Intersect Investments Benchmarking
Running Head: GENERIC BENCHMARKING: INTERSECT INVESTMENT
Generic Benchmarking: Intersect Investment
TEAM AMBA 520
July 9, 2007
Analysis:
Like the companies that we researched on, Intersect Investment's transformation started with a new vision. Leaders either saw weaknesses in current operation or realized that the company can become more profitable by looking at other opportunities. Most of the companies were under pressure to turn their business around or face the dire consequences of declining sales. As with Intersect Investment, these companies are often faced with the arduous task of implementing these changesfrom communicating to actually putting it in place.
Competition is intensified when there are a number of similar products or services available to consumers. Thus, companies will have to be innovative enough to set themselves apart from their competitors. Take BMW, dealership can attract more buyers by merely changing the look of their showrooms. The fact that client's preferences are also ever changing requires that companies should be quick to offer products that will answer these too, if they want to remain competitive. And just like their client's preferences, companies should be able to quickly change as well. This necessitates the need for organization to function as an "open system which depends on constant interaction with the environment for survival" (Kreitner & Kinicki, Organizational Behavior 6th Edition, p. 638). Levi Strauss had done that by creating a completely new division that will target discount buyers. It requires great leadership which is "a process of social influence in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals" (Kreitner & Kinicki, Organizational Behavior 6th Edition, p.596) and the presence of effective leaders throughout the company will contribute for the new vision to become a success. Frank at IIC...
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