Colorado Creative Music A company without a strategic vision is like a fish out of water gasping for air. This analogy strikes an honest chord with Colorado Creative Music (CCM). In order for a company to be success in the marketplace, it must have a clear vision statement. The company must also be founded by core business competencies that will allow the business to operate flawlessly. This essay will provide an overview of CCM, a situational analysis, a problem analysis including analysis of each business function, recommendations for the company, and a plan for implementing the proposed recommendations. Case Overview Darren Curtis Skanson, an aspiring musician with hopes of establishing a brand of music within the industry, founded CCM. Skanson wanted to build a brand name that would be recognized for its artists and style of music. As a musician, Skanson is intelligent and innovative. His ability to connect with an audience is second to none. His ability to cultivate new talent is also impressive; however, his ability to operate a success business is less than impressive. Skanson is attempting to operate CCM with a “skeleton workforce.” The company has managed to stay in operation throughout the years and has the potential to be a very lucrative investment for Skanson; however, the business must undergo a dramatic transformation in order to reach its full potential. Situation Analysis CCM has no strategic vision and no particular direction for the future. Skanson has merely made decisions on an “as needed” basis. He hasn’t established a long-term plan for the company. There aren’t any internal conflicts because Skanson basically operates the business himself. CCM has demonst... ... middle of paper ... ...y require taking out a larger loan; however, it has the potential to have a high return on investment. It’s a necessary investment should the company want to grow within the industry. Conclusion This essay discussed an overview of CCM, a situational analysis, a problem analysis including analysis of each business function, recommendations for the company, and a plan for implementing the proposed recommendations. CCM is at a crossroads. The direction the company takes will either cause the company to be extremely successful, to stay at the same stalemate it’s at now, or self-destruct. The issues CCM is facing are not uncommon and the capability is there to fix the problems. Although CCM is currently like a fish out of water, if Skanson is willing to following the recommendations, it will only be a matter of time before this fish comes back to life.
With any company, you need strong vision and mission statements to help consumers better understand your business and where you intend on being in the future. After reading the case, I found many issues that management must address in order to sustain a profitable business. The first problem that needs to be addressed is the development of a vision and objectives. A business plan is needed and management must find answers to questions like:
The Ford Mustang was made for sale in 1964. It was supposed to be an affordable American muscle car and it accomplished that. Right away the Mustang sold like crazy and Ford released the GT Equipment Package
Since the 1960’s, there has been a constant struggle for dominance among muscle car producers. However, there is one battle in particular that has piqued the interest of buyers and fans for ages; the Chevy Camaro and the Ford Mustang. Now why are these two so prominently competitive? To answer this, we’ll have to look back to their roots.
Many people bought them, about 1.4 million were bought in the first 2 years of it being released. They were originally sold for about $2368 which would be about $18,892 in today's money. It was originally released on April ,7 1964 and sold about 22,000 cars in the first day ,it was 6,000 more than were originally made. They were classified as muscle cars, now they are classified as sports cars.
However, for future success companies must focus their resources on the task at hand. Departments of an organization must work together to establish the best strategies possible. CRM must be used with good business judgment. The future success of CRM will only be achieved through good leadership and collaboration with teams who understand the complexity and dynamics of the CRM system. Although CRM tools can be used independently or together, if CRM is to benefit an organization’s overall efficiency, it is vital that there is a holistic and universal understanding of customer interactions throughout the CRM process for its use to be maximized.
Based on the definitions given by APICS and CSCMP, we believe that SCM is much broader than the fundamental functions such as manufacturing, distribution and logistics. It can contribute to information flows between organizations and its suppliers to eliminate the bullwhip effect and escalate the productivity and capability inside the firm as well.
Prior to the 1984 reorganization, Sandvik’s organizational structure consisted of divisions where managers had to report to both divisional management and functional management at the parent company. For a company known for its innovations, this reporting relationship created enormous bureaucratic waste and costs, as well as delayed decision-making. However, in 1983 the company established a decentralized structure, creating six business areas, two service companies, and three regional companies. Coromant emerged as the highest return business in the portfolio. Amongst the other business areas it served as a model for best practices and process innovation.
The major issues facing the company comprises of there being multiple businesses with different demands. There are separate levels of performance and success as well as growth chances for each of the sector and the firm needs to tackle with issues in each of these divisions (Dube, J.P., 2004).
"Our actions are centred on improved cash flow and profitability -- and at the same time strengthening our strategic core"- Paul Allaire- CEO(24/10/00)
Key stakeholders are concerned that the process redesign that has been achieved through the CCG is not delivering the best possible level of client outcomes. That concern is the principal reason for initiating, and will be a key outcome from, this review.
The first model Mustang the early 1965, or as many like to call it the 1964 and one-half Mustang, interests me the most because of its unique design and style. The rareness of this year’s Mustang fascinates me because so little are left; over the years people have either crushed or cut them up and made race cars out of them, which makes me sad to see these rare, fascinating cars go to waste. When the 1964 and one half debuted, only a coupe and a convertible could be purchased featuring a base 170 cu in six-cylinder engine with a three-speed floor shift transmission, also available with a 260 cu in V8 engine, in addition to a four-speed manual transmission or a three-speed “Cruise-O-Matic” transmission. The interior featured “wall-to-wall” c...
In early 1980, CRM was called “Contact management” which mainly collected and documented all information regarding companies and their customers in order to conserve valuable customers, as mentioned by [Gordon, 1999].[Beckett-Camarata et al. 1998] have define that managing relationships with their customers (especially with channel partners, strategic alliance partners, and employees) were important to the firm 's long-term success. they was also emphasized that CRM based on equity significantly assists and social exchange the firm in developing cooperative, collaborative and profitable long-term relationships. [V. Chlebovsky, 2005] defines CRM as an interactive process with the aim to reach the optimal balance between the satisfying the needs of customers and business investment. Balance optimum is determined by the assumption of reaching the optimum is making of long-term partnership relationships with customers and maximum profit of both sides. CRM is a basic organizational process that focuses on establishing, maintaining and enhancing long-term with customers as advocated by relationship marketing [Srivastava et al., 1999]. [Yuan and Chang 2001] offered a mixed-initiative synthesized learning approach for better sightedness of customers and the provision of hint for improving customer relationships based on different sources of customer data on web. According to [Swift, 2001], CRM is a process designed to
Customer relationship management is a cross-functional process to achieve a continuing dialogue with customers, across all their contact and access point, with personalized treatment of the most valuable customers and to ensure customer retention and the effectiveness of marketing initiatives. It is also provide the chance for customers to interact with the brand.
Offer the four characteristics of CRM as:
Customer relationship management or CRM for short is a model for managing a company’s interactions with current and future customers. When CRM is utilized correctly it will increase profitability and customer loyalty, which are both very important to an organization. It involves using technology to organize, automate, and synchronize sales, marketing, customer service, and technical support. Customer relationship management is very important in many ways to help a company become and stay successful. CRM can help businesses gain a competitive edge through communication, marketing, gathering customer information, social media and mobile technology. Customer relationship management is a continually evolving domain and now social media technologies have revolutionized the way businesses and consumers interact. (Choudhury & Harrigan, 2014) There are many benefits that come with implementing customer relationship management.