Strategic Plan Part III: Balanced Scorecard and Communication Plan

Strategic Plan Part II

Julie Aranda

BUS/475

5/17/18

Strategic Plan Part II

SWOTT Analysis

SWOTT Table

Factor	Strength	Weakness	Opportunity	Threat	Trend
Industry changes	The smart glass new division is technobabble which allows it be receptible to industry changes	The technology bound to the new division is less versatile	The new division paves way for new employment across different domains	The technology is limited in terms of use	Transform applications in industrial and enterprise sectors.
Legal and Regulatory	The new division is legally asserted	The division faces litigation to determine and enforce legal rights	Establish patent rights that grant rights and privileges	Potential legal proceedings	Provision of new legal and regulatory policies favoring the division
Global	Global acceptance	Criticism from non-technocrat regions	Wide acceptance globally	Limited at a global perspective	Global receptibility
Economic	The division ameliorates economic expansion	Limited economic resources	Establishing brand comportment	Hapless economic conditions	Paves way for a solid path to economic progress
Technological	Cutting edge technology	Smaller gadget	Revamp android system, one of a kind	Limited in technological advances	Potentials to capture the market and enhance superiority
Innovation	Has a receptive innovational team	Lacks debut in terms of innovation	Expounding innovational research	Arising similar designs	Bound to innovation, creating real time feedback
Social	Adaptaptability	Not widely acceptable	Potentially more fashionable	Privacy concerns	Open to the creation of more discreet models
Environmental	The technology is winged to adapt to the environment	Poor real-time perception	Various application and reception as regards to the environment	Emerging environmental concerns
Competitive Analysis	Remains a dominant division within the industry	Threats brought about by emergent companies	Cutting edge features distinct to the brand	Cutting edge features from competitors distinct to the brand	Compertition has risen over the last few years
Factor	Strength	Weakness	Opportunity	Threat	Trend
Strategy	The division has a clearly defined response strategy	Poor team coordination	Assailable strategy employment	Future unstable prospects	Continuous healthy structure in terms of strategy
Structures	Expansive structure	Limited resources	Open to planning implementation	Health hazards	Ensuring business venturing and receptive outlook into the future
Processes and Systems	Advanced processes and systems	Poor implementation	Bound to expansion	Ever changing processes and systems	Marked by continuous change or effective action
Resources	Forefront advancement	Limited resources	Jo scheduling leading to resource minimization	Low adaptability rates as regards to resource minimization	Overarching resource optimization
Goals	Efficiency in AR, OHMD and HUD domain.	Delusive concepts	The ever-changing technology advancement	Hapless goal institution
Strategic Capabilities	Strategic management	Impulsive to errors	Strategic consistency	Slow adaptation of various strategies	Future strategic alignment prospects
Cultures	Innovational corporate culture	Lack of employee happiness	Gaps for the improvement of corporate culture	Job dissatisfaction due to lack of employee happiness	The maintenance of level-based corporate culture
Technologies	Cutting edge cellular technologies	Cellular technologies suffer network problems	Greater access to exceptional services	Network cramming	Prospects in augmentative reality
Innovations	Employs disruptive innovation	Upfront costs	Market expansion	Legal confounds	latest changes that keep up with competition
Intellectual Property	Enhance market value	Copyright manipulation	Product commercialization and licensing	Intellectual breaches	Redefining IP rights
Leadership	Established leadership team	Team coordination issues	Team building and task delegation	Loss of team management can be a deterring factor	Stable and well compensate leadership

Synopsis

Regardless of the SWOTT analyses, smart glass tech is apparently a hugely exciting inferred concept. Within the industry, there are many different products being produced currently, which could well be placed under the innovational constraints. Regarding, the economic, legal and regulatory forces and trends, various discourses have been improvised towards the eyewear technology. In this instance, Netflix needs to follow through its implementation strategies so as to ensure proper institution of the new division with regards to the smart glasses technology.

In terms of economic forces, smart glass technology employs a monopolistic competition. There are several companies within the market products which sell similar but secreted products. Each company encompasses a demand curve that bears a negative slope as their products and services denote some differences compared to their rivals. For example, if the smart glass price increases, a decrease in demand is prevalent as customers will prefer its competitive products from other firms in a situation where when there are new competitors entering the industry (Kurubacak, & Altinpulluk, 2017).

With legal forces, there is stringent regulation imposed by the government, demanding strict attention to exceptional rules and regulations. This mainly creates a logical framework in terms of business operations. Within the smart glass industry, the rule-based approach is often employed in order to streamline business operation as well as increasing business efficiency. The logical framework as such is created by the rules and regulations of the government, which successively makes it proficient in managing staff and avoid having the various concern as regards to situational decisions or ethics. On the contrary, the division will be restrained by its own regulations, hence simplifying the decision-making process.

The organization essentially adapts well to these changes through change management aligned with strategic management and leadership. Change management is basically a set of interventions and capabilities that cede the people-oriented face of a change campaign. Successful change management mainly targets leaders as well as engaging employees across the organization, at the same time, adjusting key modifying processes such as employee engagement and performance management. This enables employees to make a positive transition to new acceptable behaviors, hence sustaining the benefits of the new division.

These adaptations are met by ensuring that the leadership team entirely stand as a role model supposedly for the change. Starting transformations to change from the top stand as a manner of modeling new behaviors leaders ask their employees to adopt as well as hold each another accountable for the success of the initiative. When executives of the division talk about creating a culture of performance, they are inclined to demonstrate that particular culture through for example what that culture entails.

Attending to the supply chain of the new division in the smart glass creation, the flow starts from a material handling and logistics software solution provider. In warehouses that build large case pallets, the highest degree of development I term of performance is driven by combining of Voice, WMS, and smart AGVs. The software provider also caters to these technologies, however, the company is presently conducting various tests with others users so as to see if Voice solution replacement will improve performance. Augmented reality wearable glasses may outdo voice performance in distinct scenarios, first, if the products require additional scans to capture serial or lot codes as capturing the codes with a vision system is faster. Second, the optimization of pallet building would credibly work far better alongside the augmented reality glasses as compared to other specified solution types. The supply chain mainly follows the distinctive competencies, offering higher quality, excellent service, lower cost and faster service than the competition. Consequently, the new division has leveraged or rater supplemented their superior product development as the core competency. Marketing is channeled with the latest products as regards to innovation such as tablets, smart watches multi-use laptops among many others.

For the strategic plan development, the primary internal organization consideration starts with strategic management. Strategic managers have to recognize the current state of the environment as well as their industry and furthermore, be in a position to predict their future positions. Workforce issues have to be taken to keen consideration as well as managers must conceive the strengths and weaknesses of the workforce when forging strategic plans. Highly skilled workforce pool can adequately respond much differently as compared to an unskilled workforce within the same change context. Company politics and employee loyalty play a vital role in how proficient the workforce is to the specific changes. A proficient workforce with good creativity and innovation track record is well suited for identity with, as well as taking charge of defined strategic initiatives.

Based on the analysis, there are exceptional challenges the company faces as regards to future prospects. Companies that engage the smart glasses technology are fighting hard in the maintenance and expansion of their ground. Despite the fact that businesses are defining great workflow solutions via eyewear technology, consumers will, all the same, have to delay a bit a longer so as to reap the welfares of mass handiness and usage. Be not mistaken as on the contrary, the promising public consumer sector stands not a dupe for neglection. Quite the contrary, this so happens as manufacturers have to overcome the exception of attaining a harmonious balance within the division so as to adjust wear ability and functionality at an approachable cost (Jung, & Dieck, 2018).

References

IGI Global,, & Information Resources Management Association. (2018). Wearable technologies: Concepts, methodologies, tools, and applications.

In Kurubacak, G., & In Altinpulluk, H. (2017). Mobile technologies and augmented reality in open education.

In Jung, T., & In Dieck, M. C. (2018). Augmented reality and virtual reality: Empowering human, place and business.