Gap Analysis Global Communications

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Gap Analysis: Global Communications

The new millennium presents high demand of new and upgraded services in the local, long-distance, and international telecommunications. There is high competition in the industry and companies such as Global Communications have come under huge economic pressure. Over a three-year period, the company stock declined by more than 50% and stockholders are not happy. Global Communications is considering aggressive methods to become profitable by offering appropriate local and international services through partnership arrangements. However, the company's approach to achieve global presence resulting in potential layoff presents a potential legal issue with the union. This paper elaborates the current situation and identifies the issues and opportunities as well as the stakeholders' perspectives. The analysis concludes with a statement of the end-vision and gap analysis.

Issue and Opportunity Identification

Global Communications may face solvency if the company does not enhance its services to compete in the local and long-distance market. The stakeholders are nervous because of the more than 50% depreciation of the company stocks over a three-year period. The financial problem is an opportunity for Global Communications to find ways to become competitive and profitable. The senior leadership team came up with the alternatives to accomplish this goal. The first alternative is to provide new and enhanced services compete in the local and long-distance markets across the country through alliances with a satellite provider and partnership with a wireless provider. The second alternative to improve profitability is to cut call-handling costs by moving the technical call centers to India and Ireland. In addition, the company will establish global presence through aggressive marketing.

When the call center functions are outsourced, jobs at the company would be eliminated. The downsizing survivors are subject to a potential pay cut. A union represents the employees at Global Communications but the senior leadership team did not take the opportunity to discuss the issues with them and other stakeholders (customers, partners, and shareholders) early in the planning efforts to hear their needs, concerns, and possible recommendations. The union, employees, and the public heard about the situation at Global Communications through rumors and the media. The senior leadership team focused on the internal problems and put minimal considerations to the impact of their decision on the stakeholders.

Stakeholder Perspectives/Ethical Dilemmas

The senior leadership team is a mixture of new and old members. Katrina Heinz, Chief Executive Officer (CEO), joined Global communications six months earlier and her priority is to ‘increase both revenue and profits through more aggressive globalization' (Uof P Global Scenario, p.

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