Analyzing the Company Strategy Type
BCYC follows a low cost leadership approach (CITE). As a non-profit, cost for to the publich as well as administrative costs have large impacts on the overall function and sustainability of the organization. Therefore, BCYC values staff experience, relies on a formidable supply chain, has set itself apart through differentiation, and involves itself in product redesign as needed.
Good leadership is about “getting the right people on the bus (COLLIER). Due to limited number of staff, BCYC depends on each to manage multiple roles within the organization. Staff is encouraged to seek ways to improve the organization by lowering overhead costs, adding value to programs, market current programs, and/or expand current offerings. As a business culture, BCYC hires few, but experienced individuals able to perform in an environment motivated by intrinsic values. While the salaries most closely identify with school district employees, they are typically ten to fifteen percent less for similar tasked work. However, BCYC employees are expected to feel “called” or led to this type of profession by Jesus Christ, trusting a reward structure beyond physical terms.
Supply chain must be abundant and secure in order to engage a low cost leadership approach. BCYC has many local partners able to provide supplies at a reasonable costLocal supply chain vendors for BCYC include Presley Design, Perry’s Office Supply, SportsWorld, and Gulf Coast Paper. Each vendor has become not only a supply chain partner, but a financial partner to the BCYC. . Buying local allows BCYC to reinvest the fiscal assistance given back into the local community. Moreover, local suppliers often are able to provide supplies in an expedited way. At times, BCYC does use online vendors to provide products not available locally or competitive prices. For either instance, BCYC uses standard supplies ranging from paper to brooms; therefore, supply chain needs are well met. Moreover, due to volume needs, additional leverage is gained by the organization.
As student interest changes, BCYC engages in product redesign. For decades, BCYC employed a sports emphasis, providing mainly recreational events and activities for students. While this approach met a targeted segment of the population, many students were not interested or able to participate in such events. BCYC’s next step was to add educational components to the activity offerings, addition tutoring, math camps, reading assistance, and homework rooms. While some of these pursuits were met with success, others have been popular for a season only. Currently, registrants are surveyed regarding interests and times available, with programs being provided that cater to the clients needs. While these offerings change often, redesigning the activity selections has kept registrant interest and participation high.
Lastly, BCYC employs low cost leadership in its approach to differentiation. While a non-profit, youth service agency with no licensing status is indeed a different organizational animal of its own; BCYC has capitalized on its uniqueness to obtain profitability. BCYC has recaptured funds typically used for licensing efforts and used them to provide exceptional facilities. Moreover, BCYC has added sports leagues to set the organization apart, appealing to those in the community interested in competitive play. Also, BCYC has provided after hour events such as evening childcare or all-night “lock-ins,” a service not offered in the area. By creating various market niches in the local community, BCYC has set itself apart.
Analyzing the Company Strategy Moves
Future moves
Even though BCYC experiences limited competition in the current environment, in order to sustain the organization, future needs, trends and strategies must be addressed. Innovation, balance, leverage and new markets are just a few potential attempts that FINISH THIS!!!
Innovative strategies are vital to the future of BCYC.Students do not live in a stagnate environment, rather one filled with change and transition.BCYC must listen to families, students and community partners to achieve programs that are meaningful and well attended.Currently, WHAT ARE WE DOING THAT IS NEW AND FRESH???
BCYC must leverage its place in the current market. Competitive agencies often create consumer support due to the multi-aged acceptable in the program. Infants through preteens are housed in similar environments, making pick up for parents easiser. However, at BCYC, elementary aged and older students engage in different environments than the small preschool program also housed within the organization. BCYC has leveraged this aspect to appeal to older students. Comments from students include “we are glad this isn’t a baby place” (personal interview, Ashley M, September 25, 2012) and “I’m glad I get to be with the big kids” (personal interview, Allie K., September 25, 2012.) While a preschool program is not a large draw for BCYC, allowing separate areas for older students has leveraged this potential negative into a a strength.
Lastly, BCYC must create new markets of revenue and interest in the community. During the Fall of 2012, BCYC will host its first ever flag football league. In addition, extended hours will be offered to families of young teens as a place to socialize with friends. By creating new avenues of revenue, BCYC will be able meet new market segments of the population and encourage registrations in other programs offered.
Alignment & Goals AnalysisBCYC has talented people who support and are positive about the current strategies. Moreover, they have the skills, resources, and flexibility to adjust to strategies that meet success of failure. However, in order to maximize strategy efforts, BCYC must address rewards and communication.
Currently, BCYC does not incentivize employees. Due to the intrinsic drive needed for the work as well as limited funds, this area has been largely overlooked. Creative means to reward staff in achievements on a tight budget in a non-profit arena may be a challenge. However, clearly identified remuneration for effort, loyalty and merit, will assist strategy allegence for the organization.
Also, BCYC must communicate strategy well. Since the current culture supports strategic thinking, discussions, dreams, and future vision are often discussed. Moreover, creative approaches and risk taking are encouraged in the BCYC workplace. However, without communication efforts to advise staff of directed strategy, the concepts desired may not be heard, understood, or achieved. With the large college aged employee basis, extensive efforts to communicate these ideals are essential.
- Complete a “unit goals, metrics, and action plan” table (figure 6-1), for your business—given your understanding of the competitive environment. Discuss any implications of this analysis with implications from any of your previous analyses—especially those that may not be congruent.
Action Plan Analysis
Based on your reading in
Strategy: Create and Implement the Best Strategy for Your Business
(specifically pages 77–93, and especially the sample action plan on page 90–101), identify what you think ought to be an action plan for your company. Make an argument, rooted in evidence, to support your conclusions. Discuss any implications of this analysis with implications from any of your previous analyses—especially those that may not be congruent.