Project Plan of Global Communications

Project Plan

of

Global Communications, Inc.

Victor Jimenez

Abstract

The growth of technology allowed other companies to compete within the telecommunications business. As a result, Global Communications’ (GC) revenue depreciated about 50% forcing employees to a reduction in salary and benefits. Furthermore, shareholders, investments and profits are at risk. Several decisions had to be made quickly in order to keep the company from going under, so executives at GC decided to compete with local phone and cable companies by collaborating up with wireless and satellite companies to serve its small business and consumer customers. Furthermore, GC senior leadership team rushed to execute a plan that excluded important inputs and concerns from the Technologies Workers Union. This plan was approved the Board and news was revealed to the workforce through grapevine. Due to the executives' lack of communication with the union, conflict between the two organizations became the focal point instead of the GC move to become competitive.

Executive Summary

Telecommunication remains an important piece of the world economy and the telecom-munications industry's returns has placed less than 3% of the gross world product. With this increased competition and advancement of technology. Telecommunications are constantly looking for ways to increase revenue, customer base, and profits. Consumers and investors are becoming increasingly interested in the competitive market by introducing new strategic products and services. Telecommunications industries are now faced with having to compete not only with local-long distance companies but also with cable providers. Global Communications is a telecommunications company facing obstacles in sustaining its competitiveness while respecting the rights of employees and stakeholders. In order to meet business needs and demands, GC's Management Team developed a plan to reduce operating cost approximately 40% by outsourcing several of their technical support centers to Ireland and India. The cons of this plan will leave many employees without jobs. GC biggest dilemma is attempting to overcome these objectives in order to once again become a leader in the local market while effectively satisfying the expectations of all applicable stockholders.

 Rapid Payback – The median payback on investments in GC is 8 months. For 67% of IT investments studied, companies plan to recover their investment in the solution in less than one year.

 Significant Value per User – All organizations in this study realized direct business benefits from deploying GC. The median Net Present Value (NPV) of costs and benefits expected is $4,000 per user.

 Meaningful Rate of Return – Median Internal Rate of Return for GC investments is estimated to be 142%. Even the low value of 46% far exceeds the hurdle rate at any company.

GLOBAL COMMUNICATIONS, INC.

Human Resources

Exhibit 1

Competitive Advantage

When evaluating GC’s competitive advantage, there are several viewpoints that have to be taken into consideration. GC has a commitment to live up to the ethical principles: accountability, respect, and loyalty, even when confronted with personal, social risks, and economic pressures. GC’s shareholders will be affected if a plan for improvement is not implemented. These people deserve a right to know the status of the company. Furthermore, they should be allowed to vote for future changes within the company. If all these things are done, customers will stay loyal to Global Communications. Management should learn how to increase revenue and profits without excluding other organizations from future decisions. The union should strive to keep all employees best interest at heart, and then they will build a healthy relationship with the workforce. When the workforce is happy, one can expect better job performances.

 Valuation by Traditional Measures presents a detailed summary that uses standard,