The Best-Laid Incentive Plans--留学生essay代写范文

留学生essay代写范文:“The Best-Laid Incentive Plans”，这篇论文主要描述的是在现如今的社会中，每件事物都有着存在的价值，而对于公司管理来说，公司需要看到的就是员工和项目本身的价值，如何才能让员工加倍努力的工作，这就在于企业实行怎么样的激励计划，来让员工实现公司存在的价值，通过全面的分析来审视公司的变革。

In today's world, a value is placed on everything from the worth of a house, car, or bank account to old photo albums, clothes, or a good luck penny picked up on the street. That need to place a value on everything makes companies work so hard on every level to make their organizations valuable. The Rainbarrel Product corporation looks to several of their primary and support activities to create value and competitive advantages.

The strategic issue arises in the relationship of Porter's Value-Chain and the activities of Rainbarrel Products. Are the company's primary and support activities working together to add value and create sustainable competitive advantage and if not, what strategy approach could they take advantage of? Throughout this analysis, Rainbarrel Products will be examined using the value-chain. This analysis will help determine if the changes in the company are creating value or if some things need to be revisited.

The analysis begins with Rainbarrel Product's primary activities. These are the activities that “contribute to the physical creation of the product or service, its sale and transfer to the buyer, and its service after the sale” (Dess, Lumpkin, & Eisner 2007, pg. 77). The first primary activity to be evaluated is marketing and sales. The lack of motivation among the sales employees is working against creating value for the company. This lack in motivation is a result of the new compensation structure. Employees are complaining about not having enough mentoring or access to current account information. The fact that compensation is now based solely on sales is also causing each individual to look out only for what is best for themselves rather than the company as a whole.

In regard to outbound logistics, one of the keys to adding value is “effective shipping processes that provide quick delivery” (Dess, Lumpkin, & Eisner 2007, pg. 79). Shipping is the area of outbound logistics in which Rainbarrel is having the most problems. Even though their percentage of goods shipped by promise date has steadily gone up for the past 6 months, customers are not happy with their delivery processes. Customers are complaining that they have to take the promise date they are given, not the one they actually want. Confusion about what the company means by “shipped” is also causing some customers to doubt their ability to provide quick delivery. The fact that customers are being left dissatisfied and confused has resulted in value being taken away from the company.

Service is the last primary activity that needs evaluation. Rainbarrel Products' new call center and e-mail response procedures are ineffective and are working against creating value for the company. The time limits established for calls are resulting in customers having to make multiple calls to resolve problems. E-mails that require a quick response are being left unopened because employees are afraid they won't respond to them before their time limit is up. Value is truly being lost here because the focus is not on the customer and that is what service is all about.

Support activities are activities that “either add value by themselves or add value through important relationships with both primary activities and other support activities” (Dess, Lumpkin, & Eisner 2007, pg. 77). The first support activity being addressed is technology development. In regards to technology development, inflexible budget processes are creating problems.

Research and development is not getting the money they need to produce the “innovation X project” that would give the company competitive advantage. Since technology development is an area that is critical to creating value and sustainable competitive advantage, the problems here could make or break the company.

The next support activity is human resource management which is becoming a very important way to add value and sustain competitive advantage. Rainbarrel is facing several value lowering problems in regard to human resource management. First of all, the employees' feelings about the layoffs and the changes are creating a less than quality work environment. The second problem revolves around the reward and incentive programs. These include the ineffective compensation structure in sales and the reward programs for service employees. Finally, employees need to work on their communication with human resource management. Problems with the new changes need to be reported quickly so that they can be addressed and the company can make changes that will hopefully add value.

The final support activity is general administration. Rainbarrel has goals that would create value for the company, but the systems in which to achieve these goals are not very effective. For example, the inflexible budget process is hindering their chance to get “innovation X project” out, which would give them an advantage. Problems also arise in performance management metrics. According to the numbers, Rainbarrel seems to be improving in most areas; but in reality the numbers do not tell the whole story. To sum it up, the problem here is the new changes in the company are not being coordinated and integrated effectively across the value system.

The value-chain analysis views the organization as a sequential process of value-creating activities (Dess, Lumpkin, & Eisner 2007, pg. 77). This results in all of the activities both primary and support being interrelated, which means what happens or does not happen in one activity affects the other. The following discusses how the interrelationships of Rainbarrel are not working together to create value. The ineffective reward and incentive programs coming from human resource management is causing motivation problems in sales and low quality customer service. Poor budgeting in general administration is leaving no money for technology development. Outbound logistics is also suffering because managers in the general administration are not stepping in and making sure the customers are happy with the delivery processes.

It is clear that Rainbarrel's primary and support activities are not working well independently or together. This results in value not being added along the value chain and the company not creating any sustainable competitive advantages. Rainbarrel needs to find a new strategy approach that will allow them to add value and create sustainable advantages throughout their value chain.

A differentiation strategy approach would give Rainbarrel the opportunity to create value through their primary and support activities. “Differentiation consists of creating differences in the firm's product or service by creating something that is perceived industry wide as unique and valued by the customers” (Dess, Lumpkin, & Eisner 2007, pg. 169). This strategy would help create value for each independent activity and for the value chain as a whole. It would also help the firm create a defensible position for overcoming many forces that threaten the productivity of the company.

Differentiation is possible along Rainbarrel's value chain and many changes can be made within and throughout their activities to create unique products or services. Rainbarrel would add value through their customer service by making changes to their reward and incentive programs. They would accomplish this by having their human resource management implement new reward and incentive programs with attainable goals and realistic time limits. This would provide the employees with effective training and rewards and incentives that they value, while ensuring strong customer service. Customers would value this change because the company would have rapid e-mail response to customer service requests and a quick and effective call center.

To differentiate in outbound logistics, Rainbarrel would add value through accurate and customer driven delivery processes. This would be done by making sure the promise date they give the customers is the one that they actually want and by upper level managers redefining the term “shipped” so that the customers and employees know the exact definition. Changes here would help customer service repair relationships with clients because they would no longer be getting numerous complaints about the delivery processes. The overall result in outbound logistics would be effective procedures and clearly defined terms that ensure the quickest and most efficient delivery possible.

Sales are important to every company and are vital to passing value on to the customer. Without high motivation, mentoring, and sharing of current account information, value can not be shared among employees and passed on to the customers. Rainbarrel's human resource management would make improvements to the current compensation structure to ensure that those improvements are being made. They would factor targets such as mentoring and account information sharing into compensation. This would not only help in motivating the employees, it would also encourage them to look out for what is best for the company as a whole and not just themselves.

Technology is the most important activity in differentiation, as it adds unique products that are valued by the customer. Rainbarrel's technology department shows creativity by coming up with many ideas, but they spend too much money on ideas that will never be commercially viable. They need to only invest money in those ideas that are commercially viable so that when ideas like the “innovation x project” come up, they have enough funding to complete the project. These projects would give the company competitive advantage and offer a unique product to consumers.

Human resource management is present in every activity both primary and support. Human resource management would encourage employees across the various value chain activities to have open communication with each other and report problems as they occur so they can be dealt with quickly. This would result in value being created through a positive work environment that would in turn, be passed on to Rainbarrel's customers through a variety of value chain activities.

The general administration supports the entire value chain. All the problems in the value chain can, in some way, be linked back to this activity. Rainbarrel would contribute in adding value by making sure all the changes in the company are being coordinated and integrated effectively across the value chain. This could be done by having monthly or quarterly reviews of how the new changes are affecting the company instead of only having one at the end of each year.

The value chain analysis revealed that Rainbarrel's primary and support activities are not working well independently or together. As a result, value is not being added and sustainable competitive advantage is not being created. Throughout the analysis, the problems in each activity were exposed so that they can be addressed during the formulation of new strategies. A new strategy for Rainbarrel to take advantage of is differentiation. With differentiation they would create value along the chain by offering products or services that are unique and truly valued by customers. The company would benefit from the various changes made by the new strategy. These strategies would not only create value in and across each of Rainbarrel's activities, but also create value in the eyes of each of their customers.

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