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Strategic planning is an important part of any business entity that is focusing on growth. Through strategic planning, an organization is able to link its mission and vision statements, and also prepare adequately for the competitive future. Strategic planning also offers a channel through which decision making process can be improved and hence promotes efficient stewardship.
Linda Jacober’s case study is a perfect example of how strategic planning helps to foster efficiency in an organization. Strategic planning is therefore a well-coordinated effort that is aimed at producing major pronouncements and actions that help in the shaping and guidance a business entity. It also defines what an organization offers in terms of products.
This analysis offers a good example of the challenges that organizations face while coming up with a strategic plan and putting the same into action. The general process of takeover of a business entity was not that easy since the situation was complex due to the implementation of a new strategic plan (Roche, 2009).
The new owner of the business faced several challenges ranging from the business policy in place and the change in the strategy, to more complex difficulties. The style of business policy at the time the business was taken over was quite different from the proposed strategy. The development and implementation of the policy was hectic and challenging.
The company was facing some legal problems involving financial bankruptcy cases as well as between the company and independent distributors. The company’s major supply source was in the main reason why it was shut down. This led to another problem since the company had to seek another supply source. The new strategy therefore, came into play when Mac was still adapting to the new conditions.
Linda Jacober had faced many organizational challenges since the first day she joined this company. These problems were diverse such as the company’s preference of low-level over high-level employees’ ideas when making major decisions and the business policy in place which seemed to be outdated (Roche, 2009). The company was also in poor relationship with the outside vendors.
However, Linda developed some level of credibility since she was open to negotiations compared to the former management. The policy that she came up with on cutting down expenses also posed a major challenge as the company sales dropped drastically, especially cutting down of truck inventory by 50%. Reducing the overhead expenses posed a major challenge because the company had to cancel training sessions resulting into uncollected receivables (Roche, 2009).
Linda had worked as a manager in the Toy Company at the department of corporate licensing. This responsibility was challenging for her and as such, she was astonished by the offer at Mac tools. This was the case since she lacked experience in jobs that dealt with industrial products’ distribution. Mac tools had also put in place a new initiative called Mac Direct and its success was dependent on Linda’s decisions.
For Mac to be upfront from its major rivals, a strategic plan had to be developed and implemented in order to drive Mac tools to success. In this case, the risks to be taken were extremely high in terms of the management of the assets and increment on the sales representatives (Roche, 2009). This company had to be treated like a new industry in the market that required new strategies and methods that would ensure its success.
There were available ways that could have been used to overcome the challenges. The company had invested very little in talent development even though the workers had greater desires to learn (Roche, 2009). Linda’s strategy was based on corporate culture change. However, her juniors were quite eager for changes in terms of leadership and the instrument of direction in the company.
The leadership offered by Linda was based on her prior experience. She came up with a strategy that ensured team building was properly put in place and laying down the strategies to be used on the daily running of the company (Uyterhoeven, 1998).
Linda’s performance represents the normal day-to-day life cycle of a business. She joined the company that had numerous challenges. Through her endeavoring strategies, the company gained stability, became profitable and competitive. After some time, the company started facing some challenges again. This is a normal business cycle (Uyterhoeven, 1998).
Linda did not employ any business tactics. Some of the tactics such as renovation of the company during the decline stage would have helped the organization to pick up with a greater force, thereby stabilizing itself in the market. For Mac tools to survive the competitive market, restructuring is inevitable. If a company loses its market share and becomes less profitable it is bound to collapse.
The only performance measure that can assist such an organization is adequate restructuring of both the top management and subordinate staff (Uyterhoeven, 1998). Besides, the use of a market mix strategy will boost the competitiveness of an organization.
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Linda’s experiences offer a credible lesson that can enhance a vibrant business strategy is put in place and consequently implemented to avert such crisis. The development of corporate culture in this case study must involve leadership. The latter ought to usher followership that will ensure all employees are working as a team (Uyterhoeven, 1998). Finally, success is dependent on the belief system of an individual. Hence, an individual should be self-driven and demonstrate high level of professionalism when handling corporate issues.
Roche, O. P. (2009). Corporate Governance & Organization Life Cycle: The Changing Role and Composition of the Board of Directors. New York, NY: Cambria Press.
Uyterhoeven, R.H. (1998). Custom Case Book. Newton: Lasell College.