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In its zest to gain more market share through competing on prices, Bicicletas Monark should avoid cutting costs that can result in inferior product and service delivery.

#BICICLETAS MONARK PLUS#

Customers perceive Bicicletas Monark products and services to deliver ‘value for money’ proposition plus a bit extra.

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How to use Mckinsey 7S Framework to Analyze Bicicletas Monark ?īicicletas Monark needs to build a balance between short run cost savings and protecting its core competitive advantage. Structure and Systems are the easiest to among the 7S to change. These are the building blocks of the organization around which the organization build its soft elements. The hard elements of the organization are – Strategy, Structure, and Systems. What are the hard elements of Mckinsey 7S Model? How these soft elements can be used in analyzing Bicicletas Monark ? The most prominent reason of the failures is – failure to integrate the culture and shared values of the two organizations. More than 80% of the mergers and acquisitions fail.

The criticality of the soft element can be understood by the rate of failures of mergers and acquisition. For example if the organization decides to enter a new industry – it needs to align the staff, skills and style of the present structure with those that can be effective in the new industry. The soft elements are most difficult to change in the organization. They are related to the people in the organization. The soft elements of Mckinsey 7S model are – Staff, Skills, Style and Shared Values. What are the soft elements of Mckinsey 7S Model? How these soft elements can be used in analyzing Bicicletas Monark ? Please email for Mckinsey 7S Analysis based on latest data of Bicicletas Monark The organization style or culture includes – leadership style within the organization, dominant values and beliefs, work culture, informal network among employees, management style etc. Style / Culture – Each organization has its own culture which has evolved over a period of time. Shared values are the reason why the organization is doing what it is doing. Shared values include – the vision, mission, and values stateme that provide employees a common purpose. Shared Values are the core beliefs of an organization that are widely shared across the organization and are reason for its existence. How it is articulating and leveraging its competitive advantage. Strategy – What are the strategic trade-offs that the organization has made in the competitive environment. Structure – How the organization is structured, what are the chain of command, how the authority and responsibilities are distributed, how activities and reporting relationship is structured, and the mechanism through which the organization coordinates all its activities. Staff – Who works in the organization, how the organization manages its human resources – recruit, selects, job profile specifications, career trajectories, training, and promotions.

Systems – what are the technological systems put in place to smoothen the operations, what are the formal and informal procedures put in place to manage the organization, planning, budgeting, performance measurement, resource allocations, and management information systems (MIS). Skills analysis and planning requires answering the following questions – Does the organization has required competencies and skills among its current work force to deliver organizational objectives, what are the new skills required, how those skills can be imparted among the employees in the organization, do the organization needs to make changes in procedures, systems, processes and technology to align them with skills of the employees. Skills – It includes the competencies and capacities the human resources of the organization have. The 7S of Mckinsey’s 7S strategic framework are – Strategy, Structure, Systems, Skills, Staff, Style, and Shared Values What are the 7S of Mckinsey’s 7S Strategic Management Framework?

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