代写论文:新市场扩展

代写论文:新市场扩展

限制和需要改变
如前所述,无源RFID有其局限性,但与旧系统的配合良好。当公司计划扩大时,应该有一个技术更先进的协议,以迎合更大的客户群。在这家公司里,组织流程,技术实体和人力资源之间存在差距。管理层,员工和信息技术之间的平稳流动是重要的(Weske,2012)。如果要在全球市场取得成功,公司就应该在内部进行变革。随着公司拓展新市场的计划,需要拥有最新的强大技术才能与竞争对手竞争。在全球市场上,普通消费者淹没在产品中。 Aspen公司要为自己创造一个利基,并保持客户的光顾。成立的初始成本令人担忧,但可以证明投资回报将会得到补偿。
改变管理过程
有许多标准化的技术是为了将变化带入组织而规定的。着名的过程是GE的7步骤改变过程,Kotter改变组织的战略8步模式,Jick执行改变的战术10步模型(Mento等,2010)。但是,为了给公司带来新的变化,每家公司都需要提出满足公司需求的变更流程。然而,一些框架在变更管理实践中保持不变。基本因素是高层管理或领导,员工转变,实际流程变化,涉及的成本,投资回报(ROI),赞助商或投资者及其在生产和交付中的影响(Croxton et.al.,2001) 。每个所提到的实体之间存在一种自相矛盾和动态的关系(Jindal,2013)。它们必须明确界定,每个实体之间的复杂性和关系必须事先制定。

代写论文:新市场扩展

Limitations and the Need for change
As mentioned earlier Passive RFID has limitations, but it was working well with the old system. When the company plans to expand, there should be a more technologically advanced protocols in order to cater to the larger customer base. In this company, there is a gap between organizational process, technological entities and Human resources. It is important for a company to have smooth flow between the management, employee and Information technology (Weske, 2012). The company should change in the internal level if it wants to succeed in the global markets. With the expansion plans of the company to venture into new markets, it needs to have the latest robust technology to compete with the competitors. In the global markets, the average consumers are swamped with products. It is up to Aspen Inc. to create a niche for itself and maintain customer patronage to thrive. The initial cost of set up has been a cause of concern, but it can be shown that the return of investment will compensate.
Change management process
There are a number of standardized techniques that are prescribed to bring change into an organization. The noted processes are GE’s 7 Step process for bringing change, Kotter’s strategic 8 step model for altering organizations, Jick’s tactical 10 step model for executing change (Mento et al.,2010). However, to bring a new change in the company each company needs to come up with change processes that cater to the needs of the individual company. Some framework, however, remains the same in the change management practices. The basic factors are upper management or leadership, employee transition, actual process change, the costs involved, Return of Investments (ROI), sponsors or investors and its implications in production and delivery based on consumer demands (Croxton et.al., 2001). There is a paradoxical and dynamic relationship that exists between each of the entities mentioned (Jindal, 2013). They must be clearly demarcated and the complexities and the relationship between each entity must be devised beforehand.

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