Table of Contents



1.1 Organizational change management 2

1.2 Program change management 3

1.3 Project change management 4

1.4 Technological change management 5


2.1 Democratic leader. 6

2.2 Pace setting. 7

2.3 Commanding. 9

2.4 Coaching. 10



Change management is the process and structures put in place by an organization to handle the growth and improvement process within the organization (Beerel 2009). For any organization to succeed it must continue to reinvent it, adapting to changes in the industry and also in the environment of business. The process of change management begins by defining and strategizing to adopt change. Structures in the organization should be such that they encourage change rather than determined to maintain traditional production and business strategies. All members of the organization should be prepared for change at all times. Change management is whereby managers and leaders of an organization develop plans and take actions with these plans as a guide to improve or grow the organization. It is the process of corrective action that encourages stakeholders, members of the organization, managers and even employees recognize the need for change, and develop strategies that encourage and abide with the change (Drucker 1995).


Change is a constant factor in organizations today. It does not matter the industry type, business environment or nature of business that the organization sis involved in, change is a recurring subject (Bereel 2009).  The philosophies of change management have become enthroned in the business world. Many CEOs and leaders have become the benchmark for adoption of various principles and styles in change management. One of the greatest managers, who has challenges and developed his own complex style of change management, is Marius Kloppers, CEO of BHP Billiton, the largest mining company.

1.1 Organizational change management

This kind of change comes from restructuring of changes directly to the businesses. Mergers, acquisitions and company restructuring are all perfect examples of organizational change. According to Bereel (2009), Managing this change often involves changing people from their traditional sense to new directions, allowing employees to maximize the use if their talents and skills to ensure that they are able to meet the new goals and adapt to the new structures that have been put in place.

Rio Tin was imbedded in the culture of BHP Billiton. For decades the companies had been involved in a never ending business deal.  BHP made annual offers to purchase and merge with the company and each year they were turned down. At the beginning, Marius Kloppers, upheld the tradition. However, with time, he realized that too many resources of the company were directed towards the merger, when such talents could be used elsewhere. He therefore made the choice to stop the negotiations. This direct step put him forwards as one of the best agents in managing change.

With the wave of mergers picking up again, following tough economic times globally, Marius Kloppers, renewed his desire to merge BHP Billiton with several other small companies. He saw that the resources available to these companies, technology sued in these companies and location of these companies would give his company an edge over its competitors. One of the proposed and most spoken about mergers is that with Glencore-Xstrata, a company that has advanced some of the highest technological innovations in the mining industry. Though much smaller, the technology owned by this company would revolutionize the production process, cutting production costs by a majority. The CEO had prepared his entire staff, implementing changes which included hiring new staff so that the amalgamation would not have any main impact on the strategic goals and structure of BHP (Kippenberger 2002p.109).

1.2 Program change management

This form of change management deals with structural and process changes. Each program has desired goals, which in turn are directed towards ensuring that the organization meets its own goals. Program changes are more directive than normal goal changes and sometimes are inbuilt into the culture of the company (Drucker 1995). For example a program change could be directed at reducing costs, this means that all branches of the company individually and by themselves are working to reduce the cost of production. The success of program change management comes with the complete incorporation of the change into the organizational structure.

Marius Kloppers, was a determined CEO, determined to reduce costs and manage employee schedules in such a way that increased the productivity if the company. One of his major changes could be seen and reflected in employee behavior. What had become a Lazy and satisfied culture in BHP was turned around by this CEO. Lazing around stairs, taking too much personal time, extending lunch hours became a thing of the past. According to World News (2004), Although the new regulations were met with severe criticism at the beginning, over time they were extended to become part of the culture. Rewards and performance recognition, served to make the rules more acceptable.

The mining industry as Marius Kloppers, stated severally is on a steep growth curve. Employees, being the most valued assets of an organization are the only ones who can implement and drive program changes that keep the company above par. To do, however, there are chances that management may have to provide and push the employees to implement and sustain the changes.

1.3 Project change management

This is change that is directed towards specific projects within an organization. A business entity is often involved in various different projects that are directed towards making changes, and ensuring   the business entity meets its goals. Kotter (1996) suggested that Challenges and opportunities that come up in the project course necessitate changes that are directly related to the project. Individuals and the company art whole may have to make changes to the project’s goals and plan turn to utilize these new opportunities.

In the beginning of 2006, aluminum mining and technology was seen as the greatest and the biggest opportunity for mining companies. Marius Kloppers began a project aimed at ensuring that BHP would enjoy the benefits of aluminum mining (World News 2004). Employees were hired, proposals were considered and the project took off, with a budget of three billion. At first selling the proposal to stakeholders and shareholders was an uphill task, but as more and more attention was given to aluminum mining by experts, the company began investing more and more into the project.

However, a few years into the project, analysis showed that the generation was much lower than had been expected. Expecting the losses to increase, Marius Kloppers made the decision to stop the project, completely. BHP was the first company to stop investing in the future of aluminum mining. The project was disposed off at a loss, selling at a total of $2 billion dollars (Kotter 1996p.224).  The decision to let go of the project, was made together with management of the project on realization that future prospects in the business were low.

Several projects which BHP has been involved in have been changed or undergone some form of change in order to maintain competitiveness. The result is that a large percentage of the projects undertaken by the large mining company under the management and leadership of Marius Kloppers, have become outstanding successes. The company has a strong project change management structure that has allowed projects to grow and deal with the challenges of the project faster. Drucker (1995) indicated that Each of the projects has been directed towards reducing costs, increasing productivity and meeting customer demands faster and much more easily. As long as products meet the clientele demands, and are delivered within the time specified, project changes are considered a success.

1.4 Technological change management

This is change that comes with the advancement of technology. Technology in various forms has caused changes in the business environment. For example, online and internet technology has expanded the market for products and the ability of companies to communicate with their clients. Technological change management deals with predicting future advancements n the industry and taking advantage of the same before other competitors do. It also includes development of structures that will support the change in technology before time (BHP Billiton 2005).

One of the best examples involves the entry of aluminum mining technology, of which BHP was among the first companies to unveil. Although the technology was found to be costly, BHP showed the importance of aluminum as a product, and as the foundation for success in future mining companies.


There are several leadership styles adopted by people of various character and natural ability. The leadership style in management of an organization reflects more on the needs of the organization rather than the needs of the leader himself. Kotter (1996) stated that the history of an organization, it backbone and culture determine the nature of the leader and the leadership style that the leader will elect to go by. The demand s facing an organization call upon different leadership styles which when adopted bring to fruition the pursuit f organization goals faster and more effectively.

Marius Klopper has for a while now been described as the most complex, leader in this era. As a CEO he has shown so many facets in his leadership style and described himself as a combination of leaders. He has become the embodiment of the statement that leadership styles adapt to the needs of the organization rather than the organization adopting to the leadership style. As BHP underwent various changes, he adopted various leadership styles for each season and depicted various personalities and chacteristics that went with these leadership styles (BHP Billiton 2005p.27).

2.1 Democratic leader

This is a leadership style that is founded on the assumption that everybody in the company has something to contribute, and each and every contribution should be given a platform to succeed. This leadership style is characterized by voting, meetings and an endless supply of new ideas. The leader leaves the decision making to his team, believing in their capabilities and abilities to make the best decision for the company. The company moves as a collective unit taking each step together. This leadership styles is considered to be ideal, especially where the goals of the organizational and activities are not very clear. However, the democratic style can be cramped by endless meeting and long decision making processes which in turn stall many of the progressive projects.

Under the influence of his mentor, Marius Klopper, was a democratic leader. Decisions on projects and products were made as a team rather than on his own. He likened himself to a coach in a cricket team where the team plays were made together. rather than sit back and yell out what he thought was best, he engaged  the team in decision making, voting was carried out and the best decision put to table, his managers, felt that this democratic style of leadership worked best in some areas, such as in the process change decisions.

However, even with this style, Marius Klopper, realized the importance of a focused leader. Without some sensible direction, democratic leadership can become the most unproductive and time wasting type of leadership. People can spend so much time arguing and building cases for their own ideas, and very little time pursuing the business growth (Newsmakers 2001). Furthermore, individuals and especially mangers can begin conflicting on various ideas, causing a rift in the employees and the organization as a whole. To avoid this, managers under the direction of Klopper were made accountable for their own ideas, responsible for the performance of their departments and were rewarded not just for innovative ideas but also for a cohesive workforce.

2.2 Pace setting

This is a kind of leadership popular in a competitive industry. Under this leadership, the leader demands that all people find ways o do things better and at a lower cost. The legacy of this leader often includes extreme cost cutting measures, lower productive costs and high quality goods and services. A pace steer is a leader who is hard to replace and where demands not just the best but everything from his workforce. Failure is not an option, and the performance of his employees his rated highly.

According to Newsmakers (2001p.73), this style of leadership was evident when Marius Klopper, decided to transform BHP into a benchmark company in the industry. Cost cutting measures were extreme, for example in the Pert office where employees were required to take less than an hour eating lunch in order to reduce overtime costs. The overtime was to be accounted for and approved by the main office. At first this measures were resisted to just by the workforce but also by the managers, but over time the importance of cost cutting measures became evident and part of BHP culture.

Employees who introduced new and innovative ways to reduce the cost f production, and such ways were successful became examples by which others were forced to live by. Under his leadership, managers who showed maximum cost cutting measures were not only recognized but were awarded.  Managers, who were unwilling to take up cost cutting on the other hand, were replaced (Newsmakers 2001). This style of leadership is fast paced and requires people to be open minded about the changes in the organization.

However, this style has some major weaknesses in that it is prone to massive turn over. Employees who experience too much change and who feel the demands placed on them are too many are more likely to leave the organization for others with fewer demands. Furthermore, managers under this style of leadership face the possibility of complete burn out and high levels of anxiety. These factors likely to cause increased health problems and low productivity.

Pace setting is a style that takes advantage and makes full use of employee talents and skills bring maximum profit to the organization (Kippenberger 2002). When Marius Klopper, joined BHP, he felt that much f the talent in the company and the skills acquired by employees were going to waste yet they could be used generate income for the company. As such he made the rules tighter, regulating everything including the coffee in the cafeterias as a method of employee’s motivation to be productive. This style worked for the short term, with BHP moving up fast and increasing its productivity greatly. However, in the long term it was not sustainable.

2.3 Commanding

In this style of leadership, the leader makes all the decisions. An employee is not expected to generate any ideas, and in fact speaking up is often frowned upon. Only decisions that have been approved by the leader are put to use. Although employees may perform exceptionally, they are not rewarded or given the recognition. It is assumed that employees would always perform exceptionally otherwise they are replaced. On the other hand, failure and under performance is met with severe criticism from the leader. There are no opportunities to fail, and people are not given second chances. In this style of leadership employees either perform or they are gone. Replacements, firing and transfers are a daily component of this leadership style.

Many critics, business writers and analysts have felt that Marius Klopper, is a commanding officer. Articles have been written quoting and showing examples of his military style of leadership. In the Perth office for example, employees were not allowed to stand in stairs, talk to each their idly or loiter around the company offices.  Such rules seemed extreme, and punishments were severe with cases of reprimand from Klopper being cited (Leading Developments 2005). Employees lived in a continuous state of fear, and although the office was the most productive within a few years it was also the least motivated office. Over time, managers had to persuade Klopper to move from this controlling type of leadership.

Commanding leaders often have t control everything, even the smallest aspects of the organization. This can be seen, in examples of Marius Klopper.  In 2008, Klopper made the decision to remove spicy soup from the cafeteria menu citing that employees spent too much time drinking the soup, time which could have been spent on production. Furthermore, he required that employees report to their supervisors every hour that they were outside the office. These demands seemed extreme and at times annoying, but his style of leadership proved effective when the company needed a complete turn round.

2.4 Coaching

This style of leadership focuses on mentoring managers and employees, showing them how they can improve themselves and guide them at the same time through the improvement process. Coach leaders, do not necessarily level the employees and managers to make their own mistakes, but rather attempt to show them the error of their ways before they begin.

Marius Klopper, and his renowned analogy of the cricket team is a good example. His managers have often stated that they are the team and he the couch. He calls the shots, makes the directives and ensures that the team is headed towards one goal. Mistakes can be tolerated, but not for long. learning is an expectation of this leader.

In 2005, when he separated the regional offices allowing them autonomy, Marius Klopper adopted this style of leadership (Leading Developments 2005). He took the time to train and build his managers, giving them the skills they required. He helped them make decisions and resolved challenges for them, as part of ensuring their growth.

As organizations grow , develop and are influenced by external factors, change management becomes necessary. Change management allows the organization to adapt to various changing elements in the business environment. When an organization is changing, management and leadership must adopt t the changes. The goals, strategies and plans of the organization cannot remain the same, adoption is a must to ensure exemplary growth. When management and leadership remains the same, competitors are likely to take advantage and push out the organization from the industry.


Beerel, A. C. (2009). Leadership And Change Management. Los Angeles, Sage.

Drucker, P. F. (1995). Managing In A Time Of Great Change. New York, Truman Talley Books/Dutton.

Kippenberger, T. (2002). Leadership Styles. Oxford, U.K., Capstone Pub. Http://Site.Ebrary.Com/Id/10441449.

Kotter, J. P. (1996). Leading Change. Boston, Mass, Harvard Business School Press.

(2005). Leading Developments – BHP Billiton To Market One steel’s Project Magnet Iron Production. Engineering And Mining Journal. 206, 5.

(2001). Newsmakers – BHP Billiton. Engineering And Mining Journal. 202, 16dd.

(2004). World News – Australia’s BHP Billiton Bumps Production. Coal. 109, 7.

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Communicating and promoting the project for organization restructure. 2

Defining The Project 3

Tools used to plan for the organizational restructuring. 4

Importance of the project to Human resource dimensions. 6

Marketing Human Resource Dimensions. 8

Addressing the customers. 9

Addressing the Competition. 10



For organizations to obtain control and efficiency, managers need to understand the importance of change. Many scholars agree that without the organizations changing, then the job of the manager would be quite easy. Change makes the environment within which the organization operates would not be uncertain. Planning from tomorrow would be as easy as planning for today. Decision making would also be made much simpler since the results of each alternative would be easy to predict. Managers often have to respond and balance the need for an organization to improve the way it currently operates and of course change in response to events that have not been anticipated. Change in an organization can be defined as the movement of an organization away from the state that its currently operating under in order to increase efficiency and effectiveness, the important thing to note is that organizational change is not just about one aspect of the organization, even small simple changes can affect the entire organization leaving no aspect, department and system unaffected.

Organization change is any alteration that changes people, structure and technology. These are considered the three categories of change. Structure speaks to departments, definition of duties and the actual structure redesign. Technology is the second category, which is defined through work processes, methods and equipment used in the organization. The final category falls under people that is attitudes, perceptions and even culture of the people involved in the organization. Change in each of these categories often requires an individual or event to act as a catalyst. Decisions to make changes for adaptation or even efficiency requires complex planning because change often disrupts the status quo and poses a threat to the organization, (Mariotti 1997).

Communicating and promoting the project for organization restructure

Advances in IT have completely changed how the mangers have been communicating. It seems that for organizations such as Human Resource Dimensions, email has become the go to in terms of communication. The idea of technological advances is to save time and energy that would be spent on passing a message. However, proposers of this project understand that this is not always the case. The project is set to promote and implement organizational re-structure and emails may not be the best way to communicate the changes being implemented. The communication strategy for the project is twofold

In the first stage, the project team will be dispatched to the various departments where they will personally deliver and implement the changes expected. For example, I am expected to work closely with the sales team to implement the new marketing and client handling strategy. This strategy has been chosen to ensure that all team members understand what is expected of them. In addition, the team member can really the reactions to the change and therefore ensure that the next stage is properly carried out. Further, they can also report how the team handles challenges and obstacles in implementing the change.

In the second stage, the messages will be delivered through department and company meeting. This is especially necessary to ensure cohesion in the employees. Changes that are met with conflict and too many challenges will be addressed through the meetings to ensure that employees understand they are not the only ones dealing with that particular problem. when they come together to address the challenges, the company will experience togetherness and therefore make changes easier without killing employee morale.

Defining The Project

Management of change is not only about identifying the source of the problem, there is also the need to deicide the ideal future state of the company and how to reach and achieve such state. In this case, managers of the Human resource dimensions are making decisions on what kind of business level strategy should be. The changes made in the organizational structure will affect how the business will continue to prosper in the future, (Clifford and Thorpe 2007). Based on the knowledge have acquired through studying management and control of management, I have devised a strategic plan on how to deal with the problems facing the company. To improve the company’s ability to monitor and control its recruitment and human capital acquisition processes, the first step is to shift all recruitment and acquisition processes to the main offices in Atlanta. Currently, the eight departments had done their own recruitment for projects and clients. The recruitment through one center ensures that the managers are now free to focus more on improving customer sales and service henceforth. This is a major company weakness that I have noted with the company. It is also important to consider halving the size of the departments in order to concentrate and consecrate the strategies and activities. Majority of the workers in the departments are doubling on duties. That is, one duty is being completed by sometimes more than two people which results in replicating of the same thing at the cost of the company.

Defining the change also includes identifying obstacles that would cause resistance to the change. There are issues present in the organization from reaching the ideal future state. Obstacles are not just corporate or even divisional, they are also at departmental and individual levels. The project being proposed here is one that is at company level; change in the organizational structure will completely affect the current balance of power. The structure in itself is a powerful and often formidable obstacle to change. The company in itself does not possess a flexible culture which makes it quite inert in itself. The rigid culture makes it a much more bureaucratic organization. The same obstacles are expected to be encountered at the divisional and departmental levels. It is expected that the departmental managers themselves will differ in their attitudes towards change.

Tools used to plan for the organizational restructuring

The change management strategy as with all aspects of the company, the project based on restructuring management and decision making in Human Resource Dimension will be accompanied by a singular strategy. The project itself proposes to use a bottom top strategy in implementing the necessary change to make the company more efficient. This means that the change will in fact be more gradual rather than immediate. The staff and employees will take time understanding the new command and decision making structure. The project includes a detailed plan for the required and implemented change. The project has chosen this strategy in order to combat resistance that is expected when the changes in the company structure come into play. The emphasis of this strategy lies in exemplary communication that is, the company employees need to be kept in the loop, during and over the time of change. This means that the employees play a participatory role in implementing the change. As such they are able to combat much of the conflict that could arise.

Based on Campbell (2014), The top down approach could be easier and in fact faster to implement the necessary change. This strategy which involves the managers making the decisions for change, implementing the change and dictating the goals for change is revolutionary. However, it falls short when it comes to long term resistance to change.

The managers need a system of organizational learning , that is the process through which the company can increase the ability of the members to understand, adopt and respond to changing conditions. This process can help members including managers make proper and effective decisions about needed changes. For the managers of Human Resource Dimension, assessing the need for change calls for two activities to take place immediately recognizing that there is a problem and identifying the source of the problem. In the past, managers have had trouble identifying and determining that something is wrong in Human Resource Dimensions because the problem has been gradually developing. The organization performance has been slipping for years without any detection. With the company performance struggling and the future of the company looking dim the need for change is obvious.

The main problem lies with the founders of the company. Though experienced in human resource and capital acquisition, they fell short when it came to managing change and control. They instructed managers to do what they thought was best to grow their departments. This meant that in many cases, the departments are working in conflict. Extreme competition among the different managers means that departments are not working cohesively. This strategy was ideal during the early years when the company needed to tap a large market share. The strategy however, is no longer acceptable at a time when its experiencing intense and fast competition from other lower companies dealing with human capital. The problem for the managers is the need for change in the company, and not just change bust actually fast change. Assessment of the change is twofold

Changing structure the structure includes organizing responsibilities such as allocating authority to the different managers. It is important for the company managers to recognize that once the changes have been made in the decision making structure and formalization of the organization, they are not final. The company will be exposed to changing conditions and events that may bring about the need to make structural changes. The organizations structure is defined in terms of work specialization, departmentalization, chain of command, span of control, centralization and formalization. Each of these structures will be affected by the proposed change in management structure. There may be need to drop, merge or expand the duties by each department manager. The traditional management structure needs to go completely.

Changing people which includes changing attitudes, expectations, perceptions and behaviors. Although this may not be simplistic, changing people is far from easy. Organizational development though in some cases refers to changes in all categories, in this case essentially focuses on techniques to change people and the nature and quality of inter-personal work relationships. The executives of Human Resource Dimensions, need to understand that the success of future customer sales and service strategies require and depend heavily on changing employee attitudes and behaviors. There are various strategy which the managers can use to ensure change in people such as team building, survey feedback and intergroup development.

Importance of the project to Human resource dimensions

Human Resource Dimensions is one of the fastest growing human capital consultant companies based in Atlanta Georgia. The company has topped the list for Atlanta’s most respectable and profitable companies . with more than $1million being reported in terms of profits, this company is set to be in the fortune 500 companies. However, when joined the company I found and identified a matter that required immediate attention by management. From the year 2000, the company’s sales and profits were reported to be declining sharply. Even though, the company itself still maintained some profit , the declining sales and profits are a matter of concern to the management. The company has for a while not experienced major changes that would allow it to stem out competition, especially since it has been in existence for much longer than most.

After studying the company for a while, I have been appalled to discover that the top managers have paid little attention towards monitoring and controlling Human Resource dimensions and developing centralized control system that would provide detailed information on the performance of the different departments. The company operates with a decentralized culture in which each department manager treats his or her own department as a kind of personal fiefdom in which they have the right to control the activities as they see fit.

The project in itself will provide the following strengths to Human resource Dimensions as a company

Provide alterations to managers skills one of the issues that is evident from studying the company is that the manager skills have been dormant or equivalently been misused for tasks that are too mundane. Managers in the company are engaged in destructive competition rather than employing their skills towards; critical planning, organizing and controlling. The project will include the process of redefining the roles of the managers, taking away some duties on one area and increasing responsibilities in another. This will ensure that the company makes good use of the skills of the managers in play.

Building a culture for change scholars have found that organizations with a culture that promotes change are more likely to experience growth and in return immense profits. Projects are changing the way they do things, companies and even large multi-nationals are changing their approach to various things, (Thompson 2012). Since the company is servicing such clients, it follows therefore that there is need to promote a culture for positive change rather than a static culture, completely resistant to change. It is important for employees from the most junior to the most senior to develop a need for identifying and making the necessary changes for the good of the company. Through this project, each member of the company will acquire the necessary skills to plan for, identify and respond to changing aspects of the organization and the market.

Human resource the company in itself deals with providing high end employees to their clients, however, it has become apparent that the company has slacked on improving its employees. For the project to work, there is need to identify talents and skills among the employees. Those who respond faster will of course be on the fast lane towards promotions and increased responsibilities. On the other hand, those who are laggards are most likely to be left behind, demoted or even let go. The employees of the company and the future human respire pool play a major role in ensuring that the project is successful and is implemented with as few hitches as possible. This also includes the managers who will be most affected by the changes in organizational structure.

Marketing Human Resource Dimensions

Despite being the fastest growing human capital service provider in Atlanta, the company has been experiencing a decline in income. Such decline can be attributed to slower decision making when it comes to marketing. In the past, the marketing manager has been delegated the responsibility of all decision making when it comes to promoting the business. Unfortunately, because he is working idependently without the input of other managers most of the marketing strategies employed have been disastrous. With the changes being implemented, the marketing manager and all other managers will be required to work together to implement the marketing strategy. To the clients, the company has always seemed disorganized in decision making, slow and bureaucratic. Thus, they have opted for other newer, smaller companies with excellent customer service.

The nature of the exchange processes between clients and the company has changed dramatically in the past few years. This singular change has contributed significantly to the decrease income and profits. Majority of the main clients are slowly and gradually pulling away from the company following poor client relations. This is a company that requires excellent, strong and long term relationships with the clients. Clients that are new, if satisfied with the service and handled carefully will continue generating income and business for many years. Poor handling of clients has led to many clients pulling out of the company. Many others only bring in business because they have no option. The marketing manager has often applied the traditional marketing tools that is market segmentation, target selection and strategy development. However, with increased competition and various other changes in the needs of the client these traditional strategies are falling short.

Addressing the customers

The marketing manager has often failed in one major aspect, he and the accounts managers have not been working together. This means that he does not understand and cannot comprehend the needs of the customers and clients. Human Resource Dimension in the past has been renowned for providing excellent talent for short term projects in non-governmental organizations. However, recent studies show that the company ahs untapped potential of providing the same services not only to large organization, businesses and multi-national corporations but also to small and upcoming businesses. Majority of the focus in the service provision industry focuses on the already saturated big companies market. This is where the traditional marketing strategies have been focused.

Relationship marketing on the other hand, proposes to work closely with small business and organizational structures. Such businesses are an ideal ground to build loyal clients who can grow the business through various networks. All they require is excellent customer service, as they grow so will the company. In addition, these small businesses provide a much better cushion. Should one of the small enterprises pull off from the company, the ripple effect into the organization will be much smaller as opposed to a large multi-national corporation.

The new marketing strategy requires proper planning, where all managers of the organistaion will play a major part. The plan requires input from all managers and employees, with the marketing manager only implementing the decisions agreed upon. Where in the past, the entire company has left the marketing strategy to be implemented by the marketing manager alone, this will be a joint responsibility plan for all members to apply. Relationship marketing will take place in all departments and divisions of the company. Each employee will be responsible for ensuring the client is not only satisfied but that his needs are also addressed uniquely. The unique experience is expected to create a large base of loyal clients over time.

Addressing the Competition

Marketing the company also means addressing the completion strategically. The company has in the past ignored the competition, imagining that because of past successes the competition is nothing to deal with. This has been fueled by the fact that the major competition comes from ideally small firms with less than 2employees and whose mandate requires dealing with specific clients. For example, the small Royston firm deals only with architectural clients, providing talent that is ideal for that industry. The increased completion has resulted from the fact that the company no longer plays at equal footing with such small firms. Studying the competition, it is obvious that the small firms have addressed relationship marketing and made this a priority. Some of the small firms have only two or three large clients, but are more focused on building those relationships rather than acquire new clients. In this way, it becomes difficult for the company to draw off and expand its market share.

This is why, the proposed marketing strategy includes aggressive building of relationships with the small untapped market to ensure that the company becomes associated with excellent customer service and receives high reviews.


Campbell, H. (2014).-Managing organizational change.-Kogan Page

Clifford, J., Thorpe, S. (2007).-Workplace learning development delivering competitive advantage for your organization. London, Kogan Page Ltd.-

Mariotti, J. L. (1997).-The shape shifters continuous change for competitive advantage. New York, Van Nostrand Reinhold.

Thompson, A. A. (2012).-Crafting and executing strategy the quest for competitive advantage concepts and cases. New York McGraw-Hill/Irwin

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