Business Model: The Reassessment Stage

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Recommended: Short note on risk assessment

Every process that involves change to a business model is very systematic in approach. There is a logical following of step one, step two, etc. The step before must be completely finished before moving along in the process. The step of reassessing and adjusting is similar however; it may be revisited at any time when problems or potential problems are encountered. During the risk assessment, we determined the potential risks of our solutions in a purely conjectural basis. (Adner, 2002) The information that we did not have was how a solution would really work instead we had what we thought would happen. In the reassessment stage, we have the information of what actually happened and if it should continue or change. The process should not scare executives or managers in the sense that there is more work to be done. Sometimes the only way to find out if something is doomed to fail is to enact it. They may find that sometimes the best decision on paper is not the best decision overall. (Mentzer, 1994)
Russell Landing Marina (RLM) has had its problem analyzed quite considerably over the past few weeks. The problem centered on the potential tracking of customers who happen to be active duty military members and their families. These customers are not consistent because of the transient lifestyle they lead based on upcoming deployment schedules. Prominent surveys have concluded that almost all customers are satisfied with the facilities provided by RLM. The problem lies in the customers not being available to access the facilities. The problem with issuing the information about how many soldiers and families are going on exodus deals with operational security. The more public the information is about a unit deploying, the more informati...

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...is work the way it does and can it be better. If that question is asked about every process, there is bound to be something that can be done differently and made better.

Works Cited

Adner, R. (2002). When are technologies disruptive? A demand-based view of the emergence of competition. Strategic Management Journal, 23(8), 667-688. Retrieved from http://search.proquest.com/docview/225006524?accountid=8289
Mentzer, M. S. (1994). Alarm clocks, thermostats, and the timing of strategic decisions.
The Academy of Management Executive, 8(3), 99. Retrieved from http://search.proquest.com/docview/210512245?accountid=8289 Nica, E. (2011). External auditors: The reassessment of the traditional approach of auditing within public administration. Administratie Si Management Public, (17),
96-102. Retrieved from
http://search.proquest.com/docview/1313183580?accountid=8289

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