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Executive Training

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Name the Case
Review/ analysis of the case
Analysis of Findings
Recommendations
Summary and conclusion

There was a need for changes in goals and training at Texas Instruments (TI). TI was falling behind in the industry due to other companies competing for the same business. These companies were successfully retaining customers and were also increasing in sales volume and revenue. This prompted TI strategists to take another look at their overall business plan and strategies. TI recognized that they had to make some changes in order to remain competitive. This meant changes in executive mindset and company goals. The bottom line of the almighty dollar was no longer going to be enough for TI to stay in business. The idea of training the Executives first was the best one to go with in that their minds had to be re-trained to see things from a customer point of view. (Voice of the customer). Had this not been done, the company would have remained disjointed and eventually fold.
The solution also addressed types of sources to calculate ROI such as bench marking, sales graphs, online training simulations, role play and classroom training.

Below are the questions to be answered

Do you think that TI took the right approach to achieving better customer satisfaction by training its executives first? Would TI have achieved quicker results by training its front-line employees first prior to the executives?

If you were an HR manager at TI, to what sources would you have looked to find information with which to calculate the program's ROI?

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Question 1

Do you think that TI took the right approach to achieving better customer satisfaction by training its executives first? Would TI have achieved quicker results by training its front-line employees first prior to the executives?

I believe that TI made the right decision in training its top executives first. Oftentimes top executives can become detached from the issue at hand. One must understand that TI had exclusivity on their products as there was no competition for quite some time.

However, as indicated in the article, this changed dramatically due to other companies such as Intel, Samsung and Hewlett Packard started to produce like products and became competitive with TI. Because TI was the only one at the beginning of its industry, the focus was on money and production versus customer service. TI had to adjust its strategy as more companies began to compete in the industry.

Since TI found itself now in competition; the executives needed to regroup and understand what needed to be changed. This required a regrouping of their customer service area. TI executives had to understand that not only was cost a factor but that the voice of the customer (VOC) mattered even more.

How can one understand the voice of the customer if they are not exposed to that side of the company? Keep in mind that the front-line associates would have reflected what the top executives wanted and at that time customer service was not a major focus. Therefore the front-line associate was trained to increase ...

Solution Summary

There was a need for changes in goals and training at Texas Instruments (TI). TI was falling behind in the industry due to other companies competing for the business. These companies were successfully retaining customers and were increasing in sales volume and revenue. This prompted TI to take another look at their overall business plan and strategies. TI recognized that they had to make some changes in order to remain competitive. This meant changes had to be made in the executive mindset and company goals.

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