PDF Case Study: Verizon Inc. http://www.verizon.com 3 “I can hear you now.” That’s what Verizon want

PDF Case Study: Verizon Inc. http://www.verizon.com 3 “I can hear you now.” That’s what Verizon wanted its potential customers to know with its long-

awaited introduction to the Apple iPhone in February 201 1. In the Super Bowl XLV commercial,

the iconic Verizon guy revealed that the iPhone was no longer exclusive to AT&T customers.

About the same time, Verizon launched its fourth generation (4G) wireless broadband network,

and it is poised to give customers the next level of teleconununications that includes srnartphones,

tablets, and home communications.

Headquartered in New York City, Verizon Communications, Inc. (Verizon) provides

communication services delivering broadband and other wireline and wireless systems to

consumers, businesses, governrnent, and wholesale customers in more than 140 countries.

Verizon is the second-largest U.S. telecomrnnnications company by market value, after AT&T

Inc. As of December 31, 2010, its network covered a population of approximately 292 million

customers and provided service to a customer base of approximately 94.1 million. At year-end

2010, the company had a diverse workforce of more than 194,000 employees with approxiw

I mately 30 percent represented by labor unions, and approximately 215,000 retired employees.

The corporate name “Verizon” comes from the Latin word ver’.ii‘ns, which means “certainty,

reliability, forwar’d-loolOn August 9, 201 l , Verizon sought court injunctions to prevent striking workers from blocking

access to its buildings as tensions escalated in the third day of a strike involving almost half of the

I company’s wireljne employees. Two unions representing 45,000 workers called a strike three days

i earlier when a iabor contract expired and talks for a new contract failed after several weeks of negoti-

I ations. The injunctions are just one sign of increasingly hostile relations between Verizon and unions.

i The Communications Workers of America (CWA), representing 35,000 workers, has also

1 accused Verizon managers of injuring picketers. Verizon has sought injunctions to prevent “il-

l legal” and “reprehensible” strike activities such as keeping managers convering for the striking

l workers out of buildings, according to company spokesman Rich Young. Meanwhile the CWA

l said it has received 23 reports of incidents where striking workers were hit narrowly missed by

vehicles driven by Verizon managers or non~nnion contractors. Young denied the accusations

l and said that “In some cases, union picketers are standing or throwing themselves in front of our


Vision/Code of Conduct/Mission I

Vision Statenient: “Verizon’s goal is to operate our business with the highest level of integrity,

Z respect, per’forrnance excellence, and accourrtability.”

Code of Conduct: “Verizon is proud of its leadership and reputation as a world-class

company that is committed to the highest ethical staridarjds. The corporations comrnit-

ment to those standards and values is defined in Verizon’s Code of Conduct.” The Code

of Conduct highlights five commitments to customers and business partners that guides

Verizon’s actions: 1) commitment and values, 2) integrity, 3) respect, 4) performance

excellence, and 5) accountability.

Verizon does not have a mission statement. You should focus mostly on the Study Case however if you do not find a relevant information or one update you can check internet.

As mentioned I need 4 slides.

First Slide:

Develop an Internal Factor Evaluation (IFE) Matrix.

This strategy tool summarizes and evaluates the major strengths and weaknesses in the functional areas of a business which are marketing, finance, accounting, management information systems, and production/operations; there are many subareas within these functions, such as customer service, warranties, advertising, packaging, and pricing under marketing.

An IFE Matrix can be developed in five steps:

Step 1: List key internal factors as identified in the internal audit process. Use a total of from 10 to 20 internal factors, including both strengths and weaknesses. List strengths first. Be as specific as possible, using percentages, ratios, and comparative numbers.

Step 2: Assign a weight that ranges from 0.0 (not important) to 1.0 (all important) to each factor. The sum of all weights must equal 1.0.

Step 3: Assign a 1 to 4 rating to each factor to indicate whether that factor represents a major weakness (rating=1), a minor weakness (rating=2),a minor strength (rating=3) or a major strength (rating=4). Ratings are thus company-based, whereas the weights in step 2 are industry-based.

Step 4: Multiply each factor’s weight by its rating to determine a weighted score for each variable.

Step 5: Sum the weighted scores for each variable to determine the total weighted score for the organization. Slide 2:

Develop the Internal-External (IE) Matrix which positions an organization’s various divisions in a nine cell display. The IE Matrix is a tool that involve plotting organization divisions in a schematic diagram, this is why we often called this “portfolio matrices”. Slide 3:

Develop the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix which is an important matching tool that helps managers develop four types of strategies:

SO: (strengths-opportunities) strategies

WO: (weaknesses-opportunities) strategies

ST: (strengths-threats) strategies

WT: (weaknesses-threats) strategies There are eight steps involved in constructing a SWOT Matrix:

Step 1: List the firm’s key external opportunities

Step 2: List the firm’s key external threats

Step 3: List the firm’s key internal strengths

Step 4: List the firm’s key internal weaknesses

Step 5: Match internal strengths with external opportunities, and record the resultant SO Strategies in the appropriate cell.

Step 6: Match internal weaknesses with external opportunities, and record the resultant WO Strategies.

Step 7: Match internal strengths with external threats, and record the resultant ST Strategies.

Step 8: Match internal weaknesses with external threats, and record the resultant WT Strategies. Slide 4:

Develop the Quantitative Strategic Planning Matrix (QSPM) which is a tool that allow strategists to evaluate alternative strategies objectively, based on previously identified external and internal critical success factors.

Six steps are required to develop a QSPM:

Step 1: Make a list of the firm’s key external opportunities/threats and internal strengths/weaknesses in the left column.

Step 2: Assign weights to each key external and internal factor.

Step 3: Identify alternative strategies that the organization should consider implementing. Record these strategies in the top row of the QSPM.

Step 4: Determine the Attractiveness (AS) defined as numerical values that indicate the relative attractiveness of each strategy in a given set of alternatives.

Attractiveness Scores are determined by examining each key external or internal factor, one at a time, and asking the question “Does this factor affect the choice of strategies being made?” The range for Attractiveness Scores is 1= not attractive, 2= somewhat attractive, 3= reasonably attractive, and 4=highly attractive.

Step 5: Compute the Total Attractiveness Scores. The Total attractiveness scores are defined as the product of multiplying the weights (step 2) by the (step 4).

Step 6: Compute the Sum Total Attractiveness Score. This one reveal which strategy is most attractive in each set of alternatives.

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