TOTAL DE ARRESTADOS POR AÑOS
3. La lucha contra el yihadismo en Europa
3.1. Modelos unilaterales de lucha contra el terrorismo
6.5.1 Invest in technology innovation driven by a research and development centre.
In order to succeed well at any its competitive priorities, according to Davis and Heineke (2005: 33) a business operation must determine its critical success factors - these being the activities, conditions, or other deliverables that are necessary for the firm to achieve its business goals.
Davis and Heineke further state that once the critical success factors have been identified, the firm must develop a set of distinctive or core competencies – an exceptional capability that creates a preference for a firm and its products or services in the marketplace, enabling it to achieve a leadership position over time.
Salvatore (2004: 405) describes the above as part of a broad strategic behavioral aspect of especially firms in an oligopoly market environment such as print newspapers. Salvatore (2004: 364) describes oligopoly as „the form of market organisation in which there are few sellers of a homogenous or differentiated product.‟
Avusa Media (Port Elizabeth) is a long established business in exactly the same market environment. The firm traces its history back to 1845 when one of the division‟s daily English medium newspapers, The Herald; was established. For decades, it enjoyed distinctive competencies that included total dominance with English medium newspapers that shaped its market segment‟s preference for its products as leaders in the region.
The Port Elizabeth based operation is now part of a bigger group, the JSE listed Avusa group with ownership or interest in various media and entertainment businesses, as well as a partnership with London based, Pearson Group.
Yet, during the course of the research into technological innovation in post production processes of the print newspapers, it became apparent that despite the obvious erosion of its traditional print newspaper market by digital platforms, Avusa Media and the group in general, while heavily immersed in the media business across various platforms that include digital and electronic, does not have a dedicated strategic business unit – a technological hub or division - that is focused solely on developing or at least harvesting innovative technology for adoption and adaptation to its businesses in order to remain competitive.
In other words, the process of concurrent engineering (Davis and Heineke: 2005 146) by which new products and production processes are set up to facilitate speed to market is badly compromised if not virtually crippled.
For a company of the size of Avusa, this is a major weakness that is obviously leading to loss of competitive advantage for a major component of its business;
its traditional print newspaper, magazine and books products – but more for its print newspapers as demonstrated above.
Indeed, some of the findings of the case study research reflect a level of confusion within the company and group on how best to deal with the erosion of
its print newspaper product‟s competitive advantage by emerging fast paced digital platforms.
As respondents to the case study research related how the Eastern Cape division of Avusa Media reacted to the challenge of speed to market posed by the internet, and by extension, the entire Avusa Media division; it emerged that the company apparently embarked on a variety of actions that were directed at enhancing productivity at editorial and prepress stages, while cutting down costs.
However, these were actions that had little direct positive impact on post productions processes necessary for continued competitiveness in a highly dynamic and fast changing news and information services landscape.
Instead, in order to compensate for its weakness in research and development, the company apparently latched on the internet by establishing websites for its print newspapers but with no clearly defined business strategy and therefore ended up – as some of the respondents stated - giving away its print newspapers‟ content for free online and in the process killing its main revenue generating business, printed newspapers; as circulation dropped with the migration of readers online.
A medium to long term strategic investment into a technological innovation division can go a long way in enabling the company to remain competitive a news and information products and services company.
6.5.2 Management at all levels must be fully involved in strategy development.
From a strategy perspective, Kreitner et al (2002: 8) as quoted by Werner (2007:
8) management is the process of working with and through others to achieve organisational objectives in an efficient and ethical manner.
Wener (2008: 9) further states that the profile of the 21st century workplace is undergoing immense and permanent changes, greater speed, efficiency and flexibility are demanded of organisations with teams having become building blocks and participative management empowerment thereof having become the keys to business success.
However, among other things that became obvious from respondents in this case study research was an apparent lack of, or at least an intermittent involvement by all functional area managers in strategy development at Avusa Media (Port Elizabeth).
This reflected in two ways, actual comments by the managers on how the process of strategy development around measures to counter the challenge posed by new digital platforms on print newspapers were formulated; as well divergent views on and or precise knowledge about many of the actions taken and what their objective was.
In Response 6.2.12 above, the answers given by the respondents reflect a majority view and not a singular common view reflecting a common understanding of all the process and their objectives.
This is further evidenced by respondents‟ views on the outcome of the actions taken by the operation‟s management in Response 6.2.13 and 6.2.14.
As stated by Werner (2005: 8) given that all the respondents are functional area managers in a strategic business unit (Avusa Media Eastern Cape: Port Elizabeth), it would be generally expected that they all would have a common understanding of the strategy implemented to the extent that it impacts on all of their functional areas.
Indeed, as also pointed by Davis and Heineke (2005: 34) strategic operations decisions are highly interrelated and that when decisions are aligned, which can occur only through involvement of all managers in relevant functional areas, the strategy stands a good chance of success. Davis and Heineke state that when the decisions are not aligned, intra-organisational conflicts arise and customers can feel the disconnect.
It would serve Avusa Media (Port Elizabeth) and the rest of Avusa Media well to close the gaps that apparent among functional area managers with regards overall unit and division strategies.
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ANNETURE A
CASE STUDY RESEARCH QUESTIONNAIRE:
A CASE STUDY ANALYSIS OF INNOVATION IN POST PRODUCTION STAGE OF PRINT NEWSPAPERS IN SOUTH AFRICA
By Sicelo Fayo (20625260)
Nelson Mandela Metropolitan University School of Business MBA UNIT 2010
Name of Participant: __________________________________
Date: __________________________________
Place: __________________________________
Time: __________________________________
Duration: __________________________________
Questionnaire: Part A
QUESTIONS:
1. Would you agree that speed to news market is the single most serious and pressing challenge posed by rapid information technology development (specifically the internet) on traditional print newspaper?
a. Yes?
b. No?
(If you have answered “Yes” above, please skip Question 2 and go to Question 3 below)
2. If not, what in your opinion has become the single most serious and pressing challenge posed by rapid information technology development (specifically the internet) on traditional print newspapers?
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
3. How has this shaped the operation of your print newspapers over the last decade? In the face of the challenge, did you find the company having to:
TO DETERMINE THE EXTENT OF IMPACT OF THE DISRUPTION CAUSED PRIMARILY BY, AND ESTABLISH REACTION BY AVUSA MEDIA (EASTERN CAPE) TO THE DEVOLUTION OF RAPID INFORMATION TECHNOLOGY ADVANCES ON PRINT NEWSPAPERS.
(From Question 1- 21 please tick with X of
√
the appropriate box)1 Reduce Increase Staff in newsrooms?
2 Reduce Increase Staff training in newsrooms?
3 Reduce Increase Newspaper sizes?
4 Reduce Broaden Newspaper content?
5 Reduce Increase Print editions?
6 Reduce Increase Edition deadlines?
7 Reduce Increase Printing volumes per edition?
8 Reduce Increase Printing deadlines?
9 Retain Change Printing technology?
10 Retain Change Printing paper type/quality?
11 Retain Change Ownership of press (outsource)?
12 Reduce Increase Printing press staff training?
13 Reduce Increase Pre-press production?
14 Reduce Change Pre-press technology?
15 Reduce Increase Pre-press staff training?
16 Continue Discontinue Self-Distribution?
17 Retain Alter Completely the mode of distribution?
18 Retain Alter Completely the time of distribution?
19 Retain Alter Completely the volumes for distribution?
20 Reduce Increase Capacity for distribution?
21 Leave as is? Yes No (Ignore this and the next question (22) if you have answered any of the above questions and proceed to question (24)
22 If left as is – how did you respond to the challenge?
23 What was the rationale for the action/ inaction?
Thank you very much for participation in this research. Your co-operation is truly appreciated.
24 How have the actions taken/not taken impacted on this specific
27 In your opinion, is printing press technology in particular;
29 Would you invest or encourage the company to invest in the new technology infrastructure or would you prefer that someone else/ another company does so?
Please elaborate.
TO DETERMINE THE LATENT AND FUTURE RELEVANCE OF THE UTILITY VALUE OF A PRINT NEWSPAPER PUBLISHING COMPANY STRUCTURE RELATIVE TO CHANGING NEWS CONSUMPTION PATTERNS RENDERED BY NEW DIGITAL PLATFORMS
QUESTIONNAIRE: PART B
1. By way of comparison, would you say the traditional methods of production, printing and distribution of a print newspaper remain a more, the same or have become a less viable business proposition compared with digital platform publishing?
a. More?
b. Less?
c. Same?
2. If more or same; where does the latent value reside? Does it reside in:
a. Utility value attaching to a print newspaper for readers and advertisers?
b. Predictability of value chain costs and profitability
c. Flexibility and cost effectiveness of publishing resources management (editorial, pre-press production, printing and distribution)
d. Other?
3. If less; how?
4. Assuming there was still a significantly viable market for print newspaper and faced with the challenge to compete with digital publishing platforms; given an opportunity to restructure and possibly dispose of some of the activities
involved in the publication of a print newspaper by way of outsourcing in order to primarily focus the business on its core activity, and in the process reduce costs, which of these would be your first target for disposal through
outsourcing?
a. Editorial function?
b. Pre-press function?
c. Printing function?
d. Distribution function?
5. What would be the main conditions you‟d set for going ahead with disposal by outsourcing this/these activities? Would it be conditional to achieving:
a. Increasing competitive advantage through greater speed to market?
b. Increasing efficiencies (be it production or delivery)?
c. Increasing market penetration?
d. Enhancing customer relations?
e. Increasing profitability and return on investment?
6. Assuming success in undertaking the above, what would be the approximate cost saving (percentage) relative to current costs?
7. Where would you transfer the cost savings in the remaining structure units and for what purpose?
Thank you very much for participation in this research. Your co-operation is truly appreciated.
QUESTIONNAIRE: PART C :
1. Would you describe newspaper printing technology as having evolved significantly and, at the same pace as or a step ahead of the rest of information communication technology advances over the past decade?
2. How has this increased print newspapers‟ competitive advantage relative to other news platforms, and specifically digital?
3. What are the main limitations of currently available printing technology that prevent print newspapers from gaining more competitive advantage relative to other news platforms, and specifically digital?
3. What are the main limitations of currently available printing technology that prevent print newspapers from gaining more competitive advantage relative to other news platforms, and specifically digital?