Netflix
Netflix, the giant media company, was founded in 1997 when technology was on the verge of development (McGee & Crowley-Koch, 2019). Previously, the concept provided monthly movie subscriptions, which saved them the late fees typical movie rental businesses charged. Netflix had always been a disruptive company, allowing it to alter and adjust to the digital age. Subscribers no longer had to wait for DVDs to arrive in the mail (Fabbri, 2017). Netflix has effectively managed change to suit the expectations of new online content consumers. It was at a point where its long-term viability depended on how it handled the shift to a digital world. The issue is whether the implementation of this initiatives on large scale was effective.
The business model of Netflix Inc. (Porter’s model) and intense strategic initiatives (Ansoff Matrix) were opted for to ensure that the business succeeds. This alignment is an essential component in the company’s positioning strategy as a leader in on-demand digital entertainment streaming. However, there are some distinctions in product qualities, gain competitive advantage, and how the firm functions in offering streaming services. The platform business strategy drives both online businesses. Instead of music, Netflix Inc. concentrates on movies, TV shows, and unique content (Fabbri, 2017). The corporation also uses a flat-rate subscription income model since the streaming platform lacks advertising. Netflix’s aggressive expansion methods and general competitive advantage strategy need management activities outside streaming operations.
Netflix’s generic approach guarantees its business model succeeds by focusing on competitive advantages. Other corporations like Walmart, Amazon, Google, Apple, HBO, and Disney also have a competitive advantage. According to Fabbri (2017), Netflix’s aggressive expansion initiatives foster company growth while addressing competing challenges. These growth plans complement the general, and marketing strategy helps the organization maximize its competitive advantages.
The Generic Competitive Strategy of Netflix
Netflix Inc.’s fundamental strategy was to achieve a competitive advantage by reducing expenditures and, often, selling prices. While this strategy is not always the cheapest, it enables the digital entertainment company’s management to stay competitive. Unlike strategies that focus on specific market segments, Netflix’s broad strategy attracts a larger audience in the online entertainment and media business. For instance, a media streaming company capitalizes on its competitive advantages to grow abroad. This is consistent with Netflix’s stringent growth goals, which premium on market penetration (Fabbri, 2017).
For example, app settings are customized depending on the market strategy and market dynamics of the organization. The corporate mission and vision statements of Netflix Inc. declare that the company’s strategic goal and ambition are to attain and maintain leadership in the worldwide online entertainment market.
Netflix’s general strategy aimed to maximize the competitive benefits of information technology. Intensive growth methods need strong marketing. These corporate initiatives complement Netflix’s business strategy of cost reduction and market expansion. Strategic management assistance for information technology for effective operations and worldwide growth. These strategic implications are implemented by Netflix Inc.’s operations management, which ensures that all areas of operation are aligned to support the business model and general strategy for competitive advantage.
Coca-Cola
No other company has experienced as many changes management challenges as Coca-Cola. Pepsi, Coca-bitter Cola’s competitor, started aggressively pursuing Coca-Cola in the 1980s(Fabbri, 2017). New Coke, a sweeter version of the classic beverage. New Coke fell short of broad appeal. Coca-Cola soon restored the original formula. The brand has shown an ability to adapt quickly to changing client needs while keeping the product’s appeal. It dates back to WWII. By providing complimentary refreshments to soldiers, Coca-Cola became a war symbol (Nsomba, 2021). Simultaneously, it raised brand recognition in Allied-occupied countries. Coca-Cola grew its worldwide manufacturing base by 64 factories over this period.
A post-war global growth schedule was accelerated. These are just a few examples of how Coca-Cola remains ahead of the curve when it comes to change management. Coca-Cola responded to increased health awareness by releasing Enigma, Diet Coke, and Coca-Cola Zero. During the Global currency crisis, the company adopted an expansion strategy to serve customers better. Change management is an essential component strategic goal of responding rapidly and anticipating new trends. Organizational changes are continuous in today’s climate and are crucial to reacting to shifting market dynamics (Nsomba, 2021). To prosper, remain inventive, foresee the future, and seize opportunities as they arise, the company needs Connected Planning tools. The company can execute performance improvement at scale by aligning employees and having the capacity to see around corners.
Transforming the Native American business model requires a uniform platform for information sharing across bottlers, ensuring a consistent product and a harmonic economic model. Due to the smooth handover of the territory to current bottling companies and the launch of two new bottling companies in 2015, the schedule was advanced by three years (McGee & Crowley-Koch, 2019). The CONA system encompassed all aspects of the bottling industry, from sales and production to reporting and supporting activities, including procurement, HR, and finance. Due to a lack of expertise and infrastructure, a vast opportunity arose. The Coca-Cola Corporation and its associated companies needed to work together to develop a system-wide, scalable, and reliable education and productivity support model for the new CONA platform.
Establishment of a Universal Training Development and Performance Support Toolkit
Contrary to popular belief, most systems projects did not need a large-scale standard solution. Earlier technologies were not extensible and could not support large-scale system training and performance. The CONA L&D team spent six months evaluating strategic solutions to satisfy the needs of the Americas production network, finally choosing Asimah (Nsomba, 2021). Using a shared toolkit ensured system-wide solid cooperation. According to Nsomba, (2021), the end-user audience needed hands-on training, the team concluded a “Superuser” strategy would save the corporation over $20 million over utilizing contract trainers. Good knowledge of existing systems and processes and a strong connection with the target audience were used to pick Super Users from available field resources (Nsomba, 2021). To gain confidence and preparation for end-user training, the Super Users joined the CONA Admin Access Academy. Super Users were always the initial point of contact for end-user assistance and onboarding. This methodology was the only option to teach up to 8,000 people simultaneously.
British Airways
British Airways appointed John King as chairman in 1981. Early on, it became clear that the firm was inefficient and wasting a lot of resources. The chairwoman restructured the company to make it more lucrative, and he settled on a change management strategy as the most efficient method. The company started laying off employees. To assist prepare the firm for the approaching shift, the chairman outlined reasons for reorganizing British Airways. He replaced outdated aircraft with new ones and canceled unproductive routes as part of his strategy to cut 22,000 jobs (McGee & Crowley-Koch, 2019). Martin Broughton, one of his successors, praised King for his involvement in the transition.
The BA change is transformative, resulting from expected external developments like industry consolidation and global player rise. It necessitates structure, culture, and procedures changes to make the organization more efficient and hence more competitive against new regional and global rivals. The shift started in 2008 and is currently ongoing (McGee & Crowley-Koch, 2019). BA management uses a Full-Scale Intervention Model to alter structure, culture, and procedures, affecting workers, suppliers, partners, customers, and other stakeholders.
Implementing the change
Implementing a large-scale change endeavor of this magnitude involves a bottom-up and top-down strategy. It starts with a concise statement of the new vision that will guide the organization in the desired path. Once the goal has been stated, as with the new world positioning, the next phase is to build political support inside the organization. The practitioners propose that this process begins with identifying essential stakeholders and their associated interests and expectations. Typically, gaining political support entails recognizing essential players and their respective interests and demands. Due to the fast escalation of the firm’s issues in recent years, particularly in 2009/2010, when British Airways suffered significant losses due to an employee strike and the volcanic ash catastrophe, the corporation is rapidly losing profits and market share. Thus, its critical stakeholders are well aware of the need for change, which facilitates implementation; nevertheless, most stakeholders have a conflict of interest, which raises resistance.
British Airways aspires to lead this approach and establish itself as an international luxury carrier in the face of a changing corporate structure and turbulent market. Recognizing that deregulation would develop the industry’s first global giants, British Airways intends to lead this process and establish itself as a worldwide luxury airliner. Given the firm’s moderate degree of environmental unpredictability and intermediate level of resource dependency, the open platform model proposes a new consistent framework to develop new opportunities for enterprises via collaborative interactions with other flying companies. (McGee & Crowley-Koch, 2019).
According to the extended Levin’s model, change initiatives would include a wide range of planning, adaptive organizational development commencing in 2008 to transform the business by 2012 – Dominate 2012 (McGee & Crowley-Koch, 2019). British Airways has ever since been at the verge of making massive profits and become very effective in the provision of services.
The transformation is controlled and designed via the use of a set of indicators that track its progress. In the case of BA, the world economic slump added to the strain, as did volatile environmental elements such as volcanic ash, which compelled the business to accelerate its downsizing and cost-cutting efforts. The investigation demonstrates that British Airways’ transformative change is founded on a strong academic foundation and thorough internal analysis; nonetheless, the same did not help resolve employee concerns. The framework’s basic premise is based on a fundamental logical model, which posits that an organization’s circumstances would impact its strategy and reflect in an appropriate formulation of its strategic goals.
Additionally, the framework recognizes the importance of employee engagement in the system by including them in the process of system development; yet, BA’s top-down planned change included relatively few ways to assure employee participation. The yearly employee survey is an excellent indication (McGee & Crowley-Koch, 2019). The inadequate approach used marginalized employees’ perspectives on the change process and lacked statistics on employee participation and interaction.
References
Fabbri, M. (2017). How institutions shape preferences: experimental evidence from a large-scale property rights reform implemented as randomized control-trial. SSRN Electronic Journal. Web.
McGee, H., & Crowley-Koch, B. (2019). Using behavioral systems analysis to improve large scale change initiatives in autism service organizations. Perspectives On Behavior Science, 42(4), 931-954. Web.
Nsomba, G. (2021). The Coca-Cola company/Coca-Cola beverages Africa merger: lessons for robust regional competition enforcement. The Antitrust Bulletin, 0003603X2110454. Web.