashford, Martin. Con Tricks: The Shadowy World of Management Consultancy andHow to Make it Work for You. New York: Simon & Schuster International, 1999. 6. Barcus, Sam W., & Wilkinson, Joseph W. ( Editors). Handbook of Management Consulting Services. New York: McGraw-Hill, 1995. 7. Bellman, Geoffrey M. The Consultant’s Calling: Bringing Who You Are to What YouDo. San Francisco: Jossey-Bass Publishers, 1990. 8. Biech, Elaine. The Business of Consulting: The Basics and Beyond. Pfeiffer & Company, 1998. 9. Biswas, Sugata & Twitchell, Daryl. Management Consulting: A Complete Guide to theIndustry. New York: John Wiley & Sons, 1999. 10. Block, Peter. Flawless Consulting: A Guide to Getting Your Expertise Used (2nd Edition). San Francisco: Jossey-Bass Publishing, 1999. 11. Block, Peter. The Flawless Consulting Fieldbook & Companion. San Francisco: Jossey-Bass Publishing, 2001. 12. Carucci, Ron A., and Tetenbaum, Toby J. The Value-Creating Consultant: how to Buildand Sustain Lasting Client Relationships. New York: AMACOM, 1999. 13. Cockman, Peter, Evans, Bill, & Reynolds, Peter. Client-Centered Consulting: Gettingyour Expertise Used When You’re Not in Charge. New York: McGraw Hill Book Co.,1996. 14. Cohen, William A. How to Make it Big as a Consultant. American Management Association, 1991. 15. Connor, Dick & Davidson, Jeffrey. Marketing Your Consulting and Professional Services. New York: John Wiley & Sons, 1990. 16. Cosentino, Mark P. Case in Point: Complete Case Interview Preparation. Boston: IvyProductions, Inc., 1999. Read More