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Need to complete a chart about the area of SALES based on the information found on the file attached as PDF. The chart to be filled is attached as well; The table is 2 pages in length. Must fill the chart based on the information found on the PDF file attached. It has to be plagiarism free! Needs to be done by Monday before 3pm.
The table needs to fullfil the following criteria according to the area of SALES:
- Specific Change Plans for Functional Areas
- Capability Being Addressed
- How do the recommended changes (details provided below) help improve the capability?
- Details of Specific Changes
- Proposed Changes in Resources
- Proposed Changes to Management Preferences
- Proposed Changes to Organizational Processes
- Detailed Change Plans
- Proposed Change
- Timing
- Costs
- On going impact on budget
- On going impact on revenue
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THE ENVIRONMENT/INDUSTRY
1. Drivers of change
Key drivers of change begin with the availability of substitute products. Many
other
companies can easily provide a substitute and the firm will have to find a way to
stand
out among them. Next would be the ability to differentiate yourself among other
firms
that pose a threat in the industry. Last, the political sector. The the federal, state,
and local governments could all shape the way healthcare is everywhere.
2. Key survival factors
Key survival factors would include making the firm stand out above the rest in the
industry and creating a name for itself. Second would be making sure there is a
broad
network of providers available for the customers. Giving the customer options
will
make the customer happy. Providing excellent customer service is key to any
firm in
the industry.
3. Product/Market and Value Proposition possibilities
Maintaining the use of heavy discounts will keep Careington in the competitive
market. They also concentrate on constantly innovating technology to make
sure that
they have the latest devices to offer their customers. To have high value proposition, Careington
will need to show their costumers that they can believe in them and trust them to
do the right thing. Showing the customers that they can always be on top of the
latest
technology and new age products will help build trust with the customers.
STRATEGY OF THE FIRM
1. Goals
Striving to promote the health and well being of their clients by continuing to
provide
low cost health care solutions. A lot of this concentration is on clients that cannot
afford health care very easily or that are uninsured.
2. Product focus and market focus
Market focus has always been providing the low cost products no matter if it is an
individual or corporation. The products include dental care, laboratory services,
nursing services, alternative health and medicine, and diet and weight loss
solutions.
3. Value proposition
Always providing low cost health care and providing products and services
beyond the
norm for health care, Careington has created high value within their clients.
4. Core Activities
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Providing everything from health care solutions to everything in between
including
care for the customers pets, financial needs, counseling, and much more.
Careington
provides much more than just based health care. They go beyond the basics to
cover
every aspect of the customers needs.
ORGANIZATIONAL CAPABILITIES OF THE FIRM
1. Noticing at all times that the customer is always looking to save money when
subscribing to their services.
2. Striving to make sure that they can offer the best customer service in the market.
This comes from sales services to after-sales service to customer service for existing
customers.
3. Always investing in ways to create a product that can be offered at discount prices
and packaging plans to save the customer money.
PERFORMANCE OF THE FIRM
1. Financial Performance
Careington Company has estimated annual revenue of $19.9 million. The company
employs a workforce of 51 and 200 professionals. The company uses its finances equitably
among its various operational sectors. Most of the company’s finances are directed towards
realization of projects which helps it achieve its goals and objectives. In order to maintain a
strong motivated workforce, the company operates a reasonable remuneration system for its
workers. The company has had a reasonable financial record over the years with accurate record
keeping and accountability in all its sectors (United States, 2006).
2. Market Performance
The company has entered into a contract with Metropolitan Life Insurance Company, Inc.
to provide a free discount prescription card via MetLife’s United States Sponsored Direct
business network. This is a sales channel which partners with sponsors in order to provide their
clients or members with simple, cheap products which meet the requirements of the United
States market. The company is able to do business with other business partners of MetLife
through the agreement. These other businesses include financial institutions, loyalty clubs,
associations, as well as publishers (A.M. Best Company, 2003)
The company provides cheap solutions to more than eight (8) million people who are
members of the company. It has over 196, 000 dental access points and provides one of the
biggest in depended provider panel in the U.S. As the holder of the industry’s biggest provider
networks, the company is usually called upon to work directly with a number of most treasured
PPOs, HMOs, as well as national insurance corporations (United States, 2006).
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3. Organizational Health
The company’s solutions are designed to help and complement traditional health
insurance and give significant savings for those individuals who are uninsured or are under-
insured. It also provides the healthiest cost reduction twice or thrice bigger than majority of
dental services companies in the country (United States, 2006).
With over eight million satisfied individuals and growing, the company has strategically placed
itself to become the most creative and innovative dental partner in the United States of America.
Regardless of whether you are a small worker group or a big self-sponsored organization, the
company will customize a dental program particularly for you. The company, in fact, asks the
client to participate in designing the program. Careington has the ability to even package
ancillary services like prescription and vision drug discounts with the client’s dental program
(A.M. Best Company, 2003)
The discount prescription cards provided by the company though its partnership with
MetLife frees of charge enables design members as well as their families to pay a discounted
amount at the place of service for name-brand as well as generic prescriptions at broadly
participating pharmacy sites all over the country, including independent as well as local
neighborhood dispensaries. MetLife sponsor customers simply who must simply agree to provide
free descriptions discount cards and Careington shall then distribute the cards to all customer
members who are participating (United States, 2006).
2. ORGANIZATION AND ANALYSIS
a. The Strategy ßà Environment Link
Compare the drivers of change and key survival factors of the environment with the
strategy components of the firm. Identify:
● Where, if at all, there is a good fit between environmental demands and the firm’s
strategy. That is, identify how the strategy does a good job of
addressing/responding to specific drivers and/or KSF.
▪ The Firm has made a good fit for itself in the environment because the
environment is full of consumers that are under or uninsured and that is
the perfect market base for Careington. Carington has made adaptations to
the environment by responding to the need for individual consumer
suplementation as well as Business needs.
● Where, if at all, there is a misfit between the environmental demands and the
firm’s strategy. That is, identify how the strategy does a poor job of
addressing/responding to specific drivers and/or KSFs
▪ There may be a gap between Careington’s current strategy and the
technology race that has flooded the country. Their website doesn’t pull
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on google unless you ask specifically for “Careington”. That could be a
possible place that they loose business.
● Where there are potential future misfits (given current industry trends). That is,
identify where the strategy is likely to fall short of addressing/responding to
specific drivers and/or KSFs in the future
▪ There may be a gap in the marketing sector. They have built a good brand
and need to be able to get their name out to the potential individual
customers rather than focusing all of their energy on B2B.
b. The Strategy ← → Org.s Capabilities Link
Now look inside the firm and compare the package of Org. Capabilities created by
Resources, Management Preferences, and Organization with the strategy components of
the firm. Identify:
● Where, if at all, there is a good fit between the org. capabilities of the firm and the
firm’s strategy. That is, show how the capabilities support specific aspects (value
proposition, goals, etc.) of the firm’s strategy
▪ There is a good fit between the organizations customer capabilities and the
strategy. Customer service is important to the company and they show
that through their Member services department’s support of the customers.
● Where, if at all, there is a misfit between the org. capabilities of the firm and the
firm’s strategy. That is, show how the capabilities fail to support specific aspects
(value proposition, goals, etc.) of the firm’s strategy
▪ The place that there is a misfit between the strategy and the capabilities is
in their provider portal. They could utilize this instrument much more
efficiently.
▪ Management decisions to improve communications to the outside. Public
relations needs to get the name out in the open.
● Where there are potential future misfits (given current trends within the firm).
That is, show where/how the capabilities may fail to support specific aspects
(value proposition, goals, etc.) of the firm’s strategy in the future
▪ There is a potential for future misfits in their innovative capabilities. They
have a good network now, but in the future they will need to be able to
more technologically advanced to serve the providers and members better.
c. Firm Performance and Strategic Gaps
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Theory and empirical research inform us that firm performance is closely related to the
firms position vis-à-vis the criterion of consistency. That is, the better the fit among the
three components of in the criterion of consistency framework, the better is the firm’s
performance.
Review the results of your “fit” analysis and attempt to document how the fits/misfits
identified in your analysis may explain the achievements or lapses in firm performance
on one or more of the three dimensions: financial performance, market performance and
organizational health
The presence of fits and misfits within an organization can have a substantial influence
on Careington’s financial performance, market performance, and it’s organizational health.
Though successful they still continue to improve their market performance and organizational
health. Currently, Careington has been working hard to not only retain but also expand their
market share as well as build and sustain a more competitive advantage in the market place.
Careington has used several successful approaches to maintain its competitive advantage over its
competitors. One way they keep a competitive advantage over competitors is by offering deep
discounts with a reliable network, they do this getting low discounts then negotiating lower
discounts which makes it difficult for competitors to compete with them. Another way
Careington provides excellent service is by building, nurturing and maintaining a good
relationship with their service providers. They do this by having staff dedicated to taking care of
different issues with members and their providers. Careington is also good at complying with
the strict licensing guidelines. they do this by making sure they are up to date with the most
current legislation and keeping up with the state regulatory requirements. Their main focus and
strongest competitive advantage is to keep a strong and enduring relationship with their B2B
customers. They maintain this strong by having face to face meeting, as well as networking
rather than the traditional efforts of marketing and promotions. By them going through all this
trouble to maintain a good relationship with their providers and clients, while still offering a
good product for a low price this helps them increase not only their market performance and
organizational health but help them increase their financial performance.
On the other hand, with the the discounted health care plan market competition rising,
differentiating the selves from consumer is key to success for Careington. Careington currently
suffer from low awareness of their company and products. they also lack the technology to stay
competitive with the rising popularity of telemedicine. The also prefer to improve all their other
aspects of their company rather than improving their brand. Since the current market is trending
to a more individual model, Careington is looking into entering that potentially profitable market.
They also would like to continue to increase customer awareness of their discount products
through face to face meeting, and networking. They recognize that they are in need of mass
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marketing to reach a larger segment so people know about what they have to offer. Their fears of
mass marketing are that their ROI won’t be high enough to cover what their going to be spending
on mass marketing since it tends to be very expensive. Another one of their fears is that they
don’t know exactly what their customers use their discounts for since they don’t require their
providers to them with data, which makes it harder for them to figure out who and what they
should target. If they keep lacking at awareness, with the rise in competition they are bound to
lose their good market performance and organizational health, as well as a decline in their
financial performance.
3. CONCLUSIONS AND RECOMMENDATIONS
Given the above, answer the following questions:
a. Overall FIT and Symptoms: Taken together, how do you see the overall alignment
among the elements of the “criterion of consistency”? That is, is there a good fit, an ok
but weakening fit, a poor fit, a really bad fit, etc.? Be sure to explain WHY you believe
this is the case. Next, refer back to your assessment of firm performance and show how
this fit (or lack of fit) is reflected in the performance of the firm. That is, can the
“symptoms” of underlying problems (e.g., decreasing sales or market share, poor
profitability, disgruntled employees, etc.) identified in your analysis of the firm’s
performance be traced to specific strategic “fit” problems?
b. Selecting the Most Significant Issues Facing the Firm:
Based on the fit/misfit identified above, highlight the areas that you see as the biggest
issues/problems. That intent here is to move beyond the symptoms identified through
performance and other previous analysis above to reveal the underlying causes that the
firm must address. That is, what is causing the symptoms (e.g., decreasing sales or
shrinking market share, poor profitability, disgruntled employees, etc.) that were
identified above? Where possible, these causes should be expressed in terms of the
alignment (or misalignment) between specific strategy components and specific aspects
of the environment and/or org. capabilities (e.g., the product/market focus is no longer
appropriate for the environmental conditions of … because; the … org. capabilities do
not support the value proposition because …, etc.).
Technological/innovative growth overtaking many of the services provided in Careington’s
industry, reducing value of their particular service by replacement with technology.
Need for an increase in business or else will flat compared to competitive alternatives-
hesitance in mass-marketing (a weaker part of their strategy) could result in inability to
surpass growing competition and lose customer basis.
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c. Project Future Performance of the Firm Given the Challenges identified in “a’ and
“b” above:
Given your descriptions of this “current state” of the firm, what would you expect
performance to be like in the next few years if they do not make any changes to their
strategy and/or operations? Undertake the following:
I. Briefly describe the likely future state of the firm in words, showing where/how the
issues identified above are likely to affect the actions and outcomes of the firm.
In the future, Careington is likely to continue to experience growth similar rates as
the past, per indications in the steady growth rates. 5 years from now, however, they
might experience a static or smaller rate of growth, because the industry which it
performs is growing in competitiveness and Careington is not showing in their
financials any action to improve the rate of growth which it falls align to.
-Issues (listed above) likely effect on the future outcomes and actions:
II. Use techniques taught in earlier classes (e.g., accounting, finance, marketing, etc.)
to project a 5-year pro forma income statement that assumes a logical progression
of the firm’s current strategic fit and performance levels.
Specifically, do the following:
● Use a 5-year timeframe
● Use the common-size (sometimes called “vertical analysis”) technique/tool to
project the performance of the firm over the next five years, assuming that (a) it
makes no changes to its current strategy or capabilities and, (2) industry changes
will occur in the direction predicted by you in Part-1A of the SBI process
● Provide this projection, in a table, and on a single page
● Use additional sheets (if needed) to identify the “base components” line
item used in the computations of other line items, any assumptions made,
and any clarifications that are deemed necessary
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Like mentioned before, Careington is likely to keep experiencing steady growth at similar rates
as in previous years. A trend projection analysis was performed using a regression line (Sales
Revenue = 123.56 + 17.65*Period) taking in count sales revenue for the past three years and any
expected industry changes that could occur in the following five years.
PART 2-B
SELECTING A NEW STRATEGY
In the previous steps, you evaluated the current fit in the company and, in doing so, highlighted
the major issues/problems faced by the firm. Your task now is to generate and evaluate possible
solutions. Given your previous work, you probably have a number of ideas of what the company
“could do”. Note that this is very different from what they “should do”. Following the
process outlined below will help you move from generic “coulds” to justifiable “shoulds”.
1. DATA COLLECTION
This is where you can collect all your ideas, new and old, about what the company could do.
Try to brainstorm here, being open and not rejecting things at this point. The intent is to get
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all of the ideas out on the table, and the only caveat is that the ideas be directed at solving the
issues/problems addressed in the previous step. However, do try to channel your thinking
into two broad categories:
Strategic Adjustments: These are changes in strategy components (goals, product
focus/market, focus, value proposition and core activities) that the
firm could consider
Focus the company on getting the name out to potential individual consumers.
Technological advancement to the current technological era.
Capability Changes: These are changes in org. capabilities that the firm could consider to
address the strategic adjustments proposed (above) by you.
They could add more strength to their marketing department. Right now Marketing is left
to each department. They need to emphasize marketing the Careington brand as well as
marketing to the business customers.
2. ORGANIZATION AND ANALYSIS OF DATA
With all the ideas on the table, you now need to sort through and organize them into at least
two viable strategic proposals (you are welcome to do more than two if you want). For each
proposal, you need to document the following:
a. Describe the specific changes in strategic components being recommended
b. Clearly explain how and why you believe the proposal addresses the major
issues/problems facing the company
c. Describe, in general, the changes to the current capabilities that need to be made so that
the firm can successfully implement its new strategy
d. Identify (at least broadly) the impact that all these changes would have on both the
revenues and expenses of the company. .
Note: While there can be some overlap in the two proposals, they need to be unique in
substantive ways.
Proposal-1
a. Mass Marketing on a smaller scale (B2P focus)
b. Targeted Social Media ads, Radio ads, Billboards, etc.referral systems
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c. Switch the focus from B2B to B2C while creating a new “Intro Portal” to capture clients.
Also building a more complete marketing department that includes corporate level
executives to monitor and promote the new programs.
d. There will be a large upfront cost of capital for the cost of the advertising, but the
exposure of return will give at least a 10% ROI, helping to significantly grow the B2C
portion of the company.
Proposal-2
a. Build a second office on the west coast for Recruiting in major markets.
b. Some west coast states, namely California, want easier access to the company.
c. Switch the focus from B2B to B2C
d. Big up front expense but saving on travel expenses. More direct contact with the
customers will bring in more revenues.
3. CONCLUSIONS AND RECOMMENDATIONS – STRATEGIC CHOICE
Now you must make a choice between your proposals. Use the information in your
tables as well as any other thoughts you have to determine your preferred proposal. Then
answer the following questions.
● Which proposal do you prefer?
We prefer the first proposal.
● Why do you prefer this proposal?
We think that this is the better all around approach to the needs and challenges that
Carington is facing today. It provides a way for the company to expand their growth into
the B2C sector while not abandoning the B2B side of the company. It will also come at
minimal costs to other mass-marketing campaigns, and based on the ROI, the program
could be expanded in the future.
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● Which proposal carries more risk? Why?
The second proposal carries more risk due to the large upfront cost of placing a new
location. All business operations can be taken care of out of the central office in Texas.
While there would be a reduced cost of travel, it is unknown if there would be enough
business to support the cost of the new building.
● What might occur (inside or outside the firm) that would make your preferred
proposal fail?
If there are major changes in the way that discount dental plans are regulated, or if there
is a major change in the way health care is used in the United States.
PART 3-A
DEVELOP NECESSARY CHANGES TO ORG.
CAPABILITIES AND A PLAN TO IMPLEMENT THEM
Now that you have selected a strategic proposal, you need to provide an analysis of the changes
to various organizational components that are necessary to develop the org. capabilities that will
make the strategy a success. This includes recommendations on both how and when these
organizational components need to be adjusted to meet the needs of the new strategic proposal as
well as reasonable forecasts of the cost and revenue implications of each change. Use a 5-year
time-frame for the analysis.
Readings in the book and supplements highlight a number of broad issues to consider in putting
together your implementation plan. Class material offers additional specific ideas. We suggest
that you carefully review this material and consider the ideas suggested.
1. DATA COLLECTION
To accomplish the task laid out for you, the following information must be generated or
collected. Completing this analysis in the sequence provided will help to ensure a logical flow
between the pieces.
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Note: This is a long and labor-intensive exercise!!!!
Budget your time accordingly.
1.1 Initial Change Ideas
• In Part 2-B you developed a list of broad changes to the org. capabilities that would be
needed to support your proposed strategy changes. Build on these to describe in more
detail specific changes to the current org. capabilities that need to be made so that the
resultant “new” capabilities (alterations to existing capabilities and/or truly new org.
capabilities) can be used to successfully implement the new strategy.
a. Careington needs to switch the focus from their current B2B focus to a B2C focus
to bring in the individual.
b. They need to create a new “Intro Portal” to their website to capture new clients
with a more focused online experience.
c. Create and maintain a Member Portal so that members can check eligibility and
providers in network.
d. Careington needs to build a more complete marketing department that includes
corporate level executives and staff to monitor and promote the new programs.
• Conduct appropriate analytical drill-downs to identify necessary changes in the firms
resources, managerial preferences and organizing processes and the efforts that will be
needed to ensure that they are appropriately positioned and combined to achieve each of
the three required new capabilities.
• Identify the departments (functional areas) that would be most significantly affected by
the recommended changes to each of the three required capabilities. If a proposed
capability change cuts across multiple functions, make note of this and be sure to
remember it when you are developing more specific functional plans in the next section.
• You must broadly identify the impact that the proposed functional level changes would
have on both the revenues and expenses of the company. That is, what will it cost to
make each of the various changes that you are proposing? Will any of the changes
increase or decrease existing operating costs? What, if any, impact will each of the
changes have on the company’s revenues? Be as detailed as possible and do necessary
research to make appropriate assumptions and forecasts.
Consider using a chart like the following to lay out all of the information that you are gathering
and to help you determine where you will need to generate additional information.
Initial
Ideas on
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Changes
Capabilit
y Being
Addresse
d (pull the
appropriat
e
capabilitie
s from
your
preferred
strategic
proposal)
Is it a
New
Capability
or an
adjustmen
t of
Existing
Capabiliti
es?
Explain
Importance
of
this Capabi
lity in
Achieving
Strategic Fit
(Some of the
justification
may be
found
in Part-2 B
of the SBI
Process)
Changes in
Resources,
Manageme
nt
Preferences
and/or
Organizatio
nal
Processes to
achieve this
Capability
Function
al Areas
Effected
Cost of
Implement
ing Change
Impact (if
any) on
ongoing
operating
costs or
revenues
Operatio
nal
Capabilit
y
Expandin
g the
Marketing
Departme
nt to add
corporate
focused
employee
s.
This is
New
Capability
Of high
importance
to the new
strategy.
1.They will
have to
change
resources
because they
will have to
add
additional
employees
to the
marketing
group.
2.The
marketing
department
will be
effected if
the
Management
is against
hiring more
personnel.
3. Find a
1.Marketi
ng
Departme
nt
2. HR
1. $70,000
per year for
a marketing
manager
2.$61,700
for a Web
designer
3. $55,000
for a PR/
social
media
4. $48,800
Graphics
designer
This change
will bring in
more
revenues by
drawing
attention to
the
Careington
brand name.
Operational
cost was
addressed in
the hiring of
new
employees.
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organization
al fit for the
new
Employee.
Customer
Capability
Adding a
new focus
from B2B
to B2C.
This is of
high
importance
to the new
strategy.
1.Manageme
nt
Preference:
Management
will have to
be more
flexible and
switch in
focus.
2.
Organization
al Processes:
New
Marketing
Strategies
will have to
be brought
on board to
focus on the
customer
instead
of businesse
s
1.
Marketin
g
Departme
nt
2. Sales
Departme
nt
3. IT
departme
nt
1. Salaries
of the new
employees
2.
additional
time spent
by sales and
IT
1. Revenues
will increase
because of
hitting a new
market
center.
2. Costs will
increase
because of
the
additional
employees
added to the
marketing
department
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Innovatio
n
Capabilit
y
Create a
new Intro
portal for
potential
new B2C
customers
New
Capability
The
importance
of this
strategic step
is of medium
importance.
1. Web
design in
creating the
new portal,
Marketing
will assist in
making
customers
aware of the
new website.
2.
Management
will have to
be on board
with the new
source of
focus
3. Sales will
have to
focus on
bringing in a
new set of
customers,
Marketing
will assist
Sales by
developing
the tools
needed to
reach
customers.
1. Sales
2.
Marketin
g
3. IT
Cost of
Mass
Marketing.
Fill in
later.
Large up
front cost for
implementati
on, minimal
upkeep
costs.
Revenue
potential is
high.
Create
and
Maintain
a Member
Portal for
provider
look ups
and
coverage
questions.
New
capability
Medium
Importance,
Mostly for
ease of
customer
1. Web
design in
creating the
new portal,
Marketing
will assist in
making
customers
aware of the
new website.
2. Marketing
1. IT
2.
Marketin
g
1. Time
spent by IT
and
Marketing
Minimal cost
to keep the
customer
happy.
Wiki
Template
Part-‐2:
Gaps,
Issues
and
New
Strategy
BUSI
4940
–
Business
Policy
16
will have to
make
customers
aware of the
new tool.
.
References
A.M. Best Company. (2003). Best’s Insurance Reports. Oldwick, N.J: A.M. Best Co.
United States. (2006). Proceedings of 87th National Convention of the American Legion,
August 23-25, 2005, 109-2 House Document 109-87.
The chart is a guide rather than an absolute – feel free to modify or adjust it as need to fit the specific ideas that you are developing.
Area: SALES
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Specific Change Plans for Functional Areas |
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Capability Being Addressed |
This can be pulled from the strategic proposal recommended in Part 2B |
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How do the recommended changes (details provided below) help improve the capability? |
This is a logic “double check”. Be sure you can show how the changes recommended below improve the capability and help address the product and market focus and add to accomplishment of the value proposition |
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Details of Specific Changes: |
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Proposed Changes in Resources |
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Proposed Changes to Management |
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Proposed Changes to Organizational |
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Detailed Change Plans |
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(Lay out here the specifics of all recommended changes for this area. Modify the layout as necessary to account for the changes being recommended) |
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Proposed Change |
Timing |
Costs |
On going impact on budget |
On going impact on revenue |
