Is Free Exposure Good or Bad For Shamrock Rovers F.C. - Free Essay Example

Introduction Shamrock Rovers F.C., self -described as the most successful football club in Ireland(Shamrock Rovers F.C. Membership 2015) had asked the television broadcaster RTE to refrain from showing the clubs remaining matches for the year on television on the opinion that each live broadcast resulted in approximately à ¢Ã¢â‚¬Å¡Ã‚ ¬10,000 of lost revenue per event. It is understood that other clubs within the Premier League agree with the clubs position and were very sympathetic to their position. The Premier League clubs felt that it would be good practice for them to be financially compensated when their games were televised, providing hours of television entertainment. (McDonnell 2015). This paper will discuss the notion of free exposure including whether it was good or bad for a business as well as examine decision making within a company with the objective of attaining long term goals. The relevance and connection of these concepts to the aforementioned decision by Shamrock Rovers F.C. will also be discussed and analysed. The Irish football league, founded in 1921 is an important part of Irelands tradition and history. It consists of 20 clubs as well as the Football Association of Ireland, FAI which is the umbrella body responsible for the promotion, regulation and organisation of activities. The unique nature of the Irish sports environment means that the league faces robust competition for a comparatively small market in comparison to its European peers from the GAA Hurling and Football organisation and Rugby in addition to other growing sports (Conroy Consulting 2015). This is in addition to a good amount of television exposure for non-Irish football including the English Premiership. Revenue generation within the League has been described as challenging especially with the economic conditions of the past number of years (Conroy Consulting 2015). How does free exposure or long term planning impact this competitive landscape? Free Exposure Studies have shown that when people encounter something repeatedly, the likelihood of having a preference for it or a positive reaction in future is increased. This is known as the mere exposure effect, MEE (Kahneman 2012; Schacter 1987; Zajonc 1968, 2001). Kahneman (2012) explains that repetition results in cognitive ease and a comfortable feeling of familiarity linking this to eventually developing a degree of mild affection for the stimulus in question. The state of cognitive ease denotes relaxation, no threats or need to redirect attention. The main factors contributing to the concept of cognitive ease are illustrated in the figure below: Figure 1: Causes and Consequences of Cognitive Ease Source: Kahneman 2012, p.60 Zajonc (1968, 2001) goes further to argue that the mere exposure effect not only transcends conscious experience but that in fact the positive effect of repetition on liking is an extremely important biological fact supported by numerous experiments on humans and animals alike. The MEE effect is very important from marketing and advertising perspective since past experiences plays a significant role in ones future decisions including consumption and consumer purchases (Kahneman 2012). It could be inferred based on this that repeated exposure for the football clubs within the Irish league through the televising of matches by a major broadcaster would be very beneficial in increasing the profile of the league within the Irish market. Moreover, the leading clubs such as Shamrock Rovers F.C who were more frequently featured stood to gain more in the form of higher recognition of their specific brands in comparison to less featured clubs. This imparts a degree of competitive advantage as a result. The German Bundesliga, considered to be one of the most successful leagues in Europe (Albach and Frick 2013; Blitz 2012) prioritises maximum exposure of its matches to fans as part of its business model. One of the ways this is achieved i s by making sure ticket prices are very low and therefore accessible to a wide spectrum of the market across different age groups and social backgrounds. In addition, the Bundesliga restricts the quantity of season tickets in circulation to ensure that they have as many fans as possible able to actually attend their own team matches (Doyle 2014). Live coverage of matches is generally broadcast by German television companies including Pay TV. The Bundesliga and its clubs leverage the resulting popularity of exposure due to wide match attendances, television and media coverage to generate income by balancing match day ticket sales and media rights with sponsorship and merchandising in addition to transfer income. In actual fact, the clubs on the average generate 21% of their total revenue from ticket sales (Chadwick 2010). In examining the English Premier League, described as Europes largest football league by value it was found that while the number of live matches broadcast had incr eased from 60 in 1992/93 to 138 in 2005 accompanied by increase in viewership, attendance of live matches also increased (Ofcom 2005). The preceding examples lend credence to the assertions of the FAI that more exposure of the game through televised broadcasts was positive for the long term revenue increase for the league and its clubs. Furthermore, it should at the least cause Shamrock Rovers F.C. and the other clubs in the league to re-evaluate their business considerations in coming to the conclusion that free exposure was causing them lost income in match ticket sales and therefore too expensive for business. In the case of Shamrock Rovers F.C. specifically, the question would be whether the club might actually be ceding competitive advantage to others by rejecting the free advertising offered in the form of live match broadcasting. One difference between the Irish league and both Bundesliga and the English Premiership lies in the fact that while clubs in both leagues receive payment for television coverage (Chadwick 2010; Ofcom 2005), the nature of the competitive environment for the Irish league means that the clubs do not get paid for television coverage of matches. This then raises the dilemma of how to balance the tension between maintaining exposure to the market in line with long term goals of increasing league value and short term financial needs. Due to the fact that the clubs are not being paid for exposure, they view this from the perspective of a sunk cost which is about à ¢Ã¢â‚¬Å¡Ã‚ ¬10,000 per event for Shamrock Rovers F.C. and see no direct relation between this and their immediate profits. Evidence supports the fact however, that competitive advantages can be created through giving something away for free (Anderson 2009). Examples drawn from the history of companies behind household names like Jell-O, Gillette and Microsoft show that giving something away can be good for business and can be leveraged as a competitive tool. This is pa rticularly useful in a very competitive marketplace where margins are driven down relentlessly (Anderson 2009). In such a situation, it is inferred that an organisation will benefit from recognising the realities of the marketplace in which it operates, undertakes comprehensive analysis of its environment such as carrying out SWOT (Strengths, Weakness, Opportunities and Threats) analysis based on Michael Porters strategic forces that affect competition (Porter 2013) to strategically create a business framework that will enable it to tap into creative channels for exploiting what it has in its possession including using the concept of free to gain competitive edge, differentiate itself in the eyes of the consumer and convert these advantages to economic benefits for long term sustainability. Long term decision making The value of an organisation is based on its long term ability to generate income necessary to support growth that adds to its value. In effect, a firms value is understood not only by looking at its present financial income but also weighing other factors like its competitive position, the growth potential for its industry, strength of competitors and the management of the organisation (Rappaport 2005). On this basis, the importance of making plans and setting objectives from a long term perspective is obvious. Sometimes the immediate financial reality or financial expectations of stakeholders can make focusing on long term goals difficult. The companys strategy based on long term objectives serves as a guide for defining the framework of how the organisation creates value for its stakeholders. This framework is the business model and it defines what choices, trade-offs, sacrifices or tactics are employed in competing within the marketplace (Porter 2013). Hamel and Prahalad (2005) maintain that defining strategic intent usually including a long term desired goal provides stability to a firms short term actions and allows for the flexibility to adapt correctly when new opportunities or threats are identified. Commitment to a strategic target requires discipline and effort, often forcing an organisation to be more creative and innovative in using limited resource to attain its goals rather than focusing only on current opportunities or threats and how existing resources match these (Hamel and Prahalad 2005). It can then be surmised that the organisation is challenged, stretched and fitter as a result. Relating this to the situation with Shamrock Rovers F.C., information on the positive effects of mere exposure and examples of economic advantages possible by giving something away for free; long term decision making could provide the structure and motivation that will guide how it could boost its value and long term sustainability by taking advantage of the b enefits of the exposure provided by RTEs television coverage of its matches which in itself can be viewed as advertisement that the club does not have to pay for. Given the size of the market, economic conditions and strong competition from GAA Hurling and Football organisation, Rugby and the English Premiership on Irish television (Conroy Consulting 2015), it is believed that the exposure for the Irish league and its club gained from televised matches provides a net positive. There are a number of creative ways discussed by Anderson (2009) through which the club might monetise its advantages against its competitors as a result of having more exposure as shown below: Figure 2: Four basic business models of Free Source: Anderson 2009, p.27 Looking at figure 2, the club could adopt options 1, 2 or 3 or a combination of all or some of the three. In allowing televised matches without being paid for it, Shamrock F.C. could seek to use its exposure advantage to increase incom e from merchandising and sponsorship. Increased exposure as shown in option 2 could be used to attract advertisers for placement in prominent places within their stadium since the stadium receives good television coverage as a result of match coverage. Option 3 opens up the possibility that increased exposure for Shamrock Rovers F.C. and associated clubs in the Irish league would make it easier for consumers to accept the prospect of paying to watch football on TV thus opening the door to future income from media rights for the clubs within the league. These three business models as illustrated above, contribute in some form or the other to the success of the German Bundesliga and English Premiership (Chadwick 2010; Ofcom 2005). The Bundesliga for example received 33% of its income in 2006/2007 from television, radio and other media, 21% for match day income, 25% from sponsorship while merchandising and transfer fees constitute the rest (Chadwick 2010). Conclusion The intent in this brief was to examine whether free exposure was good or bad for an organisation in its quest to compete in the marketplace. Also addressed is the question of whether or not companies should make decisions based on a long term goal. It was found that exposure whether free or paid for is a positive component of marketing to consumers and increasing awareness and likability based on what we know about the mere exposure effect. Football, because of its entertainment value receives what amounts to free advertisement and exposure in Ireland and other countries such as Germany and England as a result of television match coverage. Successful leagues like the Bundesliga and English Premiership have also capitalised on the entertainment value of the matches covered to broadcasters and receive payments some of which go to member clubs but in Ireland, it does not appear that the economic landscape have allowed the Irish league clubs to achieve this. The reaction to this si tuation does not point to reducing existing exposure even if it meant giving it away for free to television broadcasters as envisaged by Shamrock Rovers F.C. which in turn could lead to a reduction in brand awareness, brand equity and income (Aaker 1996). In order to counter short term financial impacts of not getting paid for this exposure and its perceived impact on the ticket sales, strategic planning would enable the organisation define objectives and steps it can employ to leverage the exposure it is getting to create value. Long term goal setting and decision making will be important and helpful for the firm to be able to adapt to short term financial short falls that might arise as a result. Reference List Aaker, D.A. (1996). Building Strong Brands. New York: The Free Press Albach, H., Frick, B. (2013). Sportokonomie. Berlin: Springer-Verlag Anderson, G. (2009). Free: The Future of a Radical Price. London: Random House Blitz, R. (2012). German soccer beats England on profits. Financial Times [Online] Available from: https://www.ft.com/cms/s/0/e31b65cc-aa64-11e1-899d-00144feabdc0.html#axzz3ovgEEG7F Chadwick, S. (2010). Managing Football. London: Routledge Conroy Consulting, (2015). SSE Airtricity League Consultation Process Report Doyle, P. (2014). Bundesliga chief says Premier League prices not an option in Germany. [online] The Guardian. Available at: https://www.theguardian.com/football/2014/aug/13/bundesliga-premier-league-germany-ticket-prices Hamel, G., Prahalad, C.K. (2005). Strategic Intent. Boston, USA: Harvard Business Press Kahneman, D. (2012). Thinking, Fast and Slow. London: Penguin Books McDonnell, D. (2015). Shamrock Rovers ask RTÃÆ'†° t o stay away from Tallaght to boost crowds. Irish Independent [Online] Available from: https://www.independent.ie/sport/soccer/league-of-ireland/shamrock-rovers-ask-rt-to-stay-away-from-tallaght-to-boost-crowds-31515540.html Ofcom, (2005). Premier League Football: Research into viewing trends, stadium attendance, fans preferences and behaviour, and the commercial market. Commission of the European Communities, in case COMP/C/38.173 FAPL Porter, M. (2013. On Competition. Boston, USA: Harvard Business Press Rappaport, A. (2005). The Economics of Short-Term Performance Obsession. Financial Analysts Journal, Volume61, No.3, pp 65-79 Shamrock Rovers F.C. Membership (2015). [Online] Available from: https://www.shamrockrovers.ie/images/2015/eventspromotions/pdfs/2015-members-brochure-a5.pdf Schacter, D.L. (1987). Implicit Memory: History and Current Status. Journal of Experimental Psychology: Learning, Memory and Cognition, Volume 13, No.3, pp. 501-518. Zajonc, R.B. (1968 ). Attitudinal Effects of Mere Exposure. American Psychological Association Inc., Volume 9, No.2, Part 2, pp. 1-27 Zajonc, R.B. (2001). Mere Exposure: A Gateway to the Subliminal. American Psychological Society, Volume 10, No.6, pp. 224-228 Bibliography Powell, T.C. (1992). Strategic Planning as Competitive Advantage. Strategic Management Journal, Volume 13, No.7, pp. 551-558. Szymanski, S. (2005). Handbook on the Economics of Sports. Cheltenham, UK: Edward Elgar

The Affordable Care Act ( Aca ) - 914 Words

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Explain How Neurons Transmit Information Our Knowledge of...

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The Video And The Impact It Has Left On Me - 999 Words

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Compairison of Young Goodman Brown and No Country For...

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Organisational Citizenship Behaviour Within Learning Environments

Question: Describe about the Organisational Citizenship Behaviour Within Learning Environments? Answer: Introduction Organizational Citizenship behavior is one of the most studied topics in the research field of Organizational Behaviour. OCBs concept was first coined in 1980s by Organ and Bateman and then from there onwards a number of researchers and scholars strengthened and refined the concept with the changing times and the changing needs of organisations. Organization Citizenship behavior basically defines individuals behavior which are beneficial for the organization (S.Suresh and P. Venkatammal, 2010). And omission of OCB cannot be treated with punishment since it is a personal choice. Earlier Organ, the researcher who coined the term Organisational Citizenship Behaviour had coined 2 attributes of OCB but later on in 1998 he went on to add 3 more attributes to make it a total of five attributes. 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During the early days of research into OCB there were mainly two dimensions as defined by Organ which are as follows: General Compliance: An employee doing its job perfectly and doing what he/she should be supposed to do. Altruism: this means helping others to achieve their goals. These two dimensions were proposed by Batemand and Organ in 1983. Later on as the researches went on Organ himself identified five dimensions to Organisational Citizenship Behaviour. These are as follows: Altruism: helping others to achieve their goals. Civic Virtue: This means that the information of the organization should remain inside the organization and should not move out of the organization. Conscientiousness: This means to comply with the organizations norms and regulations. Courtesy: This means that one should consult with others in the organization before taking important steps and decisions (LePine, Erez and Johnson, 2002). Sportsmanship: This means not to create rivalry within the organization and support other employees without complaining about the trivial matters. Later on Organ, himself divided the dimensions into 3 parts, namely: helping, courtesy and Conscientiousness. After Organ, it was Williams and Anderson who in 1991 divided OCB into two main types: Organisational Citizenship behavior directed towards an individuals which will help the organization grow andOrganisational Citizenship behavior directed towards the organization, which will benefit the organization. Organisational Citizenship behavior directed towards individuals: OCBI means the organizational citizenship behavior which directly benefits the particular individual increasing his / her efficiency but then ultimately benefitting the organization on the whole. Podsakoff in the year 2000 labeled OCBI as meaning to voluntarily helping other individuals and other employees with their problems (Podsakoff, Ahearne and MacKenzie, 1997). There have many studies which try to define OCBI but almost all of them relate to the ones proposed by Williams and Anderson. Organisational Citizenship Behaviour directed towards Organisation (OCBO) The second dimension according to Williams and Anderson is the Organisational behavior directed towards the organization. In OCBO the organizational citizenship behavior is directed towards the while organisation rather than specific members or employees of the organisation. Podsakoff called OCB as Organisation compliance as it is done by internalizing the organisations norms and rules and policies. While Williams and Anderson defined OCBO shortly as behavior which benefits the organisation directly (Podsakoff, Ahearne and MacKenzie, 1997). OCB mainly includes notice prior to absence of work and adhering to the rules and regulations of the organisation informally (Rasheed, Jehanzeb and Rasheed, 2013). The research in OCB has increased rapidly and dramatically in the past decade there is a bit of consensus among the researchers about the internal factors of Organisational citizenship behaviour. In 1995 Ryan and Organ did a meta-analysis of OCB and found out that there were several dispositional and attitudinal predictors such as organizational commitment, job satisfaction etc., while studies done by others pointed out to many other factors and predictors such as personality and personal variables, leadership, social exchange theory etc. According to all the researches and studies Organisational citizenship behaviour is a personality trait, a response to the motivation-based environment of the workplace and a response to the fellow employees and the seniors in the organization (ORGAN and RYAN, 1995). Thus OCB has been identified by various researchers as an indicator which indicates the performance of the employees which goes beyond the formal duties to include effectiveness, service quality etc. Antecedents of Organizational Citizenship Behaviour During the early day researches the antecedents of OCB were focused on dispositions, leaders supportiveness and the attitude of the employees (Lambert, Hogan and Griffin, 2007). And during the past decade many distinct variables have been researched upon to find out more antecedents of Organisational citizenship Behavior. Some most common OCBs antecedents are as follows:Perceptions of justice in the organizationJob satisfaction of employeeTask characteristicsPersonality characteristicsLeadership behavior i.e. the behavior of the leaders towards the organisation and the employee. Job satisfaction is considered the most important of the antecedents by most of the researchers. As mentioned earlier about the meta-analysis done by Ryan and Organ, they did a meta-analysis of 28 researches and studies and they concluded that job satisfaction is one of the most important antecedent of OCB since job satisfaction is the thing which will keep the employee working with its efficiency and giving its best to the organisation which will help the organisation grow as a whole (ORGAN and RYAN, 1995). Even they concluded the relation (job satisfaction OCB the relation job-satisfaction and in-role performance. They suggested that there were some other antecedents which were as comparable as job satisfaction such as organisation commitment, fairness in the organisation and support from the leadership and the seniors in the organisation. When talking about the personal antecedents, Podsakoff along with Paine, MacKenzie and Bachrach in 2000, identified agreeableness, conscientiousness and positive and negative affectivity were also important antecedents for OCB (LePine, Erez and Johnson, 2002). Conscientiousness has been identified as the most important antecedent that is the most strongly linked to the compliance dimension of Organization citizenship behaviour. While there are also arguments that the personality traits are weaker representation as compared to attitudinal predictors. Certain task characteristics were found to have a relation with several dimensions such as the task characteristics such as routinisation, feedback and intrinsic satisfaction are deeply related to the dimensions of altruism, conscientiousness, civic virtue, sportsmanship and courtesy. Intrinsic satisfaction and task feedback have been found to have positive relation with the OCB while task routinisation has a negative relationship with OCB. Talking about Leadership behaviors, several studies have suggested that leadership behaviors are also important predictors for OCB and leadership behaviors are of mainly four categories: 1. Transactional leadership behaviour2. Transformational leadership behavior3. Behaviour involving leader-member exchange theory4. Behaviour involving path-goal theory. Transformational leadership behaviors include high performance expectations, high goal expectations, intellectual stimulation, articulating a vision etc. that have a positive relationship with the Organs OCB containing five dimensions (Khaola, 2008). Transactional leadership behaviour includes non-contingent punishment behaviour and contingent reward behavior, which again have deep relation with Organs OCB dimensions. While the path-goal theory of leadership behaviour includes leader role clarification and supportive leadership role which are positively linked or related to Organs OCB dimensions. Talking about the last leadership behaviour antecedent, which is the leader-exchange theory, Podsakoff found out that this has a positive relation with the altruism dimension of Organs Organisation citizenship behavior (Podsakoff, Ahearne and MacKenzie, 1997). Conclusion: Organizational behaviour has ben of utmost importance for all the organisation since it defines how well an organisation will perform. The organisation performance and overall growth depend on the organizational behavior (S.Suresh and P. Venkatammal, 2010). And Organisation Citizenship behaviour is an important aspect of Organisational behaviour and researches and studies on OCB have been increasing rapidly since more and more organisations are getting to understand the importance of OCB for their employee as well as their organisation. The definition of OCB as given by Organ goes like this: OCB is not based on formal reward system, it is rather a personal choice, a choice on the individual, behaviour which promotes and ensures the effective working of the organisation, it cannot be forced upon an employee, but OCB is desirable among the employees of and organisation. Many studies have taken place in the United States on Organisational citizenship behavior on the lines of Organs work but when talking about the global perspective, a very little has been done throughout the world. Organizational behaviour is discretionary and is not part of the formal requirements for an employee but it is desired since it not only improves the individuals efficiency but on the whole also benefits the organization (Podsakoff, Ahearne and MacKenzie, 1997). Successful organisations want employees who can do more than their normal job duties and this is where OCB comes into place. References Bukhari, Z., 2009. Key Antecedents of Organizational Citizenship Behavior (OCB) in the Banking Sector of Pakistan.IJBM, 3(12). Khaola, P., 2008. Organisational citizenship behaviour within learning environments.The International Journal of Management Education, 7(1), pp.73-80. Lambert, E., Hogan, N. and Griffin, M., 2007. Being the Good Soldier: Organizational Citizenship Behavior and Commitment Among Correctional Staff.Criminal Justice and Behavior, 35(1), pp.56-68. LePine, J., Erez, A. and Johnson, D., 2002. The nature and dimensionality of organizational citizenship behavior: A critical review and meta-analysis.Journal of Applied Psychology, 87(1), pp.52-65. ORGAN, D. and RYAN, K., 1995. A META-ANALYTIC REVIEW OF ATTITUDINAL AND DISPOSITIONAL PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR.Personnel Psychology, 48(4), pp.775-802. Podsakoff, P., Ahearne, M. and MacKenzie, S., 1997. Organizational citizenship behavior and the quantity and quality of work group performance.Journal of Applied Psychology, 82(2), pp.262-270. Rasheed, A., Jehanzeb, K. and Rasheed, M., 2013. An Investigation of the Antecedents of Organizational Citizenship Behaviour: Case of Saudi Arabia.IJPS, 5(1). S.Suresh, and P. Venkatammal, 2010. Antecedents of Organizational Citizenship Behaviour.Journal of the Indian Academy of Applied Psychology, 36(2), pp.276-286. Snape, E. and Redman, T., 2010. HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi-Level Analysis.Journal of Management Studies. Somech, A. and Drach-Zahavy, A., 2004. Exploring organizational citizenship behaviour from an organizational perspective: The relationship between organizational learning and organizational citizenship behaviour.Journal of Occupational and Organizational Psychology, 77(3), pp.281-298.

Solution For The Problems Of Redarc Electronics †MyAssignmenthelp.com

Question: Discuss about the Solution For The Problems Of Redarc Electronics. Answer: Introduction In the advanced twenty-first century, the application of electronics and computer engineering based tools, devices are at the high and the manual based activities are gradually decreasing (Ruiwale, Kadam, Kulkarni, Jadhao, 2015). The more developed the countries are, the best possible electronics devices they are using. The growing demand for the electronics devices is also needed the repair and maintenance service which mostly depends on the manual expertise of the technicians. In the modern era, the demand for repair and maintenance of the electronics devices are at the high. On the other hand the robotic technology has also increased in the past decade and mostly the developed countries (Srivastava, Kumar, Singh, 2015). The robotic technology has the application in the household works, organizational production, driving services, controlling system in the toys and in the agricultural facilities. This shows that not only the use of electronics devices is increased over the time b ut also the robotics technology has strengthened the use of advanced technology in the best possible way (Uralath Singh, 2014). This business case report is based on pitching a solution for the problems faced by the Australian electronics items manufacturer Redarc Electronics. Our expert team will provide a best possible solution for the business case after analyzing the problem statement. Problem case Mostly the repair activities are based on welding and small parts altering in the system of the electronics devices. Though the current manual based welding and repairing system has the possible solution for the defective devices, in many cases the devices are also damaging due to lack of the expertise and skill of the technicians (Sachan, Patil, Biswas, 2017). Another problem is the high cost of acquiring the expert employees and waiting period for the fresher technicians to gain the expertise. It is evident that the cases solved by the manual based technicians in Redarc Electronics are not satisfactory in providing a fast service to the customers. The after sales service of Redarc Electronics is mostly unsatisfactory as the engaged technicians are not efficient enough to handle the critical defective cases arising at the service centers. The company is mostly using the less experienced or fresher candidates to minimize the repairing cost with a motive to minimize the cost of produ ction. This is directly affecting the efficiency of the company as it is lacking in providing a fast repair service to its customers (Ang, W., Lim, 2009). Possible Innovation and Business Model The manual-based welding and repairing services has forced to think an innovative idea which will facilitate the company in providing fast repair service to the customers. As the twenty-first century has the growing record of robotic technologies in most of the aspects of life, the new concept of robotic welding can be the probable solution for the problem arising due to manual welding activities done by the technicians (Kose Tatli, 2016). Our client organization Redarc Electronics will be based on this innovative solution. The innovative solution will replace the manual repairing services provided by the company with a comparatively less costly robotic welding service. It will strengthen the business of Redarc Electronics in its Australian territory by providing a fast repairing service to its customers over the defective issues covered under or after the warranty period. Benefits of the Innovation Our suggested innovation idea will not only facilitate the company in providing the customers a hassle-free service in terms of repair and welding of the defective devices but also satisfy the customers in getting their defective devices repaired within the same day or the earliest. Mostly the robotics welding will approximately provide a 10x first speed to the customers without the need of technicians or experts (Puschner, Klein, Klzer, 2015). By adopting our robotic welding service, the sales revenue of our client companies will increase to the highest as the customer value will be enhanced by us. As the requirement of technicians will be the least the operating wages will also be minimized effectively. All the electronics devices provided by Redarc Electronics will have more durability as they would be repaired with the robotic technology which ensure of the handling and maintaining the defective devices with utmost care (Narayan, Ramakrishna, Sarcar, Rao, 2014). Strategic Plan To execute the innovation proposal provided by our expert team, the company needs to understand the concept of Robotic Welding so that the execution activities could be undertaken efficiently. Robotics Welding is based on the mechanized programmable tools which will detect the defect of the device and handle weld the device automatically (Kah, Lu, Martikainen, Suoranta, 2013). Commonly, the robotic welding is based on arc welding and resistance spot welding. Most of the electronics devices of Redarc Electronics are based on these two types of welding which will suit the robotics welding comfortably. Firstly, the robotic welding devices will be bought from the least cost suppliers through a open tender. The most important factor of the robotic welding is the programming used in it; hence the supervisors should understand the programming system efficiently. The workshop design of the existing service centers also needed on an immediate basis as without which the robotic welding conce pt couldnt be executed (Bui, Nguyen, Chung, Kim, 2003). As the most of the technicians will be replaced with the robotic welding system, the replacement should be done in relation to experience basis. The robotic welding system is needed the expert supervisors which will regulate the programming system of the robotic technology in identifying or detecting the defects, analyzing the deepness of the repairing, handling and welding activities needed and instruct the robotic system. It is the responsibility of the management to choose the experienced technicians as the supervisors and make them trained with the software and hardware knowledge about the robotic welding system (Norrish, 2009). Project Options Analysis The problem case of Redarc Electronics could be solved by selecting more experienced technicians. The current problem could be minimized by 30% if the option is adopted but it will cost more to the company as the after sales service expenses of the company is projected by 8% of the total cost of production. Hence the option in solving the problem couldnt be materialized in the practical concern. Though most of the companies are following this strategy still it is not effective for Redarc Electronics in terms of cost of the service to the company (Devarasiddappa, 2014). The second option for solving the problem case is by adopting the robotic welding service which we have suggested to the company. Though this will be a one-time investment and costlier than the first option but the effects of the installation will be long term. The one-time investment will spread over a term of 5 years which will lessen the cost of the after-sales service than the first option (Singh, Sellappan, Kumaradhas, 2013). Delivery of the Innovation Along with the robotic welding service, the filing of the customer cases would also record by using the robotic system. After arriving at the service centers, the customers are needed to enter the detail information of the device of Redarc Electronics in the computerized system which will be checked by the robotic technology. The small items will be repaired by using the robotic welding whereas the big items will be repaired through mobile robotic welding service delivered at the customer premises. Mostly, our innovation not only suggests an end to end repairing service by the company to its customers but also the use of advanced technology in keeping its market position ahead than the other marketers (Hooda, Dhingra, Sharma, 2012). Net Present Value (NPV) The Net Present Value of Redarc Electronics is targeted at $88,655.15 which will be the result of the cash inflow of the first years investment of $2,000,000. At a discount rate of 10% the net cash inflow will be in the first year $500,000, second year $750,000 and at the last year it will be $1,350,000. By installing the Robotic welding in the organization in its after sales service, Redarc Electronics will have an overall impact on the business development. With an investment of $2,000,000 the company will generate more than double of it within a period of three years. Conclusion The proposed innovation by our consulting to the team will hopefully pitch with a satisfactory solution to the company Redarc Electronics. Being involved in the field of electronics for more than two decades, the company has a wide experience in maintaining its business activities efficiently. The only thing it needs to strengthen is the after sales service which will be maximized through our innovation proposal. Moreover, our pitched business innovation is based on long-term effects on the overall business development which will also facilitate Redarc Electronics (OECD, 2005). Our innovation is also based on attracting more investors for the organization through creating a value-based service delivery platform by utilizing advanced technologies. All the business activities of Redarc Electronics in the Australian territory have a satisfied customer scenario which will be enhanced to the maximum by enabling the company to become the market leader in electronics in Australia (Sharma, G opal, Sharma, 2013). Recommendation Before installing the innovative idea, Redarc Electronics also need to arrange the criteria for an easy running of the robotic welding plan at its premises. As most of the existing service centers of the company havent the relevant platform to redesign and install the plan, hence the rearrangement for new service centers should be commenced (Andersson, 2014). The manpower going to engage in the execution should be specially trained by the company as the faulty regulating activities done by the supervisors could may not only damage the robotic welding system but also the devices are given for repairing the defects. Bibliography Andersson, M. (2014). Business Development and Growth Strategies. Process IT Towards 2020 , pp. 1-23. Ang, M. H., W., L., Lim, S. (2009). A Walk-Through Programmed Robot for Welding in Shipyards. Industrial Robot , 26 (5), 377-388. Bui, T. H., Nguyen, T. T., Chung, T. L., Kim, S. B. (2003). Welding Mobile Robot. International Journal of Control, Automation Systems , 1 (1), 35-42. Devarasiddappa, D. (2014). Automotive Applications of Welding Technology A Study. International Modern Engineering Reserch , 4 (9), 13-19. Hooda, A., Dhingra, A., Sharma, S. (2012). Optimization of Welding Process. Int. J. Mech. Eng. Rob. Res , 1 (3), 203-213. Kah, P., Lu, J., Martikainen, J., Suoranta, R. (2013). Remote Laser Welding with High Power Fiber Lasers . Engineering , 5, 700-706. Kose, C., Tatli, Z. (2016). Pulsed DC Robotic MIG Welding of Non Heat Treatable Aluminum Alloys. Int. J. Electrochem. Sci. , 11, 1918-1927. Narayan, K. L., Ramakrishna, C., Sarcar, M. M., Rao, K. M. (2014). Robotic technology in the industrial sector. International Journal of Researcch in Mechanical Engineering Technology , 4 (1), 27-30. Norrish, J. (2009). Process control and automation developments in welding. International Conference , 25 (3), 17-24. OECD. (2005). Measuring The Interaction Between Manufacturing And Services. STI Working Paper Series . Puschner, P., Klein, M., Klzer, G. (2015). Fully Automatic Spot Welding System for Application in Automotive Industry. Soldagem Inspeo , 20 (4), 383-390. Ruiwale, V. V., Kadam, A. A., Kulkarni, S. M., Jadhao, M. S. (2015). A Review on Recent Trends in Robotic Welding. International Journal of Engineering Science and Innovative Technology (IJESIT) , 4 (5), 167-176. Sachan, D., Patil, A., Biswas, S. (2017). Automatic Spot Welding of Ventilation Spacers on Lamination Sheet Using Robotic Work Cell. International Journal of Materials, Mechanics and Manufacturing , 5 (1), 51-54. Sharma, V. K., Gopal, K., Sharma, P. R. (2013). The Arm Equation and Reliability of 6 The Arm Equation and Reliability of 6-DOF KUKA Robot. International Journal of Engineering Sciences Paradigms and Researches , 4 (1), 9-15. Singh, B., Sellappan, N., Kumaradhas, P. (2013). Evolution of Industrial Robots and their Applications. International Journal of Emerging Technology and Advanced Engineering , 3 (5), 763-768. Srivastava, A. K., Kumar, S., Singh, D. P. (2015). Robotic Automated Welding. International Journal of Engineering Research , 2 (3), 114-121. Uralath, S., Singh, S. R. (2014). Selection and Applications of Automatic Spot Welding Methods. IOSR Journal of Mechanical and Civil Engineering (IOSR-JMCE) , 11 (4), 50-54.