Internet Securities Inc Case Study
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Internet Securities, Inc. (ISI) consolidates information about emerging markets and their business environments and makes that information available on a subscription basis to interested parties (companies and individuals). In some cases, the company sells the information to those within the emerging markets themselves; in other cases, the company sells to those outside the markets who are interested in conducting business within the developing region or country. To accomplish this, ISI has built a network of information sources around the world, and supplemented that with a network of sales representatives. The company is headquartered in the United States. At this point, the company has grown to the point that it is likely to encounter a different type of competition than it has in the past, and its problems are changing from those of a new start-up company to those of an existing ongoing concern. At this point, the company is shifting from "growing fast" to "growing strong." This research considers the various alternatives available to ISI, and which of those alternatives offers the best strategy for future success.ISI was founded by two brothers, Gary and George Mueller, who divided the task of running the company. Gary is president and chief executive officer (CEO) and has a background in business operations in eastern Europe. He received both his undergraduate and MBA degrees from Harvard University. George, who serves as vice-presid
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y resources.
Challenges
There are several challenges facing ISI from both within and outside the organization. Within the organization, ISI is changing the way it conducts business as it moves toward a more centralized organization from a highly decentralized organization. While the long-term result is likely to be increased productivity and the ability to serve customers better, in the short-term, there is likely to be some resistance to change, particularly among staff members who are unwilling or unable to relocate to Boston from their current positions. There will be a lack of cohesion within the organization as some institutional memory is lost along with these staff members, and additional problems as new people are hired.
At the country level, there is likely to be resistance to change within the organization, as well. While country leaders have noted that there is a lack of guidance regarding setting up and building a country office, there is also some pride taken in the ability to get the job done, and in the autonomy which has resulted in the field. Country leaders may resent having regional managers, particularly if those managers are promoted from among their ranks. This should be a short-term problem, however
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Approximate Word count = 3054
Approximate Pages = 12 (250 words per page)
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