The IssueHarrison-Keyes' executives did not think the implementation plan through formulating the strategies needed to reach the overall goal. The executives fell short of a new sales strategic plan for electronic book publishing as well as the strengths, weaknesses, opportunities and threats of the new business venture. A small amount of attention was given to the quality, technology, talents of each manager, and the dealers who would network the product. This information could pose a possible opportunity or threat to the organization. Based on the information within the scenario, the company would be faced with many issues.
Developing a plan that would provide answers to the questions of what needed to be done to reach the overall goal: An analysis of "who are the customers" and "what their needs are as they (the customers) see them (a realistic evaluation of the past and current position of the enterprise), and an assessment of the internal and external environments" (SWOT analysis) (Gray & Larson, 2006).
Any company wanting to maximize at a higher level of success should be aware of the strategy in place in order to reach the preferred transformation.
The ResponseMotorola Inc. is a company who realized that there was an opportunity around the weight of the supply and decided to enhance the organizations supply chain mechanism. In order for the company to develop a power supply succession a strategic would have to be implemented. The company experienced several obstacles implementing the right strategic plan however the CEO in place explore what the options were in becoming the best in its league. With several studies in place the team found that the greatest means of maximizing the company's revenue was to have an integrated supply chain (Atkinson 2007).
The task team had a clear plan in place. Upper management had taken time to define the Motorola's mission and vision statement and focus in on the areas that needed major change.
The OutcomeThe change was not easy but the results began to become impressive. The statistics in revenue per supply chain and in units shipped per staff member changed by 50 percent. The new supply chain mechanism demanded a fourth of a rotation in inventory by a third of the time that it would take to produce. A third of the customers were satisfied and there were less factory defects.
Atkinson. W. (2007). Trends. Organizational Best Practices. Business Intelligence. RetrievedJuly 2, 2009 from EBSCOhost database. http://web.ebscohost.com/ehost/pdf