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The business forward

The future of Globalcast depends on proper operational strategies and various changes in management so that the business can be protected. This procedures should also be able to minimise the costs of the business while maximise on the profits. Some of the recommendations that the business can use will entail globally integrated operations which aim at increasing the companies competitive nature so that they deal with the can retain the large global customers as well as attract other potential customers.

“It is also vital for the company to ensure that they adhere to the total quality management systems in place (Govan, Nicholson and Normington, 2007, 64). ” This will enable the business to improve its output and manage the changes in the business environment especially n relation to innovations. Globalcast can also incorporate various operational models as well as incorporate process management methods that work for the business so that they can have well coordinated and managed plans that will enhance production efficiency (Lane, DiStefano & Maznevski, 2000, 318).

In enhancing change management, the business can make it its priority to always assess the business progress so that they are able to know the areas that need to be improved on and

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if they are necessary in enhancing the development of the business. “Communication is vital in any organisation as it is correlated with the output of the business (Parker, 2006, 218). ” It is therefore important for such communication to be leadership driven as it enables changes to be made on time as well as in a proper manner.

Globalcast needs to engage its staff in continuous education and training (Perreault, Cannon and McCarthy`, 2001, 46). This will enable them to be always aware of the organizations goals and objectives and the strategies that will help the company achieve them. If Globalcast implements the various recommendations on top of its operations, then the company has a higher chance of enhancing its growth as well as its financial performance. Moreover, it will continue to provide good services and products hence enhancing its creation of value to its large global customers.

Bibliography Barrar, P. and Gervais R. 2006, Global outsourcing strategies: an international reference on effective outsourcing relationships, Gower Publishing, Ltd. , p. 305 Best, R. , Langston, C. A. & De Valence G. 2003. Workplace strategies and facilities management, Butterworth-Heinemann, p. 292 Clark, Jon. 1995, Managing innovation and change: people, technology and strategy SAGE, p. 238 Doole, I. & Lowe R. 2007, International Marketing Strategy: Analysis, Development and Implementation, 5th Ed.

Cengage Learning EMEA, p. 6 Dunning J. H. 1997, Alliance Capitalism and Global Business, Routledge, p. 316 Gill. R. 2006, Theory and practice of leadership, SAGE, 2006, p. 17 Govan, E. , Nicholson, H. & Normington, K. 2007. Making a Performance: Devising Histories and Contemporary Practices. Routledge, pp. 56-78 Grant, R. M. 2005. Contemporary Strategy Analysis. 5th ed. Malden, MA: Blackwell, 24 Grant, R. M. & Neupert K. E. 2003, Cases in contemporary strategy analysis, 3rd Ed. Wiley-Blackwell, p. 140 Grimwade, N. 2000, International trade: new patterns of trade, production & investment, 2nd Ed.

Routledge, p. 120 Held, D. McGrew, A. G. Goldblatt, D. & Perraton J. 1999, Global transformations: politics, economics and culture, Stanford University Press, 1999 p. 194 Lane, H. W. , DiStefano, J. J. & Maznevski, M. L. (2000). International management behavior: text, readings, and cases, 4th Ed. Wiley-Blackwell, pp. 318-319 Lowson R. H. 2002, Strategic operations management: the new competitive advantage. Routledge, p. 244 Parker S. C. 2006, The Life Cycle of Entrepreneurial Ventures. Springer, p. 218

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