Stakeholder and General Force Analysis †Free Samples to Students

Question: Discuss about the Stakeholder and General Force Analysis. Answer: Introduction: Three major recommendations for actions are developed for Kia Motors that can facilitate the company in attaining its strategic objectives long with sustaining its business growth (Arendt, 2015). However, it can also be said that there are certain vital differences between Kia Motors and Tesla Case that can have impact in the developed recommendations. It has been observed from analyzing the case of Tesla and Kia Motors that there are certain differences in the challenges faced by these two companies (Applegate, 2008). Tesla is observed to deal with issues related to affected success of its Model S electric vehicle. The car is facing competition from other major competitors because of its failed attempts in developing driverless cars and testing EVs (Cain, Cross Seigel, 2017). On the other hand, opposing the case of Tesla, Kia Motors is dealing with issues related with globalization challenges. The company is dealing with the challenge of less successful innovation in the segments o f developing eco cars, sub-compact crossover vehicles and capacity constraints . Based on such issues certain effective recommendations are provided to in order to help Kia Motors to attain sustainable advantage in the global automobile market (Chaffey, 2015). These three major recommendations are explained under: Improving global performance with an effective HR strategy- Kia Motors is recommended to enhance its performance through developing effective employee engagement strategy. This strategy can facilitate in enhancing employee morale as well as dealing with increased rate of employee turnover. The company must focus on putting this strategy in place through implementing innovative policies and practices aimed at enhancing employee engagement (Khan et al., 2016). Moreover, Kia Motors is also recommended to change the behavior of all its employees. This can further facilitate the company in supporting the strategy of raising the competencies as international maker in all the areas. Execution of such strategy must consider improving at least 10% of the survey feedback scores for the behaviors of line managers with respect to communication along with quality of appraisal feedback (Rigas, Ramchurn Bassiliades, 2015). Other strategy within this recommendation that must be considered by the co mpany includes decreasing employee turnover employment costs, for instance, recruitment expenses increases by 10% every year (Madsen Rodgers, 2015). New employee recognition programs must be developed by the company that can consider offering exceptional rewards to its employees along with Kia Thank You cards for attaining exceptional job performance. Effective sales strategy in attaining sustainable success- Effective sales strategy must be developed by Kia Motors in order to attain successful market expansion of its new car models (Madsen Rodgers, 2015). Before selling its products in the global market, it must take into consideration detailed understanding of local buyers along with their needs. New and modified must be launched by the company in order to attain increased target consumer attention. While selling its products in the international market, the company must make sure that it conducts overall evaluation of the market conditions. Kia Motors must consider the amount of money that the consumers have agreed to pay for its car models (Rao, 2018). As Kia Motors is dealing with intense competition from its business rivals, it is recommended to maintaining a proper balance between its consumers, process and the organization. In selling its car models, Kia Motors must implement a competitive pricing policy for the reason th at its product process remains marginally identical to the cars offered by its rival organizations. The company must focus its attention on its sales figure in comparison to its profits as it must consider the golden rule that higher volume might result in increasing profits (Rigas, Ramchurn Bassiliades, 2015). Developing effective supply chain strategy in meeting the new market needs- For attaining effective market expansion, Kia Motors is recommended to enhance its production capacity. This can be done through developing short and medium term new model plans. The automobile company is recommended to introduce new and improved B-segment SUVs that can be a successful cross-over style hybrid. The company must focus in serving a wide range of international market (Roh et al., 2015). This can be attained by the company through offering its services and selling cars have an effective and widespread distribution channel. This must encompass dealers n distributors based services spread all across the world. The company must also hire highly efficient workforce those are already trained in successful product selling skills (Rothaermel Zimmer, 2014). For making the supply chains highly efficient and competitive, Kia Motors must make sure that its cars are easily available at numerous showrooms tha t can be booked through online auto shopping portals (Shepherd Vardiman, 2016). Through making its supply chain effective it can enter emerging economies where Tesla is already operating in order to fill the gaps in its product offerings. Two Related and Measurable Metrics for Each Recommendation Two related along with measurable metrics for each recommendations offered to Kia Motors in measuring its improvement or progress in the global market are provided. These valuable metrics will facilitate the company in measuring the performance of all its implemented strategies (Wakene, 2016). The measurable metrics will be well defined, measurable, communicated properly all through the organization. It will also serve to be important in attaining the companys strategies and being applicable within the line of business (Porter 1983). Two measurable metrics for each recommendation focused on improving Kia Motors performance is explained below: Improving global performance with an effective HR strategy- Two most effective metrics that can be employed in evaluating the success of Kia Motors employee engagement strategy includes carrying out surveys and supervising the employee productivity (Cain, Cross Seigel, 2017). Employee surveys can reveal facts about employee perceptions, job satisfactions along with their overall engagement. This metric will evaluate whether the employees are aware of individual value to the team and are interested in advancing within the company. Employee engagement can be measured by Kia Motors through examining team along with individual productivity. Through using a goal setting software, business leaders might attain an insight regarding the ways in which employees are contributing towards organization wide aspiration (Cain, Cross Seigel, 2017). Effective sales strategy in attaining sustainable success- Performance of KIA Motors sales strategy can be evaluated through employing certain measurable metrics. This includes reviewing the actual sales objectives and goals and recognizing performance gaps between actual outcomes and sales goals (Khan et al., 2016). To check whether the original goals and objectives are addressed by the companys sales team the company must measure whether the sales team is effectively increasing the quality of consumer service. Checking whether the sales team is attaining the revenue based objectives of the company that will result in increasing prospective and cold calling. Another measurable metric focuses on explaining the ways in which sales target is attained or overachieved for its newly launched eco friendly cars (Khan et al., 2016). For instance, Kia Motors can measure sales goal through observing increased sales of eco-friendly cars by 15% at the end of the fourth quarter (Chowdhury, 2014). Moreover effectiveness of sales strategy can also be analyzed through analyzing the financial and sales reports for eco-friendly cars in comparison to the previously set sales goals. Developing effective supply chain strategy in meeting the new market needs: These metrics can prove to be effective in measuring the performance of Kia Motors supply chain strategy (Liu et al., 2015). Two major performance metrics include cycle time and consumer service level analysis. Efficiency and less time used by the supply chain in transforming the raw material within final products and time taken in reaching such products to the consumers can measure the success of its supply chain strategy. Consumer service level metrics can also be used in order to analyze the order fill rate, stock out rate, backorder level along with analysis of on-time delivery probability. Maximized level of these factors can indicate improved level of consumer service (Liu et al., 2015). Decreased lead times and optimized inventory levels can indicate improved consumer service. Data Collection and Use in Addressing Challenges A though and detailed evaluation that identifies the data types needs to be collected is necessary in analyzing the likely challenges faced by Kia Motors in implementing necessary recommendations. Moreover, the use of the recognized metrics can facilitate the company might deal with these challenges (Rakita, Madi? Markovi?, 2017). The likely challenges that can be faced by Kia Motors in implementing the recommended strategies are explained below: In implementing the recommended strategy of modifying supply chain, Kia Motors might deal with certain challenges related to cost control, planning and risk management (Wolfe, 2011). Operating costs might be experienced by the company in developing its supply chain for attaining competitive advantages (Cain, Cross Seigel, 2017). Another challenge that might be dealt by the automobile company is that certain risks might be available such as in global sourcing, new product launches and credit availability in safeguarding the intellectual property. Such risks must be recognized and quantified for controlling and dealing with them. Certain challenges might also be faced by Kia Motors in implementing the sakes strategy within the company. Such challenges can consider that the sales team of the company might get caught up within the intricacies of the decided strategy (Wakened, 2016). For this reason, they also fail to taken into account certain major aspects related with developing a successful sales team. Moreover, lack of transparency in the sales team regarding sales objectives might generate chances of favoritism along with fostering an efficient relationship between the management and sales team of Kia Motors. Some challenges can be faced by Kia Motors in implementing employee engagement strategy as a part of better human resource plan. Such challenges include establishment of appropriate metrics and dealing with inconsistent engagement level of managers in distinct level (Rakita, Madi? Markovi?, 2017). In case the managers those are involved in implementing the strategy within Kia Motors is not trained properly the employee engagement strategy might get implemented inconsistently that might result in employee disengagement and mistrust. Moreover in case suitable metrics is not developed, attainment of short term and long term skills advancement among the employees might get difficult. Failure to generate a system that distinguishes the high performers from average ones might result in increased number of employees getting highly rated in comparison to their performance merits. SMART Framework SMART Framework is implemented in Kia Motors Company in order to manage performances, developmental purposes along with carrying out personal analysis. Smart objectives set for the Kia Motors that can facilitate in attaining sustainable advantages for the company (Fritz Tessmann, 2018). SMART can be signified as the strategies developed by the company that can be considered as specific, measurable, attainable, realistic and tangible. Specific- Kia Motors must have an objective of energy efficient eco friendly cars that can provide tough competition to its business rivals like Tesla or Toyota that offers successful hybrid car models. Measurable- This objective is measurable for the reason that it can observe the growth of sales of its newly launched eco friendly cars in the global market (Garca-Villalobos et al. 2014). Measuring the efficiency of the cars based on its CO2 emissions, performance of its combustion engine and electronic motor hybrid system. Attainable- This objective is attainable through employing the research and development team of the company and developing an eco-friendly passenger car. The company will also be effective as it will have fuel, bio-fuel and hydrogen fuel cells (Jongejan, 2014). Realistic- Development of an eco friendly automobile and launching it in global market will serve to be a realistic objective as it can enhance environmental performance through having features like faster acceleration along with enhanced image. Time bound/Time effective- Time effective sustainable advantages can be attained by Kia Motors is increasing company profits along with attaining objective of sustainable mobility (Jussani et al. 2015). This is for the reason that the company will offer certain time bound advantages such as fuel efficiency along with maximum cabin space and compact design along with timely service delivery. References Stakeholder Analysis tool Applegate (2008) The living organization by Wolfe (2011) chapter 8 page 93-97. Arendt, C. (2015). A Tale of Two Crises: A Structurational-material Analysis of Forgotten Stakeholders.Iowa Journal of Communication,47. Cain, P. W., Cross, M. D., Seigel, R. A. (2017). Field Data and Stakeholders: Regulating the Commercial Harvest of Snapping Turtles in Maryland.Chelonian Conservation and Biology. Chaffey, D. (2015). How to define SMART marketing objectives.Smart insights,[online] Available at: https://www. smartinsights. com/goal-settingevaluation/goals-kpis/define-smart-marketing-objectives/[Accessed: 1 March 2015]. Chowdhury, S. D. (2014). Strategic roads that diverge or converge: GM and Toyota in the battle for the top. Fritz, M. M., Tessmann, N. (2018). Management of Conflict Minerals in Automotive Supply Chains: Where to Start from?. InSocial and Environmental Dimensions of Organizations and Supply Chains(pp. 153-169). Springer, Cham. Garca-Villalobos, J., Zamora, I., San Martn, J. I., Asensio, F. J., Aperribay, V. (2014). Plug-in electric vehicles in electric distribution networks: A review of smart charging approaches.Renewable and Sustainable Energy Reviews,38, 717-731. Jongejan, D. (2014).ONE-WAY TICKET TO DEVELOPMENT? An in-depth analysis on the stakeholders in the Colombian gold mining sector and their main challenges to convert the sector to a motor of development(Master's thesis). Jussani, A. C., Heer, A., Ibusuki, U., de Moura Crtes, C. (2015).Electric car and Porters five Forces: Marketing Positioning in the Automotive Industry(No. 2015-36-0486). SAE Technical Paper. Khan, A. R., Mahmood, A., Safdar, A., Khan, Z. A., Khan, N. A. (2016). Load forecasting, dynamic pricing and DSM in smart grid: A review.Renewable and Sustainable Energy Reviews,54, 1311-1322. Liu, L., Kong, F., Liu, X., Peng, Y., Wang, Q. (2015). A review on electric vehicles interacting with renewable energy in smart grid.Renewable and Sustainable Energy Reviews,51, 648-661. Madsen, P. M., Rodgers, Z. J. (2015). Looking good by doing good: The antecedents and consequences of stakeholder attention to corporate disaster relief.Strategic Management Journal,36(5), 776-794. Porter (1983). Michael Porter categorizes the general forces that shape and influence industries. Rakita, B., Madi?, V., Markovi?, D. (2017). Competitive strategies of late followers in auto industry: case study Hyundai-Kia.Industrija,45(1), 121-146. Rao, S. (2018). Leveraging Global Value Chains to Bridge the Gap between Rural and Global Economies: Case of North Carolinas Appalachian Automotive Industry.Journal of Rural and Community Development,13(1). Rigas, E. S., Ramchurn, S. D., Bassiliades, N. (2015). Managing electric vehicles in the smart grid using artificial intelligence: A survey.IEEE Transactions on Intelligent Transportation Systems,16(4), 1619-1635. Roh, J. J., Yang, M. G., Park, K., Hong, P. (2015). Stakeholders pressure and managerial responses: lessons from hybrid car development and commercialisation.International Journal of Business Information Systems,18(4), 506-529. Rothaermel Zimmer (2014) Tesla Motors Shepherd, I. J., Vardiman, P. (2016). The General Motors Ignition Switch Incident Viewed Through a Proposed Economic Impact Severity Index.Journal of Management Policy and Practice,17(1), 36. Wakene, G. T. (2016). A Critical Analysis Of Stakeholdersdiscourses On The Road Safety Problem In Ethiopia.