Problem Solution Gap Analysis: Global Communications

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Running head: PROBLEM SOLUTION: GLOBAL COMMUNICATIONS

Problem Solution: Global Communications
Jesse Neubert
University of Phoenix
10/30/2007

Problem Solution: Global Communications
Gap Analysis: Global Communications
Years ago Global Communications was at the forefront of the telecommunication industry. Profits and market share continued to rise as the demand for traditional land line phone services grew. Now demand for such traditional services has decreased dramatically. Telecommunication companies have been facing increasing economic pressure and GC is no exception. Stock prices have fallen over 50% and GC is in major financial trouble. GC’s executive management team has developed a new strategy to increase growth and profitability. The new plan entails cost-cutting measures to improve profitability (primarily outsourcing certain customer service functions), globalization, and by offering a new array of services targeted at small business and individual consumers. While the new strategy seems like GC’s only hope, they are experiencing increasing opposition from their employees’ union regarding the outsourcing plan. Situation Analysis

Issue and Opportunity Identification
Global Communications is experiencing financial hardship due in large part to the nature of the telecom industry as a whole. Telecommunication companies such as GC faced little competition in the past and an ever increasing demand for their product that was proportional to the increase in population growth. With little competition, GC had no incentive to make its services unique and adaptive to the changing market. While GC stood stagnant, dumping funds into its core landline business and contemplating mergers with smaller telecom companies, other competitors began to enter the market with new and innovative product mixes. Once demand for traditional landline phone service dropped off, so did the stock price of GC, along with investor confidence. If GC is to remain viable, care needs to be taken in developing new and improved services to serve the market. A newly structured cost-cutting financial plan should aid in freeing up additional capital to use for R&D projects. In the past GC depended mostly on increased demand for their product based upon the growth trend for the industry and population growth nationwide. The only other avenue GC looked to for growth was in establishing mergers with existing telecom companies to increase market share. Outside of those two avenues, GC did not develop, nor explore, any other means or strategies to increase market share and long-term growth. GC’s new business plan must address this issue. The primary opportunities for growth will most likely come from the creation of new services and products, and by entering new or niche markets nationwide and abroad. GC began to formulate a new business plan that involved outsourcing certain job functions and laying off workers without keeping the employee union informed on the proposed plan. Union heads had previously negotiated a plan to cut education and health benefits by 20% and were not aware of any additional cuts being made in the near future. Not informing the union of the proposed plan has created mistrust and a sense of closed communication channels between GC management and the employee union. In addition, union heads have been under intense scrutiny for not knowing about the proposed plan in advance. It may be beneficial for GC to bring in outside communication consultants, as well as establishing a negotiation team to help ease GC-union tensions and to facilitate future talks regarding employee benefits and outsourcing. Due to many factors GC is all but financially ruined. Like most other telecomm companies of old, GC handled its incoming cash flow badly. Instead of investing in new technology and cost-cutting strategies, GC dumped most of its available capital into its dying core services. Bad financial decisions has created a sense of despair for...
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