Analysis Janes SkyFrance Business - Research Paper Example

 Analysis Jane’s SkyFrance Business Table of Contents 1.0Introduction 1.1 The most appropriate recruitment Method for Jane to recruit a marketing manager 1.2 The Stages of the Recruitment Process and what Jane should do at each stage 1.3 Suggested Job description and person specification for Jane to use 2.0 Promotional methods well suited for Jane’s SkyFrance business 2.1 Strap line slogan tat Jane can use in all her marketing Campaigns 2.2 Adverts to appear on a newspaper that will appeal to Jane’s target segment 3.0 Introduction to Change management 3.1Why the check in and booking staff could be resistant to change 3.2 Ways through which Jane could address the change process-Lewin’s Model 4.0 Strategic Issues 4.1 How strategies, mission and vision statement can help and benefit Jane Business 4.2 Strategic Pyramid, mission and Vision Statement for Jane’s business 5.0 Conclusion and Recommendation 1.0Introduction Today’s business environment has increasingly become more turbulent, chaotic and challenging than ever before. To survive, it is vital that a firm can do something better than its competitors (Wonglimpiyarat 2004:1). Globalisation has not only altered the nature and the intensity of competition but has had to dictate and shape organisations in terms of what consumers wants, how and when they want it and what they are prepared to pay for it (Hagan 1996:1). Kanter (1995:71) on his work of “Mastering Change” argues that success in the present day business is not for those companies that re-engineer the way they do things, or for those fixing the past. According to Kanter (1995) such an action will not constitute an adequate response. This is because success is based on an organisation’s ability to create, rather than predict the future by developing those products that will literally transform the way the world thinks and view it self and the needs (Kanter 1995:71). This report focuses on the second part of Jane’s business the SkyFrance. The report is divided into four sections with each of this section addressing important issues. In the first section we will discuss the most appropriate method for Jane to recruit a marketing manager, the stages of the recruitment process, the recruitment advert and the job description and person specification for the position. Section two of the report discuses the strap slogan and the promotional method well suited for Jane’s business. The third section of the report states some reasons while the check in and booking staff might resist change. The section also discusses how Jane could carry out a change management program using the Lewin’s change management model. The last part of the paper looks at the important of mission and vision statement, and develops strategic pyramid for Jane’s business. 1.1 The most appropriate recruitment Method for Jane to recruit a marketing manager The field of human resource (HR) management is one of the many interesting area of research that has witnessed a paradigm shift within the last few decades (Huselid, 1995, Doty &Delery 1996). Within this area of research, an increasing body of literature contains the argument that, high performance work practices, including comprehensive employee’s recruitment, selection procedures, incentives compensation and performance management systems, and extensive employee’s involvement and training can improve the knowledge, skills and abilities of firms (Huselid, 1995). In the past two decades, methods as to how employers and organisations recruit employees have changed dramatically. Most employers these days use multiple methods of recruitment, ranging from traditional help-wanted signs to the internet. Cobb Gnyawali & Offstein (2006:315) argued that while effective human resource management and policies have, indeed, been linked to strategic outcomes, human resource management theory has yet to link human assets and HR practices directly to the building blocks of strategy and competitive behavior. Accordingly, their model of strategic human resources links both micro and macro literature streams. Traditional recruitment and selection method is the most common method of recruitment. According to Gilbreath (2008), creating strong HRM policies requires creating a strong psychological environment in which employees can thrive. Such an environment requires conducting stress audit, monitoring the work of the environment, matching people and work environment and using teams of employees and researchers to study the work environment. Here, people still seem to think that a written application means a hand written application.  If a company does want a handwritten letter they will say so (Gilbreath 2008). Traditional selection methods take many forms, from sending an open application letter, enrolling with a recruitment agency. Selection takes place through an interview, a placement test, assessment centres and through work samples techniques. Jane should recruit a marketing manager through a press release published in major papers such as the Economist, the Financial Times etc. This fall within the target segment of the position in question. 1.2 The Stages of the Recruitment Process and what Jane should do at each stage “The resource base view of the firm infers that firms create competitive advantage by implementing unique combinations of resources and business practices that are difficult (or impossible) for competitors to imitate” from this viewpoint, Human resource practices are key components of overall firm strategy. In fact, the success of some well-known firms has been attributed attributed to their HR practices as a competitive advantage (e.g. Southwest Airlines and SAS)1. The recruitment process takes place in various stages from creating a job openings, drafting job description and person specification, advertisement of the opening in a newspaper, referral or website, screening of applicants, selection test, interviewing, reference check, job offer, signing of contracts etc. In the first stage of the recruitment process, Jane has to first of all create the need for an opening. In our situation Jane has an opening for a marketing manager. Jane has to further state, the job description for this particular role and the person specification needed to do the job properly. At this stage, Jane has to outline the daily, weekly and monthly routine of the marketing manager, the skills needed to do this job like qualification, experience, personality and track records. This information is necessary for Jane to be able to advertise the position at the next stage in the newspaper. At the job advertisement stage of the recruitment process, Jane has to define the purpose of the recruitment, the position, the duration of the contract, benefits and expected achievements. The position will then be advertised through major news papers, websites and job centers. International magazine such as the financial times is primary for this position. At the applicant application screening stage, Jane has to screen the applicants’ base on information stated in the application and the job description, requirements and person’s specification for the particular position. Here, Jane will select just the few applicant whose credentials match the position. Those selected at this stage are then invited for a selection test, while others are sent a warm letter thanking them for the interest in the company while asking them not to hesitate to apply subsequently. After the selection test is written the best five are invited for an interview. Here, Jane with other experts in the field should ask interviewees questions on the position, what they think about the position and how it compared to their last position. Their skills in other languages and culture will also be tested. The best candidate, chosen will be invited for a preliminary discussion, , background screening, and offer of employment. Once accepted, the granting of membership with Sky France is established. The new recruit then sign the contract is introduced to the supervisor and other team members and various departments. People differ from each other base on their skills, qualification and fit. The first step towards a successful human resource management is choosing the ‘right’ person for a position. Selecting the right candidate through the right method create a competitive advantages. 1.3 Suggested Job description and person specification for Jane to use Exciting Opening for Senior Managers SkyFrance a leading Airline Company requires the services of a senior Marketing Manager Qualification A minimum of 1st degree preferably in the social sciences or any management sciences Post graduate qualification such as an MBA or any other professional qualification in marketing will be an added advantage A minimum of ten years experience in marketing and other senior management position. Previous sales and marketing experience in the catering and airline industry will be an added advantage. Strong track record in the marketing and sales department in previous positions held. Proven ability to oversees all marketing, advertising and promotional staff and activities An extensive experience in all aspects of developing and maintaining marketing strategies to meet organizational objectives. Superior written and verbal communications skills, coupled with highly developed interpersonal skills. Ability to quickly grasp complex technical and business concepts and express them in clear language. IT skills and previous experience on website development Job Description Develop pricing strategies with the goal of maximizing value for SkyFrance. Help in creating and development of a company website Develop sales and marketing strategies Ensure achievement of sales and revenue target assigned Maintain relationship with new and old clients Create a new market niche and segment for leisure travelers Oversee product development or monitor trends that indicate the need for new products and services. 2.0 Promotional methods well suited for Jane’s SkyFrance business According to Peter (2007), a market segment consists of individuals, groups or organizations with one or more characteristics that cause them to have relatively similar product needs (Sommers & Barnes 2004). Markets are partitioned with respect to potential customers. The management of Clippermac Ltd can segment it market in any of the following ways; Geographic, Demographic, psychographic and behavioralistic. SkyFrance needs a strict and contingent marketing plan in order to compete in the industry which can well be adjudicated with the help of three interrelated tasks which are-marketing objectives, selection of the target market, and developing the market mix (Peter et. al, 2007). Recognition of an opportunity marks the advent of planning of an appropriate strategic approach by the marketing executive in order to efficiently benefit the advantage of the opportunity. For an efficient marketing plan, the company needs to define the market potential and opportunities should be prioritized. It is preferable to analyze the risks and problems associated with it and then operate according to the management growth by considering each and every facet of the market. Marketing planning is not as intricate as it seems to be. One should well be able to critically think about the strategy to be enforced while clarifying every target and goals to be achieved (Marketing Plan Software, 2008). Due to the fact our chosen segments differ in their age, income and spending patterns differentiated marketing technique will be employed for this campaign. Two programs will be developed: first one to reach affluent executives, business and leisure travellers and the second is to attract young fashionable and the student population. Our focus is to offer and achieved the corporate goals of the new corporate brand. To achieve the best possible results it was decided to use mixture of pull, push and profile marketing strategies linked to various integrated marketing techniques. Pull strategy will be used to achieve the awareness levels stated above. Profile strategy will work towards interest building. Push strategy will allow reaching maximum number of visitors (Peter et al. 2007). Jane will use internet, newspaper and television advertising. This will greatly appeal to our business and leisure travelers segment. 2.1 Strap line slogan that Jane can use in all her marketing Campaigns The corporate brand will adopt one of Michael Porter’s generic competitive strategies of product differentiation – that is creating a restaurant with product/service perceived as unique to our audience. Our unique features or benefits of our brand will provide customers with superior value. Here, our intention is to create unrivaled and unequaled products with reduced price elasticity. The strap line slogan for Jane to use will be SkyFrance making flying more secured friendly and relax. 2.2 Adverts to appear on a newspaper that will appeal to Jane’s target segment Our campaign message will therefore reflect the needs and wants of the society in which we operate. One of the possible options for the message is: SkyFrance a regional and international airline company, flying both leisure and business travellers for less. We fly you to all the major airports in Europe. SkyFrance is the only regional airline flying all European capital cities. With, Sky France arrived at your destination, fresh, relax and feel more secured. 3.0 Introduction to Change management Organizational change or change in general can be defined from a variety of points depending on the perception of the user. An individual or employee in an organization may look at a new post or position as a change while higher management may feel it is unimportant. (Cao et al, 2000, p187). Changes viewed also by management may also not be looked upon as change by outsiders like competitors or suppliers. This has led to the categorizing of change in various ways, some of which include strategic and non-strategic change, incremental and radical change, changes of identity, co-ordination and control, planned and emergent change, change in terms of scale, human-centered change in terms of individual, group and inter-group or organizational level, quantum change and so on. (Cao et al, 2000, p187; Todnem, 2005, p372). Changes can also be structural, that is dealing with the physical alteration of an organization like its buildings and equipment or even employees. (Bennett & Durkin, 2000). On the other hand, it may be a change in process, that is, the way the related groups of tasks are combined to create value for a target customer. (Cao et al, 2000, p188). A change can as well be in functions, that is, the decision system or policy and resource allocation duties of a particular element of an organization. There can also be changes in values, beliefs and human behavior in terms of social rules and relationships and so on. (Cao et al, 2000, p187). 3.1Why the check in and booking staff could be resistant to change To successfully implement change in SkyFrance, it will be wise for Jane to first pre-empt the resistance for it and put in place contingent measures for its eventual management. It is very necessary for Jane to ask what new values are critical to the new business process, what current behaviors inhibit change and how will these be overcome. Normally, the check in and booking staff will resist change for a variety of reasons, some of which include: Some will resist, for nothing, the implication is convincing them, and making them to understand, the present state is dangerous than the unknown future Rationality: Objectively this is not good for me. Fear: Bred by uncertainty it might not be good for me. Discomfort: It doesn’t feel right to me. Skepticism: Frankly I don’t believe you. The main implication here will be Jane’s ability to communicate the objective of the change through a main vision, and institute these in the daily routines and rituals from top management. For change to be successful, change must be facilitated through From, the perspective of Incentives: This involves making the change process in the interest of all the stakeholders. It takes place in the form of appreciation (verbal or written), financial benefits, job promotion and enrichment etc. Information: The reason for the change should be well spelt and communicated to every involved party well in advance. Information dissemination in the change process is very vital as it reduces uncertainty in the actors involved. Indoctrination: People are usually resistant to change because they don’t know whether they will fit in the new design. Education and training of the change participants is a good contingent measure to manage its resistance. Intervention: Also, there is the need to intervene, support and reassure the change actors that they are taking the organization to higher heights. This reassurance gives motivation as the actors or employees. Involvement: Generally, the most mistake change initiators make is giving out the feeling that the change is for the organization and not for the change actors or employees. It is always very important to rope everybody as a ‘changer’ and not as a ‘changee’. 3.2 Ways through which Jane could address the change process-Lewin’s Model Lewin drawing inspiration from field theory, group dynamics and action research developed his three steps model of change. Lewin believed that, there were three different steps a change project should include; unfreezing, moving and refreezing. From the field theory, Lewin refers to all the environmental forces affecting the behaviour of a group. This lead to individual behaviour for being a direct effect of the environment of the group, as changes in the environment will likely change the behaviour of the individuals. Field theory is the foundation to the next element of Lewin’s work group dynamics. This element states that, the main focus of change should not be on the individuals but on the field. Here, Jane should focus her change process on the field. According to the theory, people adjust with respect to the field and thus, focusing on the individual and not the field will be insignificant. Using these theories as a cornerstone, Lewin in his three steps change model talk on unfreezing, moving and refreezing. According to the three steps model, most change starts with unfreezing, here, Jane will need to destabilize the field to be able to start changing something. According to Lewin, it is not an easy process and different situations will need different ways to do it. In an unfrozen stage, Jane should open the group for new learning and direction. Unfreezing doesn’t have any direction though, so the purpose of this stage is to lead the change of the group behaviour in the desired direction. Refreezing, Lewin in his three steps model requires that, when the group behaviour has reached desired state, it is very crucial to take action and make the change permanent. Thus the forces of the field need to be refreeze in order to stabilize the forces of field and make the change last. Here, Jane will need to refreeze its activities once the desired changes have been implemented. From the two models, organization change will involve changing management activities from the start, involving people in the change campaign and communicating the change decisions to every affected party. It will be that of total organizational change which will be change designed to simultaneously affect multiple policies, practices, procedures and levels of the organization. (Schneider et al. 1996). It will be a change designed to sustain organizational health and vitality over time and will affect the psychology of everyone in the organization. (Schneider et al. 1996). Change management model involves Preplanning the change process during the design stage with all the actors involved. Training the employees to be able to deliver high quality services and goods. Developing expectations of high quality in the employees through selection and reward systems and by equipping them with necessary material and informational resources that deliver quality. Encouraging them to discuss and resolve quality issues rather than hide them to create a future situation of toxic decision making. (Weiss, 2007; Mattlis and Ozcelik, 2004). Eliminating the concept of an acceptable level of service or product and instead instigate that of continuing improvement. According to Dwyer & Kemp (2000:3), “the forces at work in the environment and the organisations capabilities in coping with these, are made sense of in terms of the individual experience of managers and the collective assumptions within the paradigm”. Figure one below summarizes the cultural web and the organisational paradigm as construed by Johnson and Scholes (1997 Fig. 2.10, p. 69) These assumptions are more commonly observed in conversations, discussions between the different stakeholders in an organisation (Dwyer & Kemp 2000). In some situations assumptions are deeply embedded in an organisation and its’ members that it can only be manifested through peoples action (Dwyer & Kemp 2000). In all, these assumptions, ways of doing things are the backbone of the organisation (Johnson 1992, Johnson &Scholes 1997). 4.0 Strategic Issues Andrews (1997: p. 52) defines corporate strategy as “the pattern of decisions in a company that determines and reveals its objectives, purposes, or goals, produces the principal policies and plans for achieving those goals, and defines the range of business the company is to pursue, the kind of economic and human organisation it is or intends to be and the nature of the economic and non-economic contribution it intends to make to its shareholders, employees, customers, and communities”. Corporate strategy in effect maps out the businesses in which an organisation intends to compete in a way that focuses resources to convert distinctive capabilities into competitive advantage. (Andrews, 1997). 4.1 How strategies, mission and vision statement can help and benefit Jane Business Mission and vision statements are two strategic management concepts (SMCs) (Soyer & Asan 2007). These are important concepts that define organisations’ values, competencies and are quite useful in the strategic planning and management of the organisation (Soyer & Asan 2007). In their work “Identifying strategic management concepts: An analytic network process approach” Soyer & Asan (2007:1) echo that, “SMCs together provide a common language and help stakeholders and other interested parties understand the business and its position in a competitive environment. This same view was earlier aired by Raynor (1988) where the researcher refers to mission and vision statement as an organisation cornerstone that guide and provide actions, directions and aspirations for the future. Vision statement refers to the desirable (O’Brien & Meadows 2001). In other words, a vision is the articulated goal for the organisation. Unlike mission statement, vision statement is a core goal. Once this is achieved, a direction will be set for the next vision (Soyer & Asan 2007, O’Brien & Meadows 2001, Thomas et.al., 1993). Forman & Camponovo (2004:1) referred to mission statement “as the most basic embodiment of business strategy….. for mission statement is often at the heart of strategy formulation for successful organisation. Raynor (1998) further outlined the role of vision and mission statement which include Mission and vision statements are pivotal in defining and communicating an organisation’s “enduring core purpose” (Raynor 1998:2). Mission and vision statement set the pace for the activities of the organisation as these statements are usually defined within the boundaries of the organisations core competencies (Raynor 1998). In addition, Mission and vision statement by defining an organisations’ boundaries draw demarcation between one organisation and the other by exhibiting the organisations salient features (Soyer & Asan 2007, O’Brien & Meadows 2001, Forman & Componova 2004). In all, in an organisation the creation of its mission and vision is an important first step in the development of modern, strategic management (Forman & Componova 2004). The researchers argue that, today many crises in organisation is actually due to “a fundamental direction and that some carefully crafted and publicly promulgated statement of an organization’ s mission, purpose, values, goals, and vision” (Forman & Componova 2004:10) 4.2 Strategic Pyramid, mission and Vision Statement for Jane’s business At SkyFrance, the mission and vision statements are defined within five core business principles which include, outstanding customer service, effective and efficient operations, strong employee, strict expense discipline and security. However, vision and mission statement are frequently abused by the people trusted to implement it. According to Fama & Jensen (1983) managers of organisations will always act at the expense of the institution because of their personal interest. This is true as bonuses have become a thing of the past (Forman & Componova 2004). Mission and vision statements message must be communicated in precise simple and clear language supported through out the organisation. In today’s organisation, this is not often the case due to misalignments; the mission and vision were overstated. Forman & Componova (2004) argued that misuse of this statement is so common and over time hard work is necessary for revival. They caution that, “Unless mission and vision reflect the core values, capabilities, and goals of individual organisations, they cannot shape current and future operations and therefore soon become clichés” (Forman & Componova 2004:7) Strategic Pyramid Be at the top of the industry within ten years Increasing our flight route from one country to another, and one continent to the next Gain 10% of market share in the first year of operations Get a net profit of 12% within the first two years 5.0 Conclusion and Recommendation Strategic advantages are not always achieved by competition alone. Collaboration between potential buyers and sellers and some other dealers turn to be very beneficial and advantageous when negotiation and contracting costs reduces (JSW: 2005:261). I believe by developing and capitalising on its service minded employees and reliable service, the company stands a better chance to sail through the five forces framework. GLBE-UK will be owned and operated by its founders, initially working with a small employee base that will cover sales and delivery. The company should increasing used partners worldwide to benefit from generic focus and cost leadership strategy. References Andrews K. (1997). Resources and Strategy: A Reader, edited by Nicolai J. Foss. Oxford University Press, ISBN 0198781792, 9780198781790 Bennett, H., & Durkin M. (2000). The Effects of Organizational Change on Employee Psychological Attachments: An Exploratory Study. Journal of Managerial Psychology. Vol 15, No 2 pp 126-147. MCB University Press. Cao, G., Clarke, S., Lehaney, B. 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