The Use of Models to Resolve Five Prevailing Business-Related Mobileye Problems - Thesis Proposal Example

July 2, 2015

Chapter II: Brief of the Case & Scope

Mobileye is currently one of the top sources of vehicle early warning device accessories (Yoffie, 2015, p. 1). The company uses the camera to take information from within the vicinity of the vehicle. The computer chip uses the camera pictures to warn the vehicle driver of any accident possibilities. For example, the Mobileye camera’s partner computer chip warns the car driver that a pedestrian suddenly passes in front of the vehicle. The same vehicle early warning device accessory warns the vehicle driver that the vehicle is veering towards the road side, which may cause an accident. The same camera warns the vehicle driver to slow down because the vehicle in front of the driver had slowed down due to traffic constraints.

Further, Mobileye admits that its vehicle early warning device accessory works 99.99 percent correctly. This is not enough (Yoffie, 2015, p. 2). The remaining 0.01 percent may equate to the car accident. In the car accident, the Mobileye vehicle early warning device accessory may not warn the vehicle driver that an old lady who is using a walking stick is slowly crossing the street. The 0.01 percent failure of the Mobileye vehicle early warning device accessory to detect the old lady will lead to the avoidable death of the lady. This is unacceptable.

Just like in any business, the future is bleak. There is high probability that a competitor will offer the same product as Mobileye (Yoffie, 2015, p. 2). In fact, the future may bring about the entry of a new competitor that offers better vehicle early warning device accessory benefits compared to the currently offered vehicle early warning device accessory benefits of Mobileye (Yoffie, 2015, p.3).

To prevent the early entry of competitors, Mobileye patented its products (Yoffie, 2015, p. 2). The patents prevent the eager competitors to copy and sell the same Mobileye technology. However, the competitors may come up with a product that offers better vehicle early warning device accessory features. The features may use both radar technology and camera technology. Mobileye uses only camera technology. Mobileye believes the cheaper camera will bring down the market price of the camera-based Mobileye vehicle early warning device accessory.

In terms of assumptions, it is assumed that Mobileye has gained the trust and confidence of countless vehicle early warning device accessory customers around the world (Yoffie, 2015, p. 3). The Mobileye continues to form part of the vehicle early warning device accessories of Volvo, Mercedes, Toyota, and other popular vehicle brands around the world.

It is likewise assumed that the Mobileye has successfully protected many drivers from avoidable accidents while driving along the busy highways in many cities around the world p. 168). With the car manufacturers’ including the Mobileye’s vehicle early warning device accessory in their vehicles, the car manufacturers are comfortably assured that the Mobileye device will protect the vehicle drivers from the avoidable accidents while cruising along the busy traffic-laden roads of major cities around the world.

The scope of the study shall focus on the Mobileye vehicle early warning device accessory (Yoffie, 2015, p.1). The same scope shall focus on gathering relevant data relating to Mobileye’s marketing strategy to retain its current top spot in the global vehicle early warning device accessory market segment. The same scope covers the gathering relevant data relating to present and future competitors of Mobileye. The study shall include determining the products of the present and future competitors. Likewise, the study shall benefits of the competitors’ competing vehicle early warning device accessories

In terms of revenues, the scope shall include the financial status of the Mobileye competitors (Yoffie, 2015, p.3). The financial status shall include data relating to the production process of the Mobileye competitors. The study shall include the marketing strategies of the current and future Mobileye competitors.

In terms of possible future competition, Google came up with its own version of the automatic driving vehicle (Yoffie, 2015, p. 3). Automatic driving includes the possibility that there is no human intervention in the moving of the vehicle from one location to another location. During 2014, the Google car passed the 500,000 miles running through different road conditions.

Mobileye uses computer chips to help the vehicle drivers move safety across the winding roads (Yoffie, 2015, p. 18). The computer chips gather important information from the camera. The camera takes pictures of all areas where the vehicle passes through. The camera delivers the films to the computer chip. The computer chip sounds the alarm so the vehicle driver is prodded to stop his or her vehicle.

Further, the Mobileye vehicle’s early warning device accessory currently does not offer automatic driving (Yoffie, 2015, p. 1). In automatic driving, the human person does not move the steering wheel. Likewise, the human person does not step on the brakes in automatic driving. Google’s marketing strategy is to offer automatic driving (Yoffie, 2015, p. 13). Under the automatic driving condition, the vehicle’s computers will move the vehicle forward. In order to prevent Google from taking over the automatic driving market segment, Mobileye should strive to venture into the automatic driving market segment.

Chapter 3

Statement of the Case Study Problem and Analysis

3.1 Statement of the Case Study Problems and Analysis plan

3.1.1 Strategy (Management) Problems

Problem 1: Cannot convince Google to acquire Mobileye vehicle earning

warning device accessory.

Matrix (BCG)

Table 1

Ref: www.quickmaba.com

The BCG matrix is one of the business entity management strategies of a one Boston management team (Schawel, 2014, p 31). The group focuses on offering consultancy services to the team’s present and future customers. The matrix has several advantages. One of the advantages is generate the relationship between the market (growth) rate inputs and the relative (market) share inputs. The matrix indicates what constitutes stars. The stars crop up when the market (growth) rate and the relative (market) share are both high. Likewise, the same matrix advantageously indicates question marks will crop up when the relative (market) share is low when the market (growth) rate is likewise low. The matrix advantageously indicates when the dogs occur. In terms of disadvantages, the diagram may be confusing to the mundane viewers and does not include the economic aspects of supply and demand topics. The discussion does not include the related similarly important Kaizen management concept. Kaizen, a Japanese technical term, is normally used in the Japanese companies’ production processes (Medinilla, 2014, p. 14). The concept affirms the company requires all its line & staff employees to contribute their own best share to continually improve the current performances of all departments within the company.

Belbin’s (Team) Roles

The use of the Belbin (team) roles is advantageous. Belvin (team) role strategy includes pinpointing the importance of team roles. The Belvin tool advantageously explains the importance of the employees’ different roles to achieving the entity’s goals and objectives. The Belbin discussion explains the different inputs from several individuals complements the other Belbin discussions. One team member’s role is to ensure the products do not malfunction (Glantz, 2014, p. 34). In terms of disadvantages, the diagram may be confusing to the mundane viewers and does not include the economic aspects of supply and demand. The topic does not include the vendors/suppliers (Ganesh, 2013, p. 153). The discussion does include the Similarly important SWOT analysis (Yuece, 2012,p. 4).

‘Table 2

Belbin’s (Team) Roles

Team Role

Strengths

Weakness

Resource data Investigator

Enthusiastic, development of contacts

Over-optimistic. Loses interest in the task

Teamworking person

Cooperative, diplomatic

Indecisive, avoids confronting issues or situations

Co-ordinator

Confident, mature

Manipulative, offloading of work assignments.

Problem 2: Cannot convince other car manufacturers to acquire Mobileye vehicle

early warning device accessory.

Quick Response Manufacturing

The tool is advantageous. The tool focuses on the quick reaction of the entity management and employees quickly react to a given situation. The tool advantageously explains how to profitably react to an unexpected situation. For example, the management must quickly react to the present and future customers’ unexpected demand for the entity’s products and services. For example, to save on production expenses, some companies may quickly respond by outsourcing their manufacturing process to China (Plugge, 2012, p. 20). In terms of disadvantages, the diagram may be confusing to the mundane viewers and does not include the economic aspects of supply and demand price issues.

Table 3

Quick Response Manufacturing

Issue

(Quick Response)

Remarks

Competitors lower priced by ten percent.

The entity will reduce current selling prices by a similar ten percent.

Price reduction retains and increase the current customer based.

Transients need 20 more items of the high value product.

Entity manufactures the 20 needed items

Additional 20 units were completed and sold to awaiting customers.

3.1.2 International (Business) Problems

Problem 1: Difficulty in competing with competitors in some countries.

Value Chain

The tool has some advantages. The tool can be advantageously used to determine the flow of funds. The same tool can be used to determine if there is a bottleneck or problem in the flow. The tool helps management focus time and funds to resolving issues or problems along the value chain, increasing customer demand and revenues (Zhao et al., 2013, p.17). In terms of disadvantages, the diagram may be confusing to the mundane viewers and does not include the economic aspects of supply and demand pricing.

Table 4

Value Chain

Value Chain:

Step 1: Buy ingredients.

Step 2: Cook the ingredients.

Step 3: Offer the products to the present and future customers.

Step 5: Serve the food to the awaiting restaurant customer

Step 6: Collect the payments of the customers

Step 7: Deposit customers’ payments to the bank

The value chain simply refers to the continuing activities of the entity (D'heur, 2015, p. 141). The value chain is composed of all activities related to selling the entity’s products or services to the target clients. One part of the value chain may include is conducting a feasibility study. The feasibility study may indicate the projected product demands of the present and future customers.

Ansoff’s (Product/Marketing) Grid

The Ansoff (product marketing) grid has advantages. The grid guides the entity’s management on how best to increase revenues and customer demand (Moussetis, 2011). The grid helps management deliver the new products current products. The grid can be implemented within any market segment. Consequently, any management officer from different markets, including Mobileye’s vehicle early warning device accessory market segment, can apply the grid to help resolve their own unique business problems or increase the present and future customers’ demand for the company’s products and services. The grid helped management to better allocate scarce resources to ensure higher penetration of the different market segments, develop a market for the companies’ products and services, develop a product for the present and future customers’ needs and wants, and help generate viable diversification into any strategy business venture. In terms of disadvantages, the diagram may be confusing to the mundane viewers and does not include the economic aspects of supply and demand intricacies.

Table 4

Product (Market) Grid

Problem 2: Difficulty Convincing Google to acquire Mobileye products.

Blue (Ocean) Strategy

The tool advantageously helps management make better decisions, increasing customer demand and overshooting benchmarks (Hutchin, 2012, p. 117). The tool inspires management to sell products in areas where competitors are scarce or cannot easily compete with the products of the entity. The tool advantageously indicates where areas where the company can outsell the competitors are called blue oceans. Management decisions include resolving constraints. The concept requires that management pinpoint the major constraints to achieving the company’s prescribed goals, targets, objectives, and other benchmarks (Hutchin, 2012, p. 117). In terms of disadvantages, the diagram may be confusing to the mundane viewers and does not include the economic aspects of supply and demand price effects on customer demands.

Further, the discussion does not include the similarly important risks as against the rewards of venturing in to a selected business strategy (Sadgrove, 2016, p. 333). The discussion should include the business enterprise’s priority allocating its scarce resources to maximize the rewards of selling the warning device accessory to the car manufacturers. By implementing the same marketing strategy, the same business enterprise shall determine the possible risks of venturing into the selected business venture.

Table 6

Blue (Ocean) Strategy

Blue Ocean

Product sold to Blue Ocean

Remarks

Community of rich neighbors

/ Toyota Car sold on installment bass

Successful

Community of students

Low priced lunch

Successful completed

Community of elderly individuals

Low priced Wheelchair

Successfully completed

3.1.3 Human Resource (Management) Problems

Problem 1: Hiring the best researchers.

Strategic (Human) Capital- Planning

The tool helps management make better employee-related decisions. The tool helps management locate and persuade the best individuals to apply for the entity’s currently vacant company employment positions. The same tool helps management retain the best working employees within the company’s walls. Management rewards excelling employees (Rourke, 2012, p 10). In terms of disadvantages, the diagram may be confusing to the mundane viewers and does not include the economic aspects of supply and demand topics (Reuvid, 2014, p. 149).

Table 7

Strategic (Human) Capital -Planning

Strategic (Human) Capital Planning:

Remarks

Determine the most number of store visitors in one day.

A long store queue who are waiting to be served prods management to deliver the food products. To remove the queue, management must

Determine the standard salary of the hired employees

Low paid employees may shift to the competitor’s workplace

On the Job training of the accepted new employees

The training enhances the employees’ capacity to complete assigned tasks.

Evaluate the actual job performances of the hired employees.

Evaluation is used as training priority, rewards, reprimands, or promotion.

Problem 2: Hiring enough researchers.

Strategic (HRM) Model

The tool advantageously helps management better hiring strategies. The tool advantageously ensures all areas of human (resource management are well managed, corporate strategy. Top management approves the implementation of the business plants. The tool advantageously affirms management must implement humane workplace environment, internal environment the same tool affirms, internal workplace environment. Likewise, the company may offer rewards, promotions, and other benefits to employees who show they delivered better quality work performances among the line & staff employees (Sayer, N., Williams, B., 2012, p. 181). The tool advantageously affirms Management must focus on ensuring employees must prioritize serving the needs of the present and future customers. Finally, top management offices of the entity must implement a viable (business strategy). In terms of disadvantages, the diagram may be confusing to the average viewer and does not include the economic aspects of supply and demand strategies.

Further, the discussion does not include the similarly important value (based) management strategies. Management must implement business strategies that are grounded on generating value for the customers, shareholders, and other stakeholders (Gocejna, 2014 p. 123). Present and future customers prefer products that have higher value compared to products that have lower value. Consequently, the same products being sold to the present and future customers may include the use quality materials to produce the high quality products (Gocejna, 2014 p. 123).

Table 8

Strategic (HRM) Model

Models

Remarks

Internal environment

Factors within the entity

External environment

Factors outside the entity

Business Strategy

What the entity does to meet prescribed goals and objectives.

Corporate Study

Increases customer demand for entity’s products or services.

3.1.4 Marketing Management Problems

Problem 1: Difficulty ensuring the Mobileye products offer best customer benefits.

Discipline (Value)

The tool has advantages for management. The tool advantageously indicates the importance of discipline within the entity. The tool affirms that discipline contributes to achieving the entity’s prescribed goals and objectives. Discipline includes selling products that cause harm or discomfort to the present and future customers (Shaw, 2013, p. 4). In the current case, the tool reiterates avoiding products that endanger customers (Shaw, 2013, p. 4).

In terms of disadvantages, the diagram may be too technical to the mundane viewers and does not include the economic aspects of supply and demand discussions.

Table 9

Discipline (Value)

Discipline Value

Remarks

Employees should avoid arriving late for work

Late employees fail the discipline (value) benchmark

Employees should avoid unnecessary absences

Absences indicate lack of employee dedication and loyalty.

Employees should avoid idleness or laziness while inside company premises

Lazy or idle employees are often reprimanded.

Employees should avoid conversation that triggers fighting among employees.

Peaceful harmonious relationship increases work outputs and work quality.

Benchmarking

The tool helps management make better work-related decisions. The tool places importance on setting workplace standards. The tool helps management penalize employees whose performances are lackluster, not meeting benchmark requirements. The tool persuades the entity’s management to offer rewards, citations, and promotions to the excelling employees. Benchmarking focuses on setting standards of performance promotion or demotion (Bogetoft, 2013, p. 194). In terms of disadvantages, the diagram may be vague among the typical viewers and does not include the discussion of the more important economic aspects of supply and demand topics. In terms of redesigning products, the redesign of the current production process that reduces the effectiveness of the vehicles’ early warning system should not be approved (Mohapatra, 2012, p. 16). The implementation of such redesign will drive away the present and future customers of the Mobileye’s products and services.

Further, the topic does not include the similarly important redesigning of the current business procedures or processes depends on the prescribed goals, objectives, targets, or benchmarks (Harmon, 2014, p. 327). If the redesign enhances the probability of attaining the company’s capturing all car manufacturing companies’ purchases, then the redesign should be immediately set in place. On the other hand, the implementation of the proposed new redesigned business processes or procedures should be stopped if the resign may hinder or reduce the probability of attaining the company’s prescribed goals, objectives, targets, or benchmarks.

Table 10

Benchmarking

Benchmark

Remark

Attendance (never late)

Late employees may either be suspended or terminated

Sales: serves the needs of the visiting stores’ future and present customers.

Sales personnel must attend to the product and need requirements of target clients who enter the store premises.

Speedy delivery of quality service to customers

Customers prefer fast quality service

Problem 2: Difficulty keeping abreast of competitors’ marketing strategies.

Organization Driven by Market

The tool is similarly advantageous to the entity’s management. The tool advantageously focuses on management’s focusing all available time and resources to meet the demands of the market. Likewise, the tool reminds the organization to adhere to the changing demands of the present and future customers, generating growth in revenues (Moussetis, 2011). In terms of disadvantages, the diagram may be vague or confusing to the mundane viewers and does not include explaining the effects of the economic aspects of supply and demand issues on the market’s preferences.

Under the marked (driven) entity, the market environment influences the business decisions (Kotler, 2012, p. 66). The entity strives to meet the pricing and quality demands of the market. Moreover, a product that meets the needs and demands of the target clients generate value (Nijssen, 2013, p. 31).

Table 11

Organization Driven by Market

Organization Driven by Market

Remarks

Organization sells products and services to meet the demands and needs of the present and future customers.

Customers prefer products and services that meet their demands or needs

Organization sells products and services at popular customer-based prices.

Customers buy products at affordable prices

Organization sells products and services where the target clients can easily acquire the products and services.

Customers prefer products and services that are within their community or within their reach.

Organization allocates advertising funds to newspaper, radio, or television media where the target customers are present.

Companies prefer advertising in TV shows with the most number of target client viewers of the TV shows.

3.2. Methodology of Research

The research focuses on gathering secondary sources. The secondary sources include Peer reviewed professional journals. Other secondary sources include books (Khan, 2011, p.33).

3.3. Philosophy of Research

3.3.1 Approach of Philosophy

The current research paper is grounded on Phenomenology philosophical approach. The approach focuses comprehending the Mobileye business problems. The philosophical approach includes the current researcher’s ensuring the Mobileye business world is a (socially) constructive environment. The same approach includes the use of several acceptable business-based models to resolve the prevailing problems besetting the Mobileye entity (Khan, 2011, p.33).

3.3.2 Strategy of Research

The research strategy of the current research focuses on ensuring vivid application of the business models to the current case study problems. The researcher scoured the university library and other relevant libraries to gather the relevant professional journals and books (Khan, 2011, p.33).

3.3.2. Design of Research

The design of the current case study dissertation is grounded on the use of models to resolve the five prevailing business-related Mobileye problems. The researcher aptly uses the benefits of the twelve chosen business models to eliminate the prevailing business problems of Mobileye (Khan, 2011, p.33).

3.3.3. Approach of Research

The current research focuses on the quantitative research approach type. The type uses financial figures as basis for the application of the different models. The paper uses as basis the different quantitative data shown in the current case study (Khan, 2011, p.33).

3.3.4. Data sources

The current research is grounded on three different sets of data. One of the data is the case study itself. Another set of data sources is classified as composed of professional journal. A third set of data sources is composed of business books (Khan, 2011, p.33).