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Prediction on the successful or failure outcome

The above table shows the workforce of IBM for the financial year 2004. It is observed that there is an increase of employees at IBM and its wholly owned subsidiaries in 2004 by 9,728 from 2003 figure. This goes to attest to the fact that the organization maintains a steady recruitment and stabilize workforce. The adoption of a steady workforce in IBM is to make the organization compete favorably in the industry it operates. In the face of shortage in organizational workforce resulting from natural or manmade disasters, IBM has identified the primary risks related to human capital resiliency that could arise in any crisis.

This can be done through a human side of business continual planning in three major perspectives: Employee tracking, Succession and training (IBM Global Services) IBM, for example, has an internal system in place that will allow it to quickly locate and schedule backup talent with critical skills and capabilities in a crisis. In addition, the company has an online communications and learning platform designed to help employees quickly find information and take classes to acquire new and necessary skills (ibid).

Organizational success depends on how effectively an organization has utilized its strategy in adapting in the environment in which it operates. Thus, effective strategy provides the organization the platform to actualize its objectives and long-term goals. According to Proctor (2000), “Strategy is concerned with effectiveness rather than efficiency and is the process of analyzing the environment and designing the fit between the organization, its resources and objectives and the environment”.

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Strategic marketing is thus, faced with high challenges in the aspect of cultural harmonization of an organization operating with several units and outlets in trans-nationals and across borders operations. In an ever increasing competitive global business arena, the need to strategies and be in tune with current trends in an industry where an organization operates, this is very germane to the success level the organization would attain.

Strategic marketing entails that the organization carries out an effective planning that would coordinate the whole marketing operates of the organization and make it adapt to its environment through effective utilization of available resources. On the other hand, if a firm fails to adopt a strategy that would make it compete favorably and curve a niche for itself it tends to fail. For the three case studies, they have adopted different strategy to maintain their leading share in the computer and software market.

It is seen that the three organizations,; Dell Incorporation, Microsoft organization and IBM organization are all leaders when it comes to the business of computer and software manufacturing. These organizations have successfully utilized their resources, strategic plans, and consolidated management to stand their ground and compete favorably in the computer and software industry. The question here is not whether anyone would fail given the organizational setup, structure, strategies, and resources.

What need to be looked upon here is to range the level of effectiveness in the adopted strategies of these different organizations. As the adopted strategies for the organization have sustained them over the years, it will continue to see them through the nearest future, but the level of effectiveness and efficiency differs among the utilized and adopted strategies among the case study. For Dell Inc its strength lies in its commitment at winning the customers’ trust to the organization, through its strategy of direct personal selling and selling quality product at low prices at all time.

Also, the organization’s ability to carry out the manufacturing of products to suit different category of people, this give it an edge over its rivals in the industry. The Dell Inc strength is also imbibed in the diversified products and services the organization deals in. this range from Desktop computer systems with different brands: Optiplex, Dimension etc; Laptops: Latitude, Inspiron, and Precision; Power Edge servers for larger corporation; Power vault storage (NAS); Dell EMC; XPS; Microsoft’s Windows Mobile; Digital jukebox; MP3 players; Monitors; Plasma TVs; Projectors; Printers, and Dell on call extended support services (Dell.com, 2006).

The expanded network of operation and the spread of the Dell organizations on a global scale is another avenue of giving the organization an advantage over its rivals. The weaknesses associated with Dell has to do with the criticism that it had a policy of selling computers with Intel processors, and did not offer AMD based systems. But this stand on the organization’s policy has changed since May 19, 2006, when it announced the organization’s intension to start offering servers based on AMD Opteron processors.

Another criticism is that the organization stick to its old tradition and this has not given room for innovative pattern of conducting its business. According to Lee (2006), “Pressure on Dell to break with some long standing traditions is high. Hewlett-Packard (HOQ) and other competitors have vastly improved product performance and customer service, while dell’s service ratings are in the doldrums and recent sales have disappointed investors”.

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