The Adkar Change Management Model Business Essay - Free Essay Example

Sample details Pages: 11 Words: 3267 Downloads: 4 Date added: 2017/06/26 Category Business Essay Type Argumentative essay Did you like this example? Industrial Laboratory Problems with Production, Efficiency, and Flow. Continuous quality improvement is the focus of a quality based leader in an industrial QC laboratory, but laboratory leaders that are deficient in quality assurance knowledge can struggle with analyzing production, efficiency, or workflow problems. Major issues industrial QC laboratory leaders encounter are uneven workloads, poor work scheduling, lack of cross training, overstrained work activities, and inefficient wasteful processes (Reynolds, 2009). To combat these issues of poor laboratory efficiency and quality, assertive laboratory leaders may try to improve conditions by implementing an efficiency system, such as lean 5S. Problem recognition, by industrial QC laboratory leaders, is a valuable first step to continuous quality improvement. Insufficient understanding of the complexity involved in inefficient culture, the lean 5S system purpose, and change management leads to failure for most industrial laboratory leaders in sustaining a meaningful and successful lean 5S culture change. 5S Description as a Foundation to Lean, and 5S Failure 5S is a five step system for altering the environment of an industrial lab that is inefficient, wasteful, and displaying poor quality into a lab that is organized, experiences smooth work flow of product and personnel, and is visually enhanced; as a result, bringing wasteful issues to the forefront for continuous improvement. The 5S system is a quality improvement development originating in Japan; unequivocally, the five Ss are seiri, seiton, seiso, seiketsu, and shitsuke (Hirano,1992); however, in the English version the five Ss have been given the names sort, set in order, shine, standardize, and sustain (5S Supply, 2011). Each step of the 5S system works together. 5S starts with sort, where an industrial laboratory visually organizes and labels its entire inventory in groups of importance and categorical description; fo r instance, marking all laboratory equipment as essential, possible essential, and non-essential (Nilipour Jamshidian, 2005). All non-essential items are marked with a red tag and then taken to a holding area for non-value added item disposal. Sort is the step of removing waste that reduces clutter and improves organization for moving on to the next step in the 5S system, set in order. Set in order is the orderliness step where all value-added inventory items are organized and properly labeled for easy use and access. Access to items is determined by how often they are needed or used; for example, frequently used laboratory equipment and tools should be kept close to the area of need, and less frequently used items can be stored away in a properly labeled area for easy discovery (Froehling, 2009). Organizational tools are implemented such as labeling cabinets and shelves, color coding equipment and tools, and outlining and labeling work areas. Organizing, labeling, and placing labo ratory tools and equipment in their designated locations allow for ease of the next 5S step of shine. Shine involves cleaning the laboratory, removing dirt and grime, and making the lab shine. Cleanliness and orderliness provides an industrial lab environment for easily identifying and eliminating waste and non-value added items. To make the 5S system part of everyday lab activities, the first three steps of 5S must become part of laboratory standard operating procedure; for this reason, the work needs to be standardized through work tasks (Froehling, 2009). Each employee of the lab must do his or her part in continually organizing, eliminating waste, and cleaning; subsequently, these tasks are done by implementing the fourth step of standardize. Once the 5S system is standardized, it must be reinforced through the sustain step which involves such activities as auditing, appraisal, and positive feedback; consequently, sustain is the step most practitioners neglect and do not full y implement, therefore leading to failure of this step. According to Hogg (2005), the sustain step, of the 5S system, is where the majority of 5S failure occurs. There are those that consider the 5S system as basic housekeeping, and if a practitioner were to look at the first three steps of 5S, it would be (Eaton, 2000). What the laboratory leaders fail to recognize is the true application of all five steps of 5S as the foundation to a lean laboratory and as a permanent culture change to a lab that has operated in the past as inefficient and wasteful. For example, if an industrial laboratory has been working for 10 years as inefficient, then inefficiency would be customary and the standard engrained in that laboratory culture. Because of this history, it would take more than housekeeping to break down the cultural barriers existing in this laboratory work environment to improve efficiency and quality long term. If 5S is labeled as housekeeping by laboratory leadership or upper ma nagement, then the 5S quality initiative most certainly falters (Hogg, 2005). 5S as a Culture Change, and Change Management Failure It is important for industrial laboratory leaders to realize that 5S implementation is more than housekeeping. 5S is a change in the following three areas; work flow of product and personnel, functioning of the lab in terms of inventory and equipment, and standard operating procedures and daily activities. Understanding the changes that take place through the implementation of the laboratory 5S system is crucial knowledge for laboratory leadership. 5S is not a quality tool, but a lean quality system that requires change from all industrial laboratory personnel. According to Shil (2009), it is crucial for laboratory leadership and upper management to acknowledge lean 5S as a culture change to the organization, and not a simple task performed periodically. Now that the 5S system has been established successfully as a change in culture it is im portant for the 5S facilitator to understand the intricacies of implementing change, and sustaining the intended change as needed with lean 5S. The important issues needing to be addressed when implementing change are leadership support, employee resistance, and change reinforcement. Leadership support is very important to start the 5S implementation, so laboratory personnel must recognize that company management is serious about the changes being put forth, and feel confident in management to provide the resources and support that is needed to make the changes materialize and endure. Employee resistance can be a huge obstacle to the implementation of change; therefore, leadership cannot ignore resistance and must do all it can to change resistance to acceptance (Obrien, 2008). Engaging the employee is the first step to breaking down this barrier, and engagement is accomplished by effective communication and employee involvement. Communication is important for educating laboratory p ersonnel on the reasons for the proposed change, and for their understanding of the root causes of laboratory inefficiencies that brought on the need for change. Effective communication brings a positive light to the employees perception of the change, gives them an understanding of the needed change, and starts the breakdown of resistance (Society for Human Resource Management, 2007). The next important aspect for leadership in employee engagement is to involve the laboratory personnel in the decision making and implementation planning of the 5S system. Involvement in the change gives the laboratory personnel a sense of ownership in the system, and continues to deplete the remaining resistance to change. According to Gallup Business Journal (2012), engaging employees builds passion within the workforce and that passion can turn employee resistance to employee innovation and promotion of change. Once a change has been implemented it is not necessarily secure; consequently, this u ncertainty is a third reason 5S practitioners fail to sustain the intended quality improvements that lean 5S is meant for. 5S is a dynamic system that needs to be managed and measured. Most failure of 5S occurs in the fifth step of sustain because laboratory leaders lose focus on the 5S system. Because standards are in place and the laboratory is clean and organized, leaders think the laboratory will continue to operate this way. This thought process is a big mistake and causes the 5S system to deteriorate and result in laboratory personnel losing initial enthusiasm for the lean quality initiative. According to Bevan (2011), the major factor in successful change is not putting together a plan or understanding the change, but implementing and sustaining the change, yet many change leaders assume initial change will stick, therefore neglecting to preserve the change. Failure of the 5S system is not only a waste of resources, money and time, but also a loss of opportunity. The 5S syste m is the foundation of a lean laboratory, and if 5S fails it can result in an increase in laboratory personnel change resistance for any future lean initiatives. Understanding the intent of 5S as a culture change and demonstrating a clear understanding of the complexities of change management practice is extremely beneficial for any 5S practitioner. Change Management Success, and the ADKAR Change Management Model 5S is not a laboratory housekeeping task or quality tool; on the contrary, 5S is a lean system that requires culture change in the industrial laboratory. In order for a successful implementation and sustainable 5S culture change in an industrial laboratory, a change management model can be extremely important and vital for planning, educating, implementing, and sustaining the quality initiative. A change management model provides the structure that is missing from the 5S steps for successful and sustainable change. Research shows that change, such as 5S, breaks dow n due to poor planning and leadership, employee resistance and human resource neglect, and insufficient reinforcement of the change in culture (Song, 2009). One such change management model that has proven success is the ADKAR change management model developed by Jeffrey Hiatt from the Prosci Learning Center. The ADKAR change management model consists of five elements that build off of each other, and focus on important areas of change; such as, evaluation, management leadership, employee engagement, training, and reinforcement (Hiatt, 2006). Although some industry professionals may prefer an alternative change management model, the ADKAR model was chosen for its simplicity, structure, and ability to implement change ranging from change in individuals to more complex company-wide change. ADKAR Elements The ADKAR change management model has five elements in its structure, and the five elements are: Awareness, Desire, Knowledge, Ability, Reinforcement. Aware ness Element of the ADKAR Model The element of awareness consists of some very important aspects in providing a solid foundation to a change initiative like lean 5S. One aspect is the ability to evaluate the organizations openness to change, and provide information for evaluating each element of the ADKAR model. For instance, determining how aware the organization is on its need to change, if management supports the proposed changes, and if the change has been communicated to the employees. Evaluation is a good starting point in determining which element of the ADKAR model is the weakest in respect to the organization making the changes. Evaluation could answer important questions like: What is the desire level of the employees to making this change happen? How knowledgeable are employees on the new processes and systems intended from the change? Are resources and workforce available to enable the laboratory to implement the changes? Is there a process for reinforcing the changes, and is the laboratory able to sustain the new systems and processes long term? Evaluation using the ADKAR change management model provides 5S leadership with a planning resource for making a strong plan prior to beginning the 5S system implementation. Awareness also promotes the importance of having strong management support for the planned 5S changes; subsequently, sponsorship is important for giving laboratory employees the feeling of being supported by upper management, and confidence knowing that resources are being provided for the full 5S implementation. Awareness likewise covers the very important process of communicating to employees the reasoning for the 5S system, and engaging employees on their concerns and ideas, and using their experience to build strong support for the 5S system. According to the survey by the Society of Human Resource Management (2007), the two highest reported barriers to successful change are employee resistance to change, and in sufficient communication of the planned change. Hiatt (2006) lists the four strategies of developing awareness of change as: Operative Communication, Top Management Support, Leadership Instruction, Appropriate Information Access. Desire Element of the ADKAR Model People are naturally hesitant to change, and strategically communicating the need for 5S and showing strong management support is designed to create the next element of the ADKAR model; specifically, desire for the 5S system in the laboratory. Desire is the breaking down of change resistance and the barriers to change inherent in the laboratory employees, and engaging them to the point of turning resistance to enthusiasm. According to Zigarmi and Hoekstra (2011), resistance to change is created when change is forced on employees instead of performed with employees; furthermore, not involving the employees being affected by the change taking place is the largest obstruction to successful change. Jeffrey Hia tt (2006) lists the maneuvers for creating desire in the ADKAR model as: Sponsor the change successfully in collaboration with employees, Provide managers the ability to perform as change leaders, Appraise risk and expect resistance, Involve employees in the process, Align enticement programs to the goals. After the first two elements of ADKAR are implemented, the laboratory personnel are aware of the efficiency problems in the laboratory department, and the need for continuous quality improvement. Through effective communication and employee involvement the desire to change is strong, and employees are on board with the next step of learning about the five steps and structure of the 5S system. Not addressing the first two steps of awareness and desire is the first problem 5S practitioners make; as a result, they do not set a strong foundation for implementing a system as culturally complicated as 5S. Laboratory leaders can misinterpret the 5S system as a simple ho usekeeping activity or quality tool and then struggle mightily, because laboratory employees cannot understand the need for the system, and do not feel the presence of management support; accordingly, employees then naturally build a resistance to the implementation of 5S into the laboratory. Knowledge Element of the ADKAR Model Knowledge is the third element of the ADKAR change management model. Knowledge is the training element of the change management structure and consists of training all laboratory employees on the history, structure, and processes used in the 5S system. The knowledge element of the ADKAR model stresses the importance of robust instruction of how to implement and use each 5S step, and making sure laboratory employees are unified in implementing and following the procedures to be developed. Jeffrey Hiatt (2006) describes the exercises for building knowledge in the ADKAR model as: Train and educate with effectiveness, Provide work tools, Coach empl oyees individually, Develop training groups and settings. According to the research paper by Korkut, Cakicier, Erdinler, Ulay, and Dogan (2009), 5S training by organizational leadership to the personnel executing the 5S implementation is a decisive factor in the successful 5S operation. Eaton and Caprenter (2000), reiterate the importance of training and emphasize that all affected employees need to understand how 5S works, how it is implemented, and what the results should be. Ability Element of the ADKAR Model Ability is the fourth element of the ADKAR model, and emphasizes the importance of providing resources in time, manpower, and equipment for a full implementation of all 5S steps. If time, manpower, and equipment are not adequate for implementing changes, then the whole 5S system can be compromised and each step may not be completed as the system is designed. Jeffrey Hiatt (2006) lists the exercises for crafting ability in the ADKAR model as: Support the change through daily supervisor involvement, Provide expert advice in subject material, Appraise performance, Involve employees in training exercises. According to Bevan (2011), monetary, workforce, and technological resources must be available and applied to empower the change to be executed, or the change will be impaired. Minimalizing resources on change implementation such as 5S into an industrial laboratory can weaken the sustainability of the intended changes; in summary, laboratory personnel need the tools and time to get the job done. Reinforcement Element of the ADKAR Model Reinforcement is the last element of the ADKAR change management model. This element is extremely important if the 5S system is to be sustainable for the long term in an industrial laboratory. Knowing that 5S failures happen most often when 5S practitioners neglect the last step of the 5S system, sustain, then the ADKAR model can provide the proper planning and focus needed on building a sust ainable 5S system in the industrial laboratory. Reinforcement accentuates the importance of measuring the affects of 5S changes through auditing the 5S system. According to Bevan (2011), tracking the changes by comparing results with the planned vision of the 5S system and reassessing goals to promote continual improvement are critical factors in successful and sustainable change. Hiatt (2006) also underscores the importance of employee recognition for following new 5S standard operating procedures, being a team player, and enthusiastically promoting the 5S culture changes. Another point of reinforcement is the continuation of management support, and keeping management involved with auditing and providing the needed positive feedback for employee recognition. Leaders of change must be aware of their role in successful change, and their responsibility in fostering the new system for continued growth and change in culture (Higgs Rowland, 2010). If the reinforcement of the industrial laboratory 5S system is planned for and followed, as the ADKAR model can provide, then the probability of 5S sustainability failure will extremely diminish, and the 5S culture change can become the norm. Reinforcement, Continuous Improvement, and PDSA Cycle The ADKAR model stresses the importance of a strong reinforcement process for sustainability and continuous improvement of implemented changes. An important quality and continuous improvement tool that provides a strong reinforcement process for 5S sustainability is the use of the continuous improvement cycle of PDSA (plan, do, study, act). With the inclusion of the PDSA cycle in the reinforcement element of the ADKAR model, 5S system audits, metrics, appraisals, and laboratory personnel feedback and recognition would be planned, implemented, studied for effectiveness, and continually improved by enacting changes to improve culture change reinforcement and 5S sustainably. According to the PDSA workbook from the State of Victoria Department of Health (2010), the PDSA cycle is an excellent model for continuous system improvement; furthermore, the workbook breaks down each phase of the PDSA cycle as follows: Plan Phase: The planning of the 5S improvement that answers, the who, what, when, why, and how of the initiative. Do Phase: The execution of the scheduled deliverables from the planning phase. Study Phase: The review phase of comparing where the 5S system was and where it is now since the planned improvement initiatives have been executed. Measurables are taken to determine if changes were beneficial, or if more changes are needed to meet intended plans. Act Phase: The moving forward phase to realize the gains from the cycle, determine opportunities that have risen from this initiative, and decide if the improvement cycle needs to be repeated or are new strategies apparent for improvement. The ADKAR reinforcement element employs five campaigns for reinforcing change: Celebration and Recognition, Rewards, Feedback from Employees, Audits and Performance Measurement Systems, Accountability Systems (Hiatt, 2006). To employ these reinforcement campaigns and continually improve these tactics, PDSA can provide the continuous improvement model for devising, implementing, measuring, and improving the five tactics of reinforcement that the 5S system needs for long term sustainability. Continuous quality improvement is a voyage, and the PDSA cycle provides the structure needed to verify the sustainability of 5S through recurring assessment, and prevention of disparities within the 5S system from its intentions (Quality Insights of Pennsylvania, 2011). Each PDSA cycle performed in the reinforcement element of ADKAR provides a learning experience that can be used for continually strengthening the 5S system, and sufficiently reacting to laboratory environment changes and new quality issues (Srivannaboon, 2009). Don’t waste time! Our writers will create an original "The Adkar Change Management Model Business Essay" essay for you Create order

Islam s Influence On The Middle East And Beyond - 1711 Words

Before it completed 100 years of its origin, Islam had expanded across the Middle East and beyond. The rate and success of Islam s expansion were nothing short of breathtaking. Due to Muhammad’s alluring message, personal charisma, political ingenuity, and his ability to appeal to his followers; their loyalty and devotion laid the foundation to Islam’s great conquest. When the Muslim armies swarmed through the Arab frontier, their experience with the terrain and their self-determination allowed them quickly pillage vast areas in short periods of time. As a result of the impoverished and war-torn state of both the Byzantine and Persian empires, the inhabitants of these domains were not ready for the Arab’s unexpected wave of attacks and†¦show more content†¦Prophet Muhammad was smart and strategic in his actions, he stayed aligned with his spiritual goals and used his leadership in politics to unify the Arabian Peninsula, establish a great state whose cap ital was Medina, and execute successful military expeditions . Muhammad created an Arabia that was devoted to Allah and his laws. The Arab armies were newly organized and as they advanced out of the Arabian Peninsula and successfully conquered new lands, they brought with them social and political order based on their Arabian culture and their firm Islamic faith . The successful formation of the Islamic state within the Hijaz and the greater Arabian Peninsula was most certainly the primary factor that led to the greater Muslim conquests in the Middle East and beyond. The organization of anarchistic pre-Islamic Arabian tribes into a united force with a clear, well-defined purpose was also a major contribution to the success of expansion of Islam. The new Muslim community was essentially a tribe that was established not on biological descent but rather the acceptance of Allah and Muhammad as his prophet. Additionally, the wars of expansion were advanced by the Arabs devotion to the concept of jihad . Muslims are obligated to extend the faith to nonbelievers and to defend Islam from attack. The original concept of jihad did not include aggressive warfare against non-Muslims, but holyShow MoreRelatedWomen And The Middle East And North Africa1148 Words   |  5 PagesThe diversities within North Africa, the Middle East, and Southeast Asia (cultur al, religious, political, etc.) play a crucial part in the status of women and the key features of gender roles in these particular geographic regions. 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3m Optical Free Essays

3M Optical Systems: Managing Corporate Entrepreneurship MST550 – Capstone Professor Jack Raiton HBSP Case #395-017 Discussion Questions 1. What practices make 3M such an innovative company? 2. What is Any Wong’s role as the OS Unit’s general manager? How effective has he been? 3. We will write a custom essay sample on 3m Optical or any similar topic only for you Order Now What is Paul Guehler’s role as division vicepresident? How effective has he been? 4. What should Andy Wong do with the computer screen AFE? If he gets the AFE, should Guehler fund it? Case Outline †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ The Situation Background of 3M Corporation Internal Context at 3M Corporation Background of Optical Systems (OS) The Product is Born The Product is Reborn Wong’s Options Guehler’s Options Wong’s Role/Effectiveness Guehler’s Role/Effectiveness Desimone’s Role The Situation The 3M Corporation’s Optical Systems (OS) business unit needs to decide if they should proceed with the deployment of a new computer privacy screen despite two previous marketing failures. Background of 3M Corporation 100 Years of Innovation Highly Diversified Global Company †¢ â€Å"High-Tech†: Spends twice the U. S. Industry Average on RD (6-7% of sales) †¢ Strong emphasis on new products and technologies †¢ Fosters individual’s innovation within the workforce (â€Å"15% rule†) Internal Context at 3M Corporation †¢ Respect for the individual – â€Å"Stimulate ordinary people to produce extraordinary performance† †¢ Supportive policies/practices – 15% bootleg rule – â€Å"Make a little, sell a little† †¢ High standards, stretch objectives – 10% sales growth, 20% PBT, 27% ROCE – 30% sales from new products Internal Context at 3M Corporation†¦cont. †¢ Acceptance of â€Å"well-intentioned failure† †¢ Share/leverage resources – â€Å"Technology belongs to company† Background of Optical Systems (OS) †¢ OS Track Record (1979-1990) – Formed in 1979 through consolidation of several 3M optical technologies – Experienced 11 year microlouver development effort with minimal products – Lost between 3 to 5 million dollars per year – â€Å"Technology in Search of a Market† †¢ OS Changes Focus (1991-1992) – In 1990 new top management appointed – Focus on applications for technology The Product is Born †¢ In late 1990, the OS Team launched the computer privacy screen †¢ Product used â€Å"microlouver† technology to offer privacy of screen information †¢ By early 1991 the OS Team saw poor market reaction due to the large number of sizes needed and high purchase price †¢ Product was modified and re-launched in late 1991 with minor changes, but to no avail The Product is Re-Born †¢ Through prior-product analysis, market research, and harnessing some of 3Ms other technologies, a 3rd generation was created and readied for market in 1992. It combined features of competitor’s such as anti-glare, anti-static and anti-radiation †¢ Was ready for decision on â€Å"Authority to Proceed† Wong’s Options Go †¢Learning from two previous launches †¢Met rigorous threephase process †¢Team closest to market, competition, technology (trust them, don’t second-guess) †¢Committed team (motivational imp act) †¢Last chance for OS †¢Wong must be the champion Postpone/Cancel †¢Poor market research †¢Poor product concept †¢Price too high †¢Unrealistic market share forecasts †¢Unrealistic risk assessment †¢Needs more data, further study Other Options †¢Self fund †¢Mentor’s support †¢Outsource Guehler’s Options Approve †¢ Project passed three-phase review – Shouldn’t second-guess now Reject/Send Back †¢ Recognize as â€Å"well intentional failure† †¢ Has other high-profile â€Å"Pacing Projects† †¢ Problems with product, price, marketing strategy †¢ Lacks internal support †¢ Cost relatively low ($750K) †¢ OS unit believes, committed †¢ Don’t want to kill OS unit – Big project in pipeline (Needs 30% new products) Wong’s Role/Effectiveness †¢ Attracting good people – Noirjean, Melby Developing/motivating his team, building unit’s capabilities †¢ Creating, pursuing growth opportunities †¢ Keeping management â€Å"in the boat† Guehler’s Role/Effectiveness †¢ Empower frontline manager to find/develop attractive opportunities †¢ Coach/nurture/support fron tline managers to develop confidence and capabilities †¢ Set standards/goals for and develop selfdiscipline among frontline †¢ Balance between discipline and support Desimone’s Role †¢ Sets, communicates, monitors standards and objectives †¢ Protects, reinforces norms and values – Respect for individual Primary focus on organizational context more than strategic content How to cite 3m Optical, Papers

Value Propositions and Service Innovation-Myassignmenthelp.com

Question: Successful Marketing starts with the creation of an Effective Value Proposition. Discuss this statement. Use examples to support your discussion. Answer: Coles being one of the giant supermarkets had also formulated the value proposition in order to gain product differentiation from their close competitors Woolworths. The value proposition likes Cutting the cost of your shopping, Quality food costs less at Coles and It all counts for different products helped them to gain the product differentiation from their competitors. Marketing is considered as the fundamental involvement of certain activities, which result for attainment in customers potentiality of the organisation. It helps in establishment of customer relationship and maintaining it for a longer span. Marketing is also considered in playing a vital role for a product to survive in a competitive market. It helps in creating product awareness for the customers especially the customers, which the organisation is targeting. It also incorporates methods of customer convincing for buying a specified product. Customers with the help of marketing purchase the specified product and then provide feedback on the effectiveness of the product (Armstrong et al. 2015). Value proposition can be defined as the statement for marketing which, briefly summarises the reason for a customer in buying a product of an organisation and using its services. Value proposition is been utilised for convincing the clients or customers in purchasing specified products so that they could add value towards their organisation and the customers could attain value towards their lives. Both the concepts of value proposition and marketing are very much linked with each other, as both of them are very much dependent on one another. Effective methods of value propositions helps the procedure of marketing for becoming simple as the customers are already aware of the specified product benefit which they are purchasing (Covin et al. 2015). Value propositions is considered to be the prior step of marketing as it clearly demonstrates the significance and target market of the specified product. Marketing is the process that helps the organisations in creating a certain value for its customers as well as establishing a strong relationship with the customers for gaining benefits. The benefits are in capturing the customers value by establishing strong relationship with them. Marketing is also a management process that helps to identify and anticipate the requirements of customers and satisfy those requirements of customers (Kumar 2015). Market segmentation is done by organisation in order to achieve high sale for a specified product. Market segmentation is done by considering the factors like demographic as well as social status (Cross, Belich and Rudelius 2015). Value proposition of a product differs by depending on market segmentation it is dealing. For instant if an organisation focused to sell smart phones and the target market considered by them is youth and adult, then the value proposition will differ for both youth and adult. Value proposition for youth are factors like the smart phone is new for the market as well as it will match with the ongoing trend. When the market segment is considered adult then value proposition of the smart phone should consider the factors like the phones ability to handle the workload, its high speed of internet connection and the capability of phone in storing bulk amount of files. It is very much required for understanding nature of targeted customers for marketing, which can b e done by excellent value proposition (Osterwalder et al. 2014). The communication through value proposition is done in brief way. It is done in few phrases, which can be easily remembered. The features and the product value are not been explained by any sales agent to the clients in case of value proposition. It rather contains very strong messages regarding the products towards the customers. These strong messages are been displayed by the organisation where they think they have the high potential customers. For instant an organisation like Weebly, which deals with the website launching, blogs as well as online stores has the value proposition The easiest way to make a website. This type simple phase attracts the customers by drawing their attention towards the value proposition. An example of an organisation that used value proposition to a good effect is Netflix. Netflix has a value proposition containing three tenants based on their service. Tenants include original content, af fordable price and accessibility. Accessibility is mailing the movies copy, which their clients did not, received at Blockbusters. This value proposition helped the organisation in making their significant position in the market and in the heart of customers. The organisation also added online streaming services of the original content at an affordable price structure globally. Therefore, the organisation has utilised value proposition to a good effect (Sheehan and Bruni-Bossio 2015). Value proposition can be defined as the statement for marketing which, briefly summarises the reason for a customer in buying a product of an organisation and using its services. Value proposition is been utilised for convincing the clients or customers in purchasing specified products so that they could add value towards their organisation and the customers could attain value towards their lives (Star and Brodie 2016). It is also a significant part for branding the image of an organisation. Branding is considered as the process that helps in creating an image regarding the product as well as services within the customers mind. Value proposition helps in building a significant position of an organisation in market. Marketing is considered as a procedure and not an event. It begins with the distinguishing proof of potential customers. Identifying the potential clients is been effectively done by value propositions as the customer group who are interested for gaining the information on the specified product will turned out to be the potential customers. Potential clients for innovative smart phone produced by a reputed brand like Samsung targets both adults and youth. Information provided for client touch point will help in diminishing clarification amid the procedure of marketing. In this process marketer may requires to clarify as the clients already have an indication about the item. Value proposition statement will lessen the time for the marketer to convince the customer for purchasing the specified product. Brief statements on value proposition may have portrayed its elements as speed as far as network and the way that the smart phone is trendy. There are various contending items in market. Therefore, the company needs to have tactful skills for marketing their product especially for the customers who are having brand loyalty (Aaker and Biel 2013). Value proposition helps in differentiating the product from the competitor. During marketing, the customers get the information about the type of marketed products. Various smart phones are been released in the market, but with the utilisation of different phrases for different smart phones with the help of value propositions it becomes easy for customers in linking the statement with the products and differentiate them. Value proposition also helps in having a successful marketing as the information a value proposition contains helps the sales agent to make a successful sale as the statement of value proposition already boosted the products enrichment. Value proposition statements can also be modified for building an advertisement messages. This helps the business to be recognised for future. It does not contain detail of the product, as it is extremely concise, it state about an item in short and may not clarify the promoting issues like the valuing, the place item can be found or the techniques that are being utilized to achieve the customers (Skalen et al. 2015). It will enable the team of marketing to meet the expectations of clients since the recommendation will bring about interest of potential clients who may enquire and this will help in marketing the item to the correct individuals. Technological progression made organizations to favour utilization of web-based offering as opposed to centring just in physical offering. In web based offering the business bargain is shut without meeting the client therefore excellent quality of persuading a client is required since they have to trust the item prior of observing. Value proposition helps in drawing out the part of the way the item is utilized and making the marketing simpler, which should give extra data. A viable value proposition helps in assuming the whole part which marketing would perform like clarifying how an item works, how it is preferred and diverse over other comparable items in market, the advantages that would collect from making a buy with our association as far as saving money on cost as well as time. These announcements disclose everything for the client and all alone can persuade a client to buy which enables the association to diminish the cost that is identified concerning marketing. Organizations , which have been found in having good formulated value proposition, are able of attracting more number of clients. An investigation was perform where an organization had an item yet missing the value proposition and has done product marketing. It was seen that the marketed products was having a low sales. The organisation then formulated the value proposition and the outcome of it was quite amazing. The sale of the product was raised to three times than that of the first attempt (Payne and Frow 2014). Conclusively it can be stated that value proposition does have some significant factors, which makes the marketing easier. Value proposition assists the customer in gaining the knowledge about the product before receiving any information from the sales agent. It is unique and differs from organisation to organisation. Therefore, it helps the customers in differentiating the product as well as helps the organisation to differentiate the product from its competitor. 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