Singapore Electronics, Ltd

Singapore Electronics, Ltd

Overview of the topic

The topic is based on the Company known as Singapore Electronics, Ltd. The company made an attempt to enter in the cellular phone industry in 2002. They struggled in the beginning because of the presence of major cell phone firms such as Nokia, Ericcson and Samsung. However, due to the vast oppurtunities in the industry, the company is looking to explore the maximum oppurtunities in this sector. This is the reason why the CEO of the Company has prepared a future turbulene study of the global cellular market conducted. The study is focused on the three year future prediction statistics. Therefore, the analysis of the questionnaire sent by CEO would be conducted in the topic. The scores of the questionnaire is mentioned in the topic.

Analysis of the Questionnaire

Future Marketing Turbulence

Market Behavior (Competitors)

1

2

3

4

5

Organizational Attibute

Sales Aggressiveness

Low

Competitive

HighlyAggressive*

4.7

Marketing Aggressiveness (Advertising and PR)

Low

Moderate

*

Very High

4.4

Market Strategy

Serve Customers

Grow

Market

*

Expand

Share

4.4

Industry Capacity vs. Demand

Excess Demand

Equilibrium

*

Capacity Significantly Exceeds Demand

4.00

Comparison of current behaviors with desired behaviors. What is the performance gap? What is the impact on organizational performance if the gap is not corrected?

The current performance gap that exists is 0.78. The gap can be considered as the Marginal Profit Impact. The firm needs a little bit of efforts to reach their appropriate Future Marketing Turbulence factors.

Proposed strategies for correcting gaps:

Better sales strategy

Appropriate Advertising technique

Improved Marketing Strategy

Accountability measurements for correcting gaps:

In terms of accounting measurement, the attainment of the maximum profit figure must be the main requirement. FUTURE INNOVATION TURBULENCE

Innovation

Behavior (Competitors)

1

2

3

4

5

Organizational Attibute

Innovation

Aggressiveness

Low

Competitive

Highly Aggressive*

4.60

Technological Change

Slow

Moderate

*

Extremely Fast

4.10

Innovation Strategy

Follower

Product Improvement*

Product Innovation

3.60

Customer Strategy

Meets Needs

Stay Close to Customer

*

Anticipate Unrealized Needs

4.20

Product Life Cycles

Long

Moderate

*

Very

Short

4.00



Ans1- The current performance gap that exists is 1.57. The gap can be considered as the Serious Profit Impact. The firm needs a lot of efforts to improve their Future Innovation techniques.

Ans2- Proposed strategies for correcting gaps:

Proper Innovation Plan

Suitable strategy for implementing Change

Recreation of the Product Lifecycle

Ans3- The accountability measurement needs to achieve by the Maximum Profit figure. Though, serious efforts are needed in this regard to cover the huge gap.

CEO ATTRIBUTES

Factor

1

2

3

4

5

CEO Attributes

Attitude Toward Change

Reject

Resist

Slow Adaptation*

Drive

Change

Aggressively Drive

Change

3.10

Attitude Toward Creativity

and Risk

No Value

De-Value

Necessary

Evil

Drive Creativity*

Aggressively Promote

4.60

Attitude Toward Subordinates

Expect Performance

Expect Efficiency

Meet

Objectives

Respect

And Value*

Encourage

As a Team Member

4.40

Ans1- The current performance gap that exists is 4.03. The gap can be considered as the Marginal Profit Impact. The CEOs needs to work very hard on change factor, creativity risk and improving subordinates position.

Ans2- Proposed strategies for correcting gaps:

Proper Plan for the Employees' Task

Encouraging improved communication among employees

Ans3- The accountability measurement needs to achieve by the Maximum Profit figure.

Marketing (Aggressiveness)

Factor

1

2

3

4

5

Marketing Attributes

Sales Aggressiveness

Low

Moderately Low

Competitive*

Moderately High

Highly Aggressive

3.20

PR and Advertising Aggressiveness

Negligible

Moderate

Competitive

Aggressive*

Highly Aggressive

3.80

Market Strategy

Maintain Market

Maintain Market

Grow with Market*

Expand Market

Increase Market Share

3.30

Ans1- The current performance gap that exists is 3.43. The gap can be considered as the Serious Profit Impact. The Marketing Aggressiveness requires a suitable marketing strategy.

Ans2- Proposed strategies for correcting gaps:

Effective Sales Plan

Improved PR Relations and Marketing Strategy

Ans3- The accountability measurement needs to achieve by the Maximum Profit ...