Introduction
From the case study of Kudler Fine Foods, it is evident that some functional areas require collaboration for the achievement of the organization’s overall goal; profit maximization (Administrator Acme Articles, 2012). Some of the functions that require collaboration within Kudler Fine Foods include customer service, production, marketing, and distribution networks. Others may include the purchasing and supplies department. During the collaboration process, each function has different goals, which must be integrated to achieve a common goal. Therefore, three collaboration processes will take effect; the pre-negotiation, negotiation, and the post-negotiation processes (Zarate, Belaud & Camilleri, 2008; Das, 2010).
During the pre-negotiation processes, all functional goals will be brought together by the various heads of the departments. Prioritization of the functional goals will be used to determine whether an integrative approach can be used to achieve a common goal for the entire company. This stage entails an overview and explanation of the intention of the collaboration and its benefits. The second phase of the collaboration process is formally known as the negotiation process, where the real exchange of ideas by the various functions takes place. It is more of a brainstorming stage, where a decision on what is to be integrated is discussed by the departmental heads.
The scope of collaboration is also discussed at this stage and the implementation plan as to how the collaboration will be done. The third process is known as the post-negotiation process, whereby the monitoring and maintenance of the collaboration plan are to be discussed. This involves the various check-ups and follow-ups required to ensure that there is consistency in the collaboration plan. The last process also entails the evaluation process of the collaboration after a certain period of time.
As indicated above, Kudler Fine Foods management may be required to have the following implementation plan. The first is to enlist and prioritize processes and product brands that are competitive and on-demand. Secondly, improve communication among functions to harness productivity. Use technology as a means to reduce costs in operations such as food processing and inter-functions communication. Fourth, outline goals for each function or department with pre-defined goals and deadlines. And finally, instill a continuous improvement plan to monitor the success of the collaboration.
In the above case, key stakeholders include the head of departments in the following departments; purchasing and supplies, marketing, branding, distribution, quality department, and the food production departments. The head of purchasing and supplies will represent the function of ensuring that all resources required in producing the various food products are sourced from the best suppliers. However, this will only be done after getting a quotation from the production manager.
The production manager is usually guided by the marketing manager, who understands the market’s demand and knows what the current consumers’ preferences are. In order to achieve maximum profits, the marketing manager must be aware of what the competitor’s products are and their prices. In this context, the accounting, marketing, purchasing, and production managers will require a cost-benefit rationale to ensure that supplies that are sourced are not over-budgeted. In addition, the production manager is supposed to ensure that all productions made in the organizations are of high quality as will be ascertained by the quality manager.
Moreover, the production manager will spearhead operations in ensuring that any product change communicated by the marketing manager is effected immediately to avoid losses or lost sales. On the other hand, the marketing manager’s role is also to ensure that any market change is communicated immediately and changes are done to differentiate products for customer satisfaction. The product distribution manager in collaboration with the marketing manager should collaborate in placing the markets at the strategic market locations. In this context, a clear understanding of the market geography is essential for the distribution and marketing managers.
They are required to ensure that products are taken at the right locations at the right time and in the right quality and quantity. Moreover, the marketing manager should always spearhead the branding of products as a matter of product differentiation. However, this is only possible if the manager incorporates a research and development segment within the department to ensure there is continuity in marketing creativity. A good collaboration network among the departments will be required. In this context, communication is essential and the use of modern technology is imminent. For example, the use of instant messaging and intranets within the organization is critical.
What are the different types of strategies? What are the differences between these strategies? How do you determine which type of strategy is most appropriate for your organization?
The most commonly known strategies are the corporate-level strategy, the functional- level strategy, and the business -level strategy. The three strategies differ in that the business-level strategy focuses on gaining and maintaining certain target markets, while the corporate-level strategy focuses on the importance of a certain market to the business. On the other hand, the functional,-level strategy focuses on improving business process or function that is integrated within a corporate. Since Kudler Fine Foods is intending to improve collaboration among its functions, then it can be termed to be having a business-level strategy. This is because it intends to achieve a certain market and improve its profitability.
What are the strategic objectives? What is the purpose of strategic objectives? What makes an effective strategic objective? What are examples of strategic objectives for your organization or one with which you are familiar?
Strategic objectives are the guiding statements that are broad in nature and intend to explain and describe the intention of the organizations. Strategic objectives are essential in ensuring that an organization’s mission statement and goals are well directed, guided, and consistent during their implementations. An effective strategic objective is measurable in nature. They are also specific and not ambiguous. They are also supposed to be appropriate and to a certain extent realistic, that is, consistent with the organization’s mission and can be realized in due time. Therefore, they should be guided by a specific period of time. An example of a strategic objective in Kudler Fine Foods is raising profits by 10% annually.
What is the difference between strategic, long-term, and short-term objectives? What is the relationship between objectives and goals? What are examples of this relationship?
Strategic long term objectives are a representation of the company’s long term goals in a period that may exceed 5 years. The long-term objectives are less quantifiable as they spun over a long period of time, and thus can be affected by so many factors. On the other hand, short term objectives do not exceed a period of 5 years, are quantifiable, and are less flexible.
Objectives are tangible and specific compared to goals. On the other hand, goals are also termed as objectives, but they are ambiguous and broad in nature. An example of such a relationship is where Kudler Fine Foods’ goal is to maximize profits, but the objective is to use a marketing strategy to increase profits by 10% yearly.
What is corporate governance? What role does corporate governance play in strategic planning? Why is it important? Explain your answer and provide an example.
Corporate governance entails the systematic processes, procedures, rules and regulations, and values that corporate use to ensure that it is well managed. Corporate governance is critical in ensuring that functions are directed into achieving the organizations’ goals. In this case, corporate governance plays a critical role in ensuring there is the consistency of operations and that value is achieved. For example, corporate governance ensures that an organization is led by managers and heads of departments, who operate as trustees of the company. These individuals are given responsibilities to ensure that every process is detailed and has certain regulations to be followed by other staff members. An example of such is the head of marketing in Kudler Fine Foods, who instructs others on what to do.
Why is it important to continuously update the implementation and communication of a strategic plan? Who should be responsible for updating and communicating a strategic plan? Why?
A continuous update on the strategic plan is critical in ensuring that the plan is consistent with its initial intention. Moreover, the continuous update acts as an evaluation of the progress of the strategic plan and its achievements. The update ensures there is rectification or correction of any process that may hinder the achievement of the plan in the long haul. A special workforce or team that is in charge of the implementation of the plan should be communicating the progress of the plan. This is because the implementation team well converses with the strategic plan’s details and purpose.
Has your organization’s strategic plan been communicated to you? If so, how and by whom? If not, how would such communication improve your organizational effectiveness? Is it important for employees to know the strategic plan of a company? Why or why not?
The strategic plan has already been communicated through the company’s newsletter and e-mails. This has been done by the implementation workforce. The communication of the strategic plan’s progress is essential to ensure that the organization works as a system to ensure all operations are geared towards the achievement of the specified goal. Employees should be implementers of the strategic plan of a company. This helps the company ease the tension among the employees on any change that is taking place. Moreover, the employees are motivated to take part in the achievement of the organization’s goals.
What things should be taken into consideration in the creation of a roadmap for a strategic plan? What are examples of external and internal change agents? What role do change agents play in the execution of a road map for a strategic plan?
Some of the things to consider during the creation of a strategic plan are the goal of the plan and the organization’s structure and culture. The organization’s structure and culture should be able to support the plan. Workforce and the resources to be used during the creation of the plan is an essential factor. The competence of the human resource and availability of the same should be considered. The financial capability of the organization also affects a strategic plan. Examples of external and internal change agents are the hired consultant firms and internal departmental heads respectively. Change agents facilitate the transition process of the strategic plan creation and implementation.
References
Administrator Acme Articles. (2012). Kudler Fine Food virtual organization. Acme Articles. Web.
Das, T., K. (2010). Researching strategic alliances: emerging perspectives (Hc). Charlotte, NC: IAP.
Zarate, P., Belaud, P., Z. & Camilleri, G. (2008). Collaborative decision making: perspectives and challenges. Lansdale, PA: IOS Press.