Global Communications Benchmarking Research
The leadership of Global Communication lost their vision for the company and the employees. In an attempt to remain competitive, the leaders missed the mark in looking for the best solutions to their problems of decreased revenue and productivity. Staying in touch with the strategies that brought them previous success in addition to creative solutions and improvements, the organizational atmosphere can be steered into the direction it needs to go to remain competitive with increased revenue and look forward to diversification and longevity. Companies such as Google, Wegmans, Disney, BMW, Toyota and Universal seem to have a formula for success. These companies have loyal employees and a loyal customer base and have been in business with large profits over many years. The companies did not have this type of success overnight and had to endure growing pains just like any other organization. They have had to return to the drawing board on decisions that involve customer satisfaction, diversifying, and solutions for improving operations. The leaders have had to be visionaries. In this analysis the strategies used and implemented by these eight companies will be discussed.
The common thread throughout the organizational infrastructure at Google, Wegmans, BMW, Toyota, Disney, Universal, and Sprint Nextel provided a vision for the company, commitment to excellence, customer service, reduced costs, employee satisfaction, and emotional intelligence. The leadership at Google, BMW ,Toyota and Sprint Nextel decided that the company must remain competitive in the technology market. The company leaders remained focused on the things they did well. The decision related to diversifying has risks and should be considered carefully making sure the benefits outweigh the risks. The organizational leadership like so many other companies struggle with those challenges. The approach to remain on the cutting edge of technology, the company employs the best and brightest. Leaders are using emotional intelligence tend to hire individuals or experts that are not looking at circumstances the same way. They are paid for their expertise in the areas and their ability to analyze and look beyond the average. Offering those employees competitive pay, along with additional perks has seemed to retain their staff and promote employee satisfaction. At Wegman's Grocery, BMW and Toyota over the years their vision has remained consistent which is the commitment to their employees, vendors, and to the community. Always looking to improve and make operations and services better for the consumer has been their mission. They have a superior product and longevity is in their future as long as the strategy and vision remains true to their mission.
Disney and Universal, BMW and Toyota Sprint and Nextel are competitors. They each have similar products and visions. They seem to understand the strategy that they need to employ is to continue to make major improvements to keep the consumers interested and coming back. The employees are an important part of their success. Providing employee training to ensure each guest has a most memorable experience while at Disney or Universal is instrumental in the company's growth and productivity.
Research has shown that companies that use strategies to create an environment where employees are satisfied and happy in what they are doing are more willing to go the extra mile for the customer. Customers who are satisfied with a product or service will continue to use it again and this is good for business. Contrast
When comparing these companies they all have chosen paths vastly different from one another to achieve success. BMW and Toyota have focused solely in manufacturing quality cars while maintaining low costs. In contrast Disney and Universal have made a living through diversification. Disney and Universal have many irons in the coals from theme parks, television,...
References: 100 Best Companies to Work For. (2005). Retrieved August 2, 2007, from
Bartlett, C. and Ghoshal, S. Managing across borders: New organization responses '. Sloan Management Revues. 1987 fall, Page 45-53
Bartlett, C. and Ghoshal, Managing Across Boarders: The Transnational Solution, Boston: Harvard Business School Press 1989
Charney, B (2004)
Retrieved August 3, 2007 from http://www.nytimes.com/
La Monica, P
McShane, Steve. (2006). Organizational Behavior: Emerging Realities for the Workplace Revolution. New York, NY: McGraw-Hill.
Microsoft BMW Case Study. (2006). BMW Takes Employee Collaboration to New Heights with Communication Software. Retrieved August 1, 2007, from http://www.microsoft.com/casestudies/casestudy.aspx?casestudyid=200456
Mitratech Toyota Case Study
Pomeroy, A (2007). Fitting the Pieces Together. Society for human resource management, 52, Retrieved July 30, 2007, from http://www.shrm.org/hrmagazine/articles/0607/0607pomeroy.asp
Porter, M. E., The Competitive Advantage of Nations, New York: Free Press. 1990
To Diversify, or Not to Diversify: What 's at Stake for Online Giants in Growth Mode
Stonehouse, G., Campbell, D., Hamill J., Purdie, T., Global and Transnational Business; Strategy and Management, 2004. Page 162
Universal Studios History (n.d.)
Welcome to Wegman 's. (2007). Retrieved August 3, 2007, from http://www.wegmans.com
Please join StudyMode to read the full document