Ademark Business Training And Consulting: Operational And Strategic Decision Making Meetings

Management and Non-Management Members Attendance

Ademark Business Training and consulting use to perform operational and strategic decision making meetings monthly basis. Considering the attendance figure, it can be seen that there are three non-management members and additionally management members generally also present during the time of the meeting (Ademark 2018). As the part of the management member, managing partner, marketing, head of finance and operation visit the meeting of Ademark. When it comes to the non-management members, then there are secretary, chairman and vice chairman who attends the meeting of operational and strategic decision making of the firm.

In Ademark operational and strategic decision meeting take place due two critical aspects that affect the operational and strategic goal of the organisation. Considering the strategic front of the management it can be seen that they are confronted with the decision of either revoking the franchise of the company or renew the same with licensee. In the case of the franchise, some favour renewing of the franchise due to the brand’s association with the franchise which can be considered as mileage for the firm in terms of the marketing and its subsequent effect on the turnover. Other group favour cancellation base on the Cost Benefit Analysis as well as the impact on the firm’s performance on during the long and the short term (Wheelen and Hunger 2011). Considering the operational planning, the firm has a well-defined and sophisticated operational planning which is something most needed thing for the growth of the firm due to the device performance and customer satisfaction are facing a reducing growth, thus need digital or online training need to be introduced with immediate effect.

The problem of the firm lies within the tame problem based on the feature which are relatively stable problem statement and well defined as well as depicts the definite stopping point, which means it is known by the management of the firm when a solution is reached for the ongoing problem and how the solution can be objectively evaluated as the right or wrong belongs to a class of smaller problems that can be resolved with the similar kind of solutions (Tietjen and Jorgensen 2016). Through the trial and error method strategic options that are being utilised by the firm can be resolved through the solution achieved and mitigate the issues that over time inside the operational framework of the firm. However, further debate on the subject reveal that the problem of the firm has taken a dimension of the wicked problem because of its characteristics which is in general nature hazy, associated with strong professional conflict clash and uncertain in nature. These ever changing dynamic interacting issues evolving in the business of the firm has constrained the consensus which are regarded as the problem identification not to mention the proffering solution of the firm.

Strategic and Operational Planning

As the Ademark head, the researcher approach the problem by noting down all available shades of opinion during the discussion and introduce SMART tool to address both the issues facing by the firm (Marzbankd et al. 2016). As per the Williams S.W. there are four steps towards the rational business decision making, which are as follows:

In order to trace the issue of the firm and detect the problem it is essential to review the operation of the firm and analyse the purpose of the business. Depending on the finding of the analysis and review, problems active within the firm can be identified (Jensen and Maslesa 2015).

Once the problem identification has been done, then it need to be judges while considering the operations associated with the identified problem. Proper decide or appropriate judgement can be the ideal methodology in case of enhancing the standard of the business.

After selecting the problems of the firm it is crucial to generate strategies with additional set of the alternative strategies which will be better in running the process as well as produce appropriate decision. Evaluation of the alternative strategy aids in enhancing the standards of the firm’s operation (Randhawa and Sethi 2017).

After producing appropriate alternative sets of the strategies to deal with the issue within the firm, time of implementation arrives, where the management of the firm need to grant permission for the implementation of the same. In order to mitigate the problem, it is essential to bring in such strategies that takes into consideration all the section of the firm so as to reduce the problem lies within the operation of the firm.

Criterion	Weightage
Price	7
Cost effectiveness	8
User friendly	10
Performance	10
Structural modification	8
Revenue growth	9

Table 1: Strategic decision on Franchise Criteria Definition and their weightage

Source: (Created by Author)

Alternative	Price	Cost effectiveness	User friendly	Performance	Structural modification	Revenue growth
Renewal	6	3	8	7	6	7
Internal development	2	3	8	9	6	5
Partnership	9	2	9	9	8	7

Table 2: Assessment alternative

Source: (Created by Author)

Alternative	Price	Cost effectiveness	User friendly	Performance	Structural modification	Revenue growth
Renewal	42	24	80	70	48	63
Internal development	14	24	80	90	48	45
Partnership	63	16	90	90	64	63

Table 3: Cumulative assessment alternative

Source: (Created by Author)

Criterion	Weightage
Attitude of employee	8
Standard delivery	7
Flexibility	6
Corporate safety	7
Revenue creation	8

Table 4: Criteria definition and their weightage

Source: (Created by Author)

Alternative	Attitude	Flexibility	Standard delivery	Corporate safety	Revenue generation
In house training	7	5	7	8	6
Online training	6	8	9	9	8
Out sourcing	3	6	8	5	10

Table 5: Assessment alternative

Source: (Created by Author)

Alternative	Attitude	Flexibility	Standard delivery	Corporate safety	Revenue generation	Total
In house training	56	30	49	56	48	239
Online training	48	48	63	63	64	286
Out sourcing	24	36	56	35	80	231

Table 6: Cumulative Assessment alternative

Source: (Created by Author)

From the above tables it can be seen that the strategic business decision of the Ademark on the issue of franchise need to be partnership and alliance. On the other hand, operation business decision on the issue of customer service need to be based on the online training on relying upon the quantitative and qualitative value. These approaches are appropriate due to the fact that it can include all the relevant information both mathematical and instinctive that is critical for the intuitive and rational decision making. Owing to the peculiarity of the wicked problem faced by the firm qualitative approach of problem solving draws on experience and expertise that can bring in likelihood of success (Govindan et al. 2015). On the other hand quantitative approach is being adopted in order to bring in measurability of the alternative solution so as to compare the same in case of absence of direct experience which will hamper the comparison of the available alternatives within logical representation.  

Wicked Problem Faced by Ademark and Its Characteristics

 Problem solving compliance of William is as follows (Williams et al. 2014):

• Problem statement need to be unambiguous and clear because as per the Williams decision need to be completely rational that can be hampered due to ambiguous nature of the problem statement.
• William argue in favour of well-defined alternative of problem solving so as to reduce the conflict between operational goal and strategic goal.
• All criteria and alternative need to be identified and ranked as per preference so as to aware decision makers of possible consequence associated with it.
• Time and resource need to be deplored for various execution in association with qualitative and quantitative approach for proper implementation.

In case, if the William’s problem solving compliance is not followed, then following things can happen:

In absence of the William’s compliance, managers can fail to consider the important variables which may lead to creation of the faulty model for the problem solving.

In absence of the William’s compliance, employee of the firm with different set of mentality can showcase, different behaviour and lead to grave impact on the overall performance of the firm (Camacho et al. 2015).

Illogical or crippled approach of problem solving can come into existence that can reduce the performance and the ability of the strategy to with different kind of problem. Managers can believe in a single strategy to deal with different kind of problem in the firm and ultimately lead to the complete failure to tackle the process issue (Williams and Conley 2015).

As it can be seen that the world of the business intelligence is shifting at a rapid rate during the present date. Quality of business decision introduced by the top management has a repercussive effect on the operation of the business. Considering the case of the Ademark, it can be argued that the firm need changes in the business operation so as to remain competitive and for the same combination of the qualitative and quantitative would be the ideal. It will provide in-depth experience with keen mathematical reasoning to make decision irrespective of the magnitude of the problem. In the era of modernising, thus it is essential for the firm need to bring in such strategies which are logical in nature and rational towards its ability of problem solving.

Reference:

Ademark., 2018. Ademark Group Home – Ademark. [online] Available at: https://ademarkgroup.com/home/ [Accessed 23 Jun. 2018].

Camacho, A., González, P., Castañeda, S.F., Simmons, A., Buelna, C., Lemus, H. and Talavera, G.A., 2015. Improvement in depressive symptoms among Hispanic/Latinos receiving a culturally tailored impact and problem-solving intervention in a community health center. Community mental health journal, 51(4), pp.385-392.

Govindan, K., Rajendran, S., Sarkis, J. and Murugesan, P., 2015. Multi criteria decision making approaches for green supplier evaluation and selection: a literature review. Journal of Cleaner Production, 98, pp.66-83.

Jensen, P.A. and Maslesa, E., 2015. Value based building renovation–A tool for decision-making and evaluation. Building and Environment, 92, pp.1-9.

Marzband, M., Parhizi, N., Savaghebi, M. and Guerrero, J.M., 2016. Distributed smart decision-making for a multimicrogrid system based on a hierarchical interactive architecture. IEEE Transactions on Energy Conversion, 31(2), pp.637-648.

Randhawa, J.S. and Sethi, A.S., 2017. An Empirical Study to Examine the Role Smart Manufacturing in Improving Productivity and Accelerating Innovation. International Journal of Engineering and Management Research (IJEMR), 7(3), pp.607-615.

Tietjen, A. and Jørgensen, G., 2016. Translating a wicked problem: A strategic planning approach to rural shrinkage in Denmark. Landscape and Urban Planning, 154, pp.29-43.

Wheelen, T.L. and Hunger, J.D., 2011. Concepts in strategic management and business policy. Pearson Education India.

Williams, C.A. and Conley, J.M., 2015. The social reform of banking. In Responsible Investment Banking (pp. 235-250). Springer, Cham.

Williams, J.L.S., Walker, R.J., Smalls, B.L., Campbell, J.A. and Egede, L.E., 2014. Effective interventions to improve medication adherence in Type 2 diabetes: a systematic review. Diabetes management (London, England), 4(1), p.29.