'Answering Question Number One\r'

'Go ahead Enterprises started as a companionship and made itself famous through and through its unique surface toys. The caller was able to settle a national reputation for their product.  Its strength lies in having a manufacturing represent which produces the toys. However, as competition intensified, the conjunction thinkers decided to overhaul the system and to go for much than profit.\r\nThis re-invention of the company was successful nevertheless only for a time. The atmosphere changed and soon the company found itself enquire where to start again.  Go frontward Enterprises evolved from a manufacturing boldness into a merchandise wizard. This made the significant over-turn of the company, which sadly, was an unlooked-for suicidal path.\r\nThe company reduced its number of employees and go to the city where it could commercialize toys. It has stopped manufacturing its own metal toys. It sold its manufacturing plant. This purpose was a critical one since the company neer realized its important re outset- the plant itself.\r\nHaving a manufacturing plant is one key for sustainability.  Plus, the company is sure that each metal toy fabricate is at its best. Quality is assured. The demands or orders for the products can be handled easily since Go onward Enterprises supervises its own operation. change the manufacturing plant was an unwise move.\r\nLosing a spectacular mass number of wad is alike critical since they be the company’s best asset. Letting go of competent and trained staff or employees is a loss to the company, too. People atomic number 18 one great resource that brings additional investments and profit. However, cutting knowledgeable and practiced employees off from the company may also issuance to downfall.\r\nThe company’s big bosses’ decision to source instead of manufacturing its own metal toys became a major(ip) disappointment in the long run. Go Ahead Enterprises created a niche fo r itself in the market. Changing the view of that niche affects the company. What Go Ahead Enterprises did was to create some other niche for itself by turning into a marketing company. It used to produce metal toys under its cross name.  But since the big bosses decided to make a complete overhaul, the company lost its niche as the manufacturer of metal toys.\r\nThe company leaders’ decision was enough to ruin the company unintentionally.  On organisational level, they deliver induced the change. What they failed to see is the long-term effect of that decision. They cut profits coming in like never before. But an initial success is not a guarantee of future sustainability and growth. The company leaders never saw that right and noble decisions may old lead to a bitter path.  They should have seen the consequences outgrowth before jumping to conclusion and endanger the company’s growth, position in the market and flavor of products.\r\nOn the other han d, environmental factors do guide a big part. Globalization floods the market with bald-faced products. This resulted to steeping competition and fight for consumers’ favor. Globalization made the market more diversified with more choices and alternatives. The consumers are left field confused, bewildered and happy.\r\nThe consumers are happy because influx of goods meaning affordability. They get to choose the products which suit their purse. Yet, cheap goods are sometimes made of inferior quality. Satisfaction is slake an issue. There are consumers who still opt to deprave branded products even if it is priced higher than the usual ones. demote to spend much than to be sorry, so they say.\r\nGo Ahead Enterprises banked on globalisation and joined the bandwagon to sustainment itself on top of the game. It imitated other companies which are also changing their company’s course to adjudge changes. The environmental change brought by globalization has transforme d, except not necessarily improved Go Ahead Enterprises.\r\nLosing the company’s niche, its manufacturing plant and its key people brought the company lower than what it used to be. Go Ahead should have main(prenominal)tained its manufacturing and strengthened its niche in the market. The leaders should have come up with more strategies rather than adopting a strategic plan, which in the end, brought more harm than profit.\r\nThe company must focus on its vision and keep the main thing â€Å"the main thing” (Hybels 2002). In this case, Go Ahead Enterprises constituent give be on its feet again if it will re-align its strength, assets, priorities, and focus on the main thing. It may not be money or profit but company reputation and sustainability.\r\nList of References\r\nHybels, B. 2002, Courageous Leadership, Zondervan Publishing, Michigan.\r\n \r\n \r\n \r\n \r\n \r\n \r\n \r\n'