Global Communications: Gap Analysis

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Table of Contents

Introduction
Situation Analysis
End-State Vision
References

Introduction

Current research is a multidimensional analysis of Global Communications company current situation, finding the ways for solving its operational and strategic problems, enhancing its market and stock positions, and bridging gaps in product positioning, usage, etc. The main stages of current research include identification/defining existing problems and challenges, outlining opportunities and methodology for resolving problems, providing stakeholders and ethical analysis, defining contours of desired end-state positions (using current parameters), making gap analysis (dynamic analysis of present conditions and a gap between desired end-state condition providing an effective solution for resolving problems. The results will be presented in tables in a concise form.

And finally, the conclusion will outline the general findings of our research.

Situation Analysis

Issue and Opportunity Identification

The interrelation between problems and opportunities is crucial in the process of defining and resolving problems. The definition of problems should go in pair with outlining opportunities and possible solutions: ‘One can go through a comprehensive problem-solving process, including generating a complete set of goals to use for evaluation, generating a broad set of alternatives…and yet not effectively solve the problem or realize potential opportunities. If the right problem or opportunity has not been identified, the best solutions cannot be identified’.

The main problem which Global Communication faces are 1. Shrinking of market profit and share value; 2.Increased competition on the markets which is expressed in new market niches occupied by local and global cable companies due to effective management and marketing solutions they make. 2. Decreasing demand of customers on Global Communications products and services due to outdated organization of services’ provision. 3. Poor organization of sales and activities on a global and local level.

Active resolving these problems opens new opportunities for Global Communications Company:

Outsourcing of its technical call centers to India and Ireland gives the opportunity of reducing unit costs for handling the calls by approximately 40%.
The relocation of local call centers will take about 10% of salary cut which means that a higher profit margin is guaranteed though the interests of workers will be enhanced due to the growing volume of sales.

Stakeholder Perspectives/Ethical Dilemmas

Stakeholders involved in the communications market are very diverse. The most effective competitors in this market are cable companies that managed to occupy new niches in the telecommunication industry by providing new services for the customers.

As Global Communication seeks to create alliances with satellite providers and local small businesses they can be described as important stakeholders in the company’s new strategy. Their interests should be met in order to provide an effective climate for cooperation. Besides this, Global Communication’s staff and managers are crucial stakeholders in the process. The changes to the company’s strategy will affect both workers (as outsourcing will lead to a temporal cut of salaries as well as carrier development possibilities and managers who will obtain new responsibilities and project leadership positions.

End-State Vision

Gap Analysis

A considerable gap exists between the current situation and end-state conditions. Thus, all necessary measures and best practices should be applied to guarantee a successful transition to new company positions using all available opportunities, underlined in the previous sections of this research. The most adequate method for solving the abovementioned problems is a holistic approach: ‘Because the realities of today’s world demand quick, high-quality solutions to resolve issues and realize future opportunities, the approach must be fast-cycle, rigorous, fact-based, systematic, and holistic’. Besides this such as approaches as appreciative inquiry, complex and situationist techniques.

The first stage of gap bridging is overcoming consumer confidence problems and creating preconditions for enduring growth of sales. It should be realized mainly through the introduction of the new services to its small businesses and the consumers.
The second stage is bridging the market gap, which means undertaking all necessary steps to occupy new market niches. Developing sales, logistics, and distribution organizational grids to embrace both local and long-distance markets.
The third stage is bridging the competition gap. The main policy that should be taken in the view of achieving this goal is creating alliances with various satellites providers in order to have possibilities to offer different video services and a satellite version of broadband. Besides this, a partnership with wireless providers allows small businesses Internet access anytime by means of using wireless informational technologies.
At last, the final stage is bridging the profitability gap by means of concrete cost-cutting measures which will allow Global Communication to become a truly global player. (For instance by ‘moving some of our technical call centers to India and Ireland’)

In sum as Thomas Alva Edison said, “If we did all things we are capable of doing we would literally astound ourselves”.

References

Hammond, J. S., Keeny, R. L., & Raiffa, H. (1999). Smart choices: A practical guide to making better decisions. Boston: Harvard Business School Publishing.

Table 1: Issue and Opportunity Identification

Issue	Opportunity	Reference to Specific Course Concept (Include citation)	Concept
USAuto’s negotiating team did not carefully identify AutoMex’s goals. USAuto’s goal was to reduce costs through utilizing AutoMex labor. Autodesk, by contrast, viewed USAuto as a source for developing its employees’ skill levels. USAuto’s negotiating team also approached entering the Mexican market similarly, unwilling to allow AutoMex access to the hybrid engine for AutoMex’s own production. Both of these distributive approaches create win-lose situations and can lead to conflict, as compared to the win-win situations created by integrative negotiations (Kinicki & Kreitner, 2003, p. 504).	USAuto can develop intelligence on potential business relations to understand better others’ goals in negotiation settings.	“A distributive negotiation usually involves a single issue—a ‘fixed-pie’—in which one person gains at the expense of the other. For example, haggling over the price of a rug in a bazaar is a distributive negotiation,” (Kinicki & Kreitner, 2003, p. 71).	Distributive negotiations

Table 2: Stakeholder Perspectives

Stakeholder Perspectives
Stakeholder Groups	The Interests, Rights, and Values of Each Group

Table 3: End State Goals

End-State Goals

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