Mah Sing Strategy Implementation Options

Mer som dette

IST 110

Ved Abigail Doniecki

Britain is more than beer, Beckham and Buckingham Palace.

Ved Malwina Aleksandra Szymanska Szymanska

Culture at B&O

Ved Stéphane Ethier

ɪɴꜰʟᴜᴇɴᴄᴇꜱ ᴏɴ ꜰᴏᴏᴅ ᴄʜᴏɪᴄᴇꜱ: ᴡɪᴛʜ ᴀʀʀᴏᴡꜱ (ɪꜱᴀʙᴇʟʟᴀ ɢᴜ)

Ved Isabella Gu

OPTIONS FOR CHANGE

InternalRebrandingExercise

Project Phase Delegation

Medini

Southville

Combinationof Both

Evolutionary

Estimated 6-8 years

Accumulation of effects

Achievable?

Sustainable?

High Risk of burnout by Promoters

Internal driven &occasional consultants

Surgical - Concentrated effortson one target at a time

Constant remindersof adherence to traditions

Constant resistance

Continuous

Largely status quo

Gradual change

Slow and deliberate

Revolutionary

Estimated 3-4 years

External driven withconsultants Based

Broad Effects - Multiple strategictargets of need or value

Disregards traditionsand norms

Little resistancedue to removals

One large effort

Sudden change

Disruptive

Sudden and Decisive

RemainStatus Quo

Consultants

No follow through

Often disruptive

No guarantees

Extreme high costs

OffshootBoutique Developer

SeperatePrivate

More adaptable and flexible

Easier to rebrand

Estimated 2-3 years

Serve as model corporation

Establishing new corporate culture

No unreasonable resistance or objections

Not limited/restricted by culture, norms or traditions

Able to inject new ideas

Opportunity to learn for new directors

HedgingPrivateNest Egg

Utilize Ngian's industry contacts only

Space to formpersonal new team

Clean slate without bias or preconceptions

Not Subject to needless interventionand over scrutiny

Reservations by Ngian

Market Acceptance

Market Perceptions

Subsidiary

Estimated 5-7 years

Strong pressureto use old processesand suppliers

Unable toform new teamsdue to resistanceand duplication

Cracked slate

Tendency to usesame processesand suppliers

Evolutionaryconditionsinherent

Subject to needless interventionand over scrutiny