Terracog Case

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  • Topic: Decision making, Marketing, Vice president
  • Pages : 20 (6340 words )
  • Download(s) : 69
  • Published : December 10, 2012
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1. Identify the range of decisions to be taken.
1.1.a. objective/s of the decision. SMART (Specific, Measurable, Attainable, Relevant and Time bound)…………………………………………………………….. 3-4

2. Step 1: Create a Context for Success.
2.1.a. people involved in the ………………………………………………………………5-6 2.2.b. right people that you need to
make contact and develop a business relationship with ……………………………..6-7 2.3.c. right people to participate :People with authority to allocate resources and make a decision stick; Key Stakeholders;

Experts; Opponents; and Proponents. …………………………………………………..7-8

M1 –decision-making approach appropriate for the case……………………………...9 3. Step 2: Frame the issue properly.
1.1.a. Determine the problem/s of TerraCog.
Refer to the guideline on how to avoid misframing. …………………………………….10-11

4. Step 3: Generate the Alternatives
1.2.a. three (3) alternative courses of action based on the information and knowledge given…..…………………………………………………….. 12

M2 – Using the Characteristics of Good Alternatives guideline, apply it to your three (3) alternative courses of action………………………………….. 13-14

5. Step 4: Evaluate the Alternatives.
1.3.a. the variables to consider for each
alternative course of action and assess the internal and
external sources of information for each variable ……………………………………… 15-18

M3 – Use the prioritization matrix to evaluate the
three (3) alternative courses of action and
derive a conclusion in a business context (non-technical)…………………………… 19

6. Step 5: Make the Decision
1.4.a. Recommend one (1) out of the three (3) alternative courses of action through using at least one (1) decision-making technique………………. 19 2.4.b. Recommend the person/people (internal or external)

that is/are needed in the organization to improve
on the decision making process………………………………………………………….. 20 D1 –recommended alternative course of
action using the Notify the Right People message guideline …………………………21 D2 –areas of uncertainty of the decision that has been
made through using the three-step approach for dealing with uncertainty………….. 22 D3 –explanation on how it resolved the problems that were identified……………….. 22 References……………………………………………………………………………......... 23

1.1 This/these objective/s should be SMART (Specific, Measurable, Attainable, Relevant and Time bound It was in 2008 that Emma Richardson was appointed by Richard Fiero, the president of TerraCog as the executive vice president of the company. Fiero had tasked her to do a lot more work and responsibility toward operational alignment and increasing cross-departmental cooperation. It was the cross road for Richardson at the time since it was the time of the building gap between the U.S. headquarters in Chicago and the production team in Shenzhen, China. Fiero had even checked on the inventory problems and quality issues of the company already. But it will be the decision making and mere talent of Richardson that will be needed to save the disagreement over the proposed price for Aerial threatened to derail the launch of the prototype in her hand.

Decision to be taken and objectives
1. To develop and create one (1) GPS system in 2008
* It was one of the main problems of the company in 2008. Even if Terra Cog was the first company to introduce such technology to the market, competition were tight with other manufacturer. They have developed more convenient type of system to enjoy, the reason Terra Cog encounters this trouble. The company should create a new product like put in some new features on the GPS that can be useful to the consumers. 2. To reduce margin and focus on lower price GPS system.

* Even if Terra Cog can produce and introduce a new product to the market, they should also take notice of the price they are going to give. The new product may have new features that can be useful to the consumers but they also have to consider the fact that consumers also...
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