Global Communications Problem Solution

Running head: PROBLEM SOLUTION: GLOBAL COMMUNICATIONS

Problem Solution: Global Communications

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Problem Solution: Global Communications

Global Communications must decide on how it will expand into the international market. Global has seen a decline in its stock price as well as disgruntled union members over the outsourcing of jobs. This paper identifies the problems Global Communications is facing, establishes alternatives, and selects the most appropriate course of action. The paper will show how Global arrived at the optimal solution by applying the problem-solving model.

Situation Analysis

A situational analysis is conducted to identify a company's internal strengths and weaknesses and external opportunities and threats. "Because it concentrates on the issues that potentially have the most impact, [a] SWOT analysis is useful when a very limited amount of time is available to address a complex strategic situation" (NetMBA.com, n.d.).

Issue and Opportunity Identification

Global Communications is currently looking to expand to a global market within three years. In order to be competitive they will need to look at adding services and customer solutions. Basically, Global Communications wants to capture a share of the international telecommunications market. The opportunity is there for Global to meet this vision. In order to do so, Global will have to make changes in their ways of doing business. Prior to looking in the global market, Global Communications will have to deal with the local competition.

Instead of relying on a simple communications package for their local subscribers, Global has entered into agreements with a satellite provider and a wireless provider. These agreements provide Global with the opportunity to not only keep customers, but go out and attract new ones. Looking at this opportunity is a two-fold approach: residential and business. By creating multi-service telecommunication solutions Global can effectively compete at the local level and start to look around the world in a global sense of service.

Global Communications is also faced with cutting costs and increasing their presence in the global marketplace. This situation has created concerns among Union officials and employees alike. Union employees have already sacrificed in order to help Global Communications reduce costs. By accepting a 20% reduction in their education and health benefits they feel that they have been more than fair in helping the team as a whole. Global has every right to be concerned about keeping the Union happy, but needs to be creative in how they will handle the situation with remaining employees.

Global Communications is looking at a 10% reduction in employee pay and a proposed 15% employee retention bonus to help alleviate the blow to paychecks. Management has also considered informing all employees (as well as the Union) of their intentions to prevent the rumor mill and possible bad press from driving morale and productivity lower than it is anticipated. The belief that "if the company prospers then so do the employees" can work; but only if the employees buy in and are part of the reward process, not just the shareholders. The opportunity is here to generate enthusiasm and motivation as long as Global uses employee incentives, keeps the workplace enjoyable, and the Union is supportive.

The estimated 40% cost savings (per unit/call) from having the call centers relocated to Ireland and Italy is an attractive cost cutting measure. This is compounded by the establishment of a presence of sorts internationally. CEO Katrina Heinz brought international experience to Global Communications. Her background will allow Global to transition from a local telephone service provider to an international communications solutions provider.

Stakeholder Perspectives/Ethical Dilemmas

Shareholders are the financial building blocks for almost any company. The interest generated in a stock can drive the price up or down and thus make it a profitable venture or something to avoid. Shareholders will not invest in a business that is faltering or in a downward spiral. When a company looks promising then investors are interested and share prices climb. It is a delicate situation and ethical decisions are heavily scrutinized by the media. Negative press can mean the beginning of the end for even the most profitable stock.

Customers are concerned with the quality of service they receive, the prices they pay, and the integrity of their service providers. In a competitive marketplace, customer loyalty is becoming something of a rarity. Lower prices, more options, and knowledgeable customer service representatives are an attractive lure to clients.

Community involvement extends far beyond a few donations to local charities. Jobs created by companies mean more money can be spent in local businesses. The social responsibility of businesses is expected now more than ever. In the text, Organizational Behavior 6e, Krietner and Kinicki tie this in to the Buddhist religion defining social responsibility as the "[c]oncern that the employer be a responsible part of society" (p. 129).

However, good management will look close first then a far. Herb Kelleher, former CEO of Southwest Airlines said:

"Who comes first? The employees, customers, or shareholders? That's never been an issue to me. The employees come first. If they're happy, satisfied, dedicated, and energetic, they'll take real good care of the customers. When the customers are happy, they come back. And that makes the shareholders happy." (Kreitner & Kinicki, 2004, p. 86)

Problem Statement

Global Communications will expand into the international market by creating a successful foundation for global communications solutions.

End-State Vision

Global Communications is faced with keeping shareholders, customers, employees, and the communities happy while expanding operations into the international market - all while increasing profits. Global might consider adopting the End-State Vision: "Global Communications will embrace new technologies and employee practices to become an international communications