Requirement for Planning of a Product for Future - Coursework Example

Organizational Diagnosis, SLP: Time Warp al Affiliation Introduction Truly ignorance is perfect happiness and great joy in acompany. However, the bliss doesn’t last long because I am subjected to time travel there is a decisive responsibility on me to plan thing accordingly. I have to identify the needs of the present as well as cater the issues of tomorrow as a business administrator. The Clipboard Tabled Company at present is a well-known company with a wide range of products among which the three products X5, X6, and X7 have a greater share in the market. The decisions which are relatedto the effectiveness organizing of these products will lead to organizational development. Diagnostic models The clipboard need to uses Mckinsey 7s framework. The framework got its name from a consulting company, Mckinsey and company, which had conducted research and industry (Pascale & Athos, 1981; Peters &Waterman, 1982). The model identified seven variables which the authors called ‘levers’ all began with the letter ‘S’. The seven variables include structure, strategy, system, skills, style, staff and shared values. Other variables exist but the 7S are very important because they can neutralize the effects of other variables and external environment (Elson 2012). Structure is the skeleton of the organizational chart. Strategy is the plan or course of action used in allocating resources to achieve identified over time. The framework defined system as a routinized process and procedures followed within the organization. The staffs are the personnel who perform vary activities in the organization. The key managers are also important in the way they behave to achieve organizational goal. The behaviour of managers is termed as style. Shared value is the glue that binds all the other 6S in an organization. Shared value has a significant meaning or guiding concepts that organizational members share. Most companies believed that the variables consisted of soft variables and important variables. It doesn’t mean that the soft variables were less important. It only meant that the other variables must be considered first before the soft variables can be put into perspectives. The soft variables include; skills, style and shared values (Elson 2012). It is also believed that the soft variables can only affect decisions internally when the other variables (structure, strategy and the system) could affect decisions both internally and externally when dealing with marketing and sales strategy in the region. The 7S framework doesn’t mention the external environment because they believe that the strength and weakness could be addressed internally to give the company an edge in a competing environment. I believe that when the company maximizes on their strength and minimize their weaknesses, they can overcome competition and become profitable because charity is said to begin at home. Discussion The planning of a product for future requires that there is feedback available regarding which product is the focus point of majority of customers and they are willing to see advance series of it. Once the feedback is available, the company will try to implement better procedures to gain the desired outcome. In order to identify the need of the product in the market the following steps will be taken (Brown, 2006): Input Preliminary Diagnosis Through a survey, as well as records of marketing and financial, the purchasing patterns of the customers are identified. As in what advanced series and which features of Clipboard Tablets X5, X6, and X7 gained the most attention of the customers. Data Gathering The data received from preliminary diagnosis is segregated in products; the data is based on the sales pattern of the products and also treated as the response of the customers. This data is compiled in the form of report. Feedback and Result As soon as the report is compiled, the business administration department takes decision regarding marketing, financial, production and competition handling. Since I am already aware of the outcome of the current planning result, a different approach will focus product features will meet customers’ desire and need. The decision will ensure that the company maximize on the product that is popular with customers (Elson 2012) Marketing Decisions Marketing decisions made at the beginning of each year will depend with the product life stage of the tablet. A product in shakeout phase of its lifecycle will be less marketed because it has no signs of the growth and it has reached its marketing peak. In 2012, X6 will be highly marketed because of its increased sales. Since X7 performed below expectation and X5 experiencing shake out phase, they will have low marketing (Peters and Waterman 1982). In 2013, X6 handled faced shakeout phase in its lifecycle, X5 continue to grow downwards while X7 experienced growth. It will affect the marketing decision by marketing X7 more than the other products. In 2014, x7 continued to grow thus high marketing is necessary. In 2015, X5 experienced stagnation and it is only necessary that it should be phased out since it would become marketing and financial burden.X7 Continued its impressive growth thus marketing is necessary to remind customers of the product availability. In 2016, X5 should be phased out and replacing it with a new product while X6 should be improved to increase its sales. Financial decisions These decisions are based on the cost, revenue and profits. The main contributing factor will be profits because it is a shared goal and objectives of any company. In 2012, X6 was impressive selling 1.8M units giving the company 256M in profits, while X7 performed poorly giving a loss of 30%. In 2013, X6 reached its shakeout phasing thus declining in profitability. It impacted on the general profit of the company (Peters and Waterman 1982). In 2014, X5 dropped in revenue, X6 declined in revenue while X7 continue to impress with increase in revenue. The same happened in 2015 despite decrease in prices of all the products but X7. In 2016, in order to maximize profits, X5 should be phased out while X7 and X6 should improve their features to increase revenue. Production and competition handling decisions In 2012, the company should produce more X6 and price competitively in the market to cope with competition and maximize sales of the product. It is also means producing sufficient units of X5 to meet demand while producing few units of X7 to minimize losses.in 2013, the production of X5 should increase and priced competitively to compete with other products in the same category (Elson 2012). In 2014, production of X7 should be increased to meet the increasing demand of that product. X5 should phase out because of its stagnated growth in sales. The same happens in 2015. In 2016, they should increase units of X6 2012. Fig. 1 Key decisions X5 X6 X7 Marketing 2012 to 2013- highly marketed while 2015, they marketing should reduce Marketing should be high in 2012 to 2014 which declines gradually Gradual marketing in 2014 to high marketing in 2015 Financial decisions Allocated low costs since it doesn’t perform well in 2012. Performs well in 2013, which decline in the subsequent years. Performance well, in 2012 and 2013 which declines in the subsequent years. Poor revenue volume in 2012 and 2013 which increases exponentially in the subsequent years. Production Production should be low in 2012 and increases shapely in 2013 and reduces again in the subsequent years. In 2012, the production should be high to meet demand which decreases gradually in the subsequent years. Production is low in 2012 and 2013 which increases exponentially in the subsequent years. Competition handling Competition should match in prices. In 2012, its price is $265 which decreases to $ 250 in 2015 because of decreased demand and high competition Its prices decrease gradually from $ 420 in 2012 to $350 in 2015 because of decreased demand in that period. The price of X7 is adjusted according to competition. The price decrease from $195 to $150 to make affordable. Its high demand in 2015, makes the prices to increase to $175 References Peters, T. J. & Waterman, R. H. (1982).In search of excellence: Lessons from america’s best-run companies. New York, NY: Harper & Row. Elson, J. (2012). “Tablet Development Simulation” Retrieved from www.forio.com/simulate/jelson/tablet-development-sim/run/#p=page3 Falletta, V. S. Organizational Diagnostic Models: A Review & Synthesis. California Leadersphere, Inc. Organizational diagnosis: Time warp. 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