Analysis of Bedove’s Decision to Develop Windows Phone in Partnership with Microsoft
Management’s decision making is a crucial foundation for an organization and better decision making results to effective problem solving that has a great ability to improve organization’s performance. In that respect, the quality of decisions made by management is important hence forming the objective of this discussion which seeks to analyze a decision made by an organization’s management. To achieve the objective, the discussion refers to Bedove’s need to partner with Microsoft for purpose of using Microsoft’s windows for its touch screen mobile phones as a strategic way to enhance competitiveness. To begin with, the discussion provides a brief description of the decision as well as a definition of the type of decision it was. Further, the discussion provides analysis of the decision’s quality based on various parameters of decision making process, its suitability and outcomes. Finally the discussion provides a conclusion that summarizes the decisions quality.
- Decision’s description
- Brief details
Bedove is a leading manufacturer and seller of mobile phones located in China and has a global market for its touch screen mobile phones. The major decision under analysis is a need for Bedove to partner with Microsoft for Bedove to develop a windows phone that would help it in differentiating its devises from the rivals’ brands including iOS and Android. The windows phone that Bedove would like to switch to offers modern UX and technology that presents a competitive edge in the competitive mobile ecosystem. The partnership would provide the two companies an equal stake to the venture in a market where it is increasingly becoming difficult for a single organization to accomplish everything in hardware design, operating system maintenance, manufacturing, advertising as well as developing all necessary applications. The decision is being considered by Bedove’s management under the leadership of its CEO in light of the issues that the organization is facing. The decision making involves three considerations that define the alternatives that the company has at hand. Those alternatives include an internal option for the company to upgrade its Adroid phone while another option involve pursuing a venture to solely develop new models of mobile phones. On the other hand, the final option is to form a partnership with Microsoft to build windows phone ecosystem. (Bedove, 2014)
- Type of decision
There are basically two types of organization decisions including programmed and non-programmed decisions. Programmed decisions refer to those decisions that are repetitive and which can be made by routine approach that follows procedure, rules and policies. On the other hand, non-programmed decisions refer to the custom-made decisions that are made to address non-recurring issues and concerns. In that respect, the decision being considered by Bedove can be classified as non-programmed decision since it is meant to address a non-recurring issue in form of increasing competition and a partnership opportunity that could help the business to differentiate its brands. (Teale, Flyn, Dispenza & Currie, 2002)
- Decision analysis
A decision’s quality analysis should center on several parameters that will be applied in analyzing the Bedove’s decision making. Those parameters include the decision making process that is being followed, the decision’s suitability and the expected outcomes.
- Decision making process
The decision by Bedove to partner with Microsoft is being made through a process that can be described as being evidence based. The process is one of the decision making methods that enhances a decision’s quality by considering necessary factors through a review of relevant information on issues including the inherent problems and opportunities. The process that Bedove’s management seeks to follow involves the organization consideration for several alternatives by reviewing internal information and opportunities as well as external information and opportunities before settling for the final option of a partnership. (Teale et al, 2002) In that respect, the decision making process can be described as following the evidence based process that is described below.
- Problem/opportunity identification that involves identifying the growing competition from Android and iOS as well as the opportunity to use other platforms including Microsoft’s windows to differentiate Bedove’s touch screen phones.
- Identification of internal evidence and data as well as evaluating its validity which involves the analysis of the organization’s ability to partner with other businesses or use its existing platforms to cope with the dynamic market. This analysis includes a review of Bedove’s resources and infrastructural capacity. (Teale et al, 2002)
- Gathering and analyzing external data and evidence has been done by analyzing the competitors’ brands and the opportunities to partner with other organizations in order to develop a competitive edge through differentiated products. This involves analyzing the possible partners’ capacity including Microsoft’s resources and ability to develop the products.
- Consulting stakeholders for their views which is being carried out involving consultations with the organization’s key service providers who would be affected by the decision. It also involves consulting the organization’s employees who would be affected by possible partnerships. Finally, consultations are being done with potential partners including the chosen Microsoft organization. (Microsoft, 2014)
- After information’s integration, an appraisal has been done to pick the best alternative between Bedove developing its own Android, upgrading its Android phones or partnering with another organization. The process has ended with a decision to develop a windows phone through partnership with Microsoft. (Steers, Nardon & Sanchez-Runde, 2013)
In that respect, the evidence based decision making process has resulted to an informed decision that has been picked among a number of alternatives. This reflects the organization’s regard for priorities, timing, information review and alternatives evaluation; all which are crucial in making a quality decision. (Modern, 2004)
- Decision’s suitability
A decision’s quality is also based on its suitability to the organization, the market and management. This includes its fit or suitability with the organization’s objectives, organization structure, capacity as well as suitability with market environment and diversity in face of the global factor.
- Organization goals and objectives: The decision is in line with Bedove’s mission and objectives to be a leading business in mobile phone phones manufacture and sale. In that respect, the move to enhance product differentiation by utilizing Microsoft’s windows platform is a well timed decision in the current face of mobile phones competitive wars that are highly based on their applications and other software capabilities. (Teale et al, 2002)
- Organization structure: With Bedove’s horizontal organization structure, the decision is appropriate considering that the structure allows organization’s coordination, cooperation and skills sharing. In that respect, any coordination required by the partnering organization to execute the strategic move would be well supported. (Steers et al, 2013)
- Organization capacity: With Bedove having established itself as a leader in the mobile phones manufacture industry through development of necessary infrastructure and skills, it is well suited to execute the decision’s resolution. In that respect, the decision is realistic and in line with the company’s capacity. (Bedove, 2014)
- Industry and market factors: The current industry and market trends: where businesses are seeking to enhance competitiveness through strategies like partnership ventures and outsourcing in face of high competition that is driven by robust technological advance. Thus, the decision is suitable since it is meant to enhance competitiveness through product differentiation, cost cutting as well as creation of marketing synergies between the two organizations. (Modern, 2004)
In light of the suitability analysis for the decision, it reflects the management’s consideration of cause and effect which is in line with combination of rational and non rational decision making models that address complex and chaotic situations. In that respect, complex situations like those inherent in the technology based industry tends to present a lot of uncertainty making it difficult for management to identify cause-effect relationship. On the other hand, chaotic situations like those caused by disruptive technologies in the industry present fast changes such that cause and effects patterns do not emerge. Thus, the management’s ability to address the market issues like high competition through suitable strategies that seek to create a competitive edge is a clear indication that the decision involves an understanding of the cause-effect relationship. (Teale et al, 2002)
The other parameter of measuring a decision’s quality is its outcome which is dependent on the management’s consideration of several factors during decision’s making. (Steers et al, 2013) Those crucial factors include definition of practices and processes as well as consideration of leadership’s willingness to take responsibility. Further, it includes timeliness and reliability of the information used as well as the clarity of organization goals, objectives, mission and vision. In that respect, the effective consideration of the factors by Bedove’s management in the decision making process enhances the decision’s quality. (Teale et al, 2002)
In light of the analysis that is based on the decision making process that Bedove has followed, the decision’s suitability to the organization as well as the market environment, the decision to partner with Microsoft as a platform for enhancing competitiveness through delivery of more differentiated products can be described as a quality one. The conclusion has been informed by the use of appropriate decision making process that have considered necessary factors and through which several alternatives have been reviewed. In addition, the decision suits the organization in terms of its fit with organization structure, capacity, mission & vision as well as with the company’s market environment. However, the decision’s quality based on the outcomes is yet to be identified owing to the long run timeframe when the outcomes will begin to be identified. This will define how well the decision was informed and timed depending on how the market adjusts to key industry factors.
Bedove. (2014). Company Profile. Retrieved from, http://www.bedove.com/about.html
Microsoft. (2014). Microsoft to acquire Nokia’s devices and services business, license
Nokia’s patents and mapping services. Microsoft News Release. Retrieved from, http://www.microsoft.com/en-us/news/press/2013/sep13/09-02announcementpr.aspx
Modern, T. (2004). Principles of Management. Burlington: Ashgate Publishers.
Steers, R., Nardon, L. & Sanchez-Runde, C. (2013). (2nd Ed.). Management Across Cultures:
Developing Global Competencies. Cambridge: Cambridge University Press.
Teale, M., Flyn, J., Dispenza, V. & Currie, D. (2002). Management Decision Making:
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