Introduction: Onetech Changes the Course of Its Direction
There comes the time for every company to change the chose strategy sooner or later (Harmon, 2007). Either because of the drops in sales, or because of high competition levels, a company needs to reconsider its policies, i.e., financial policy, the treatment of the customers, the rules concerning the relationships within the company employees and management.
Likewise, Onetech seems to be in need for a change. According to the existing evidence, there are three major directions, in which the company can go. Considering each, one will be able to find the optimum solution.
Considering Option #1: With the Untouched Portfolio
It is essential that the estimated revenue income is supposed to be approximately £1,600,000 according to the data offered in the report (BU3413 case study 2012, 2012). However, Sylvia’s concern for continuing working in large groups should be taken into account as well (Luecke & Hall, 2006). While the company can aim at increasing its income, some of the employees might have hard times working in quite uncomfortable environment.
Option #2 as a Possibility: Reducing the Number of Services
Reducing number of services means that the estimated revenue will make around £1,115,000 annually (BU3413 case study 2012, 2012), with the less expensive payment scheme for the customers. The given plan can be considered a compromise between retaining clients and maintaining high income. However, the given solution might not fit the founder of the company, Tim Bale: “Tim believes in involvement of all parties” (BU3413 case study 2012, 2012), according to the report – and he actually has the point (Gennard & Judge, 2005).
Money Makes the World Go Round: Regarding the Option #3
Presupposing that the charges are made according to the corresponding events, the third suggestion seems quite adequate, but very vague. Even the estimated annual income is rather vague – it makes approximately £1,020,000 (BU3413 case study 2012, 2012). Needless to mention, the given number is the smallest of all compared to the ones stated above.
Analysis and the Obvious Solution: As Simple as It Can Be
It goes without saying that each of the suggestions has its own advantages and drawbacks. For example, one of them presupposes considerable changes, while the two others do not. Again, the third plan also has advantages in that it does not demand fee from the clientele.
The latter might consider this a good deal and choose the Onetech Company as a good value for their money. However, it seems that the first option is the most reasonable one, since reducing the number of services might lead to customers’ dissatisfaction, and not demanding fee can cause financial complexities within the company and, therefore, lead to spending less on quality equipment (Werner, Schuler, Jackson, 2011). Thus, the services quality will also drop, which is highly undesirable.
Better yet, the company should introduce even more services so that the clients should learn the advantage of being a membership of Onetech.
Conclusion: When the Time to Pick the Right Choice Comes
Hence, it can be concluded that the policy of maintaining the current portfolio and offering the fee of £5500 seems the most reasonable solution. Since the company needs to attract more clients, having the same amount of services seems the most reasonable option.
While with the membership fee of £5500, the company might look much more expensive than the possible rivals, its big list of services will make the clients feel that each penny thy pay pays off. With the help of an adequate policy, Onetech is likely to handle the current problems and develop new strategies.
Reference List
BU3413 case study 2012 2012, PDF file.
Gennard, J & Judge, G 2005, Employee relations, CIPD Publishing, London, UK.
Harmon, P 2007, Business process change: A guide for business managers and BPM and Six Sigma professionals, Morgan Kaufman, Burlington, MA.
Luecke, R & Hall, B H 2006, Performance management: measure and improve the effectiveness of your employees, Harvard Business Press, Boston, MA.
Werner, S, Schuler, R, Jackson, S 2011, Human resource management, Cengage Learning, Stamford, CN.