|
2012
|
|
Tecnológico de Costa Rica
Administración de Función
de la Información
|
[Caso 4: IRobot]
|
Laura Romero Romero - 200707506 / David Mora Fonseca
- 200108728
|
Contenido
Founded in 1990 by Massachusetts Institute of Technology roboticists,
iRobot designs and builds some of the world’s most important robots. iRobot’s
home robots are revolutionizing the way people clean – inside and out. More than 8 million
home robots have been sold worldwide, with the award-winning iRobot Roomba
floor vacuuming robot leading the charge. iRobot’s combat-proven defense and
public safety robots perform multiple missions – on the land and in the water.
More than 4,500 have been delivered to military and civil defense forces
worldwide, performing thousands of dangerous search, reconnaissance and bomb-disposal missions while protecting those in harm’s way. With two decades of
leadership in the robot industry, iRobot remains committed to building robots
that improve the quality of life and safety standards worldwide.
Company Milestones
2012
v
More than 8
million home robots sold worldwide.
2011
v
More than 4,500
iRobot unmanned ground vehicles (UGVs) delivered worldwide.
v
iRobot launches
the Scooba® 230 floor washing robot.
v
iRobot launches
Roomba® 700 series vacuum cleaning robots.
2010
v
iRobot celebrates
20 years of making a difference.
v
iRobot co-sponsors
National Robotics Week.
v
iRobot Seaglider™
helps monitor Gulf of Mexico oil spill.
2009
v
iRobot launches
SPARK education initiative.
2008
v
iRobot expands
into maritime robots.
v
iRobot launches
the Roomba® pet series and professional series vacuum cleaning robots.
v
iRobot wins
contract to develop LANdroid communication robot.
2007
v
iRobot launches
the Create® programmable mobile robot.
v
iRobot launches
the Verro® pool cleaning robot.
v
iRobot launches
the Looj® gutter cleaning robot.
2006
v
iRobot launches
the Dirt Dog® shop sweeping robot.
2005
v
iRobot launches
the Scooba® floor washing robot.
v
iRobot stock
begins trading on the NASDAQ Stock Exchange.
2004
v
iRobot wins
contract to develop Small Unmanned Ground Vehicle (SUGV).
2002
v
iRobot launches
the Roomba® floor vacuuming robot.
v
The iRobot
PackBot® is deployed with U.S. troops for the first time.
v
iRobot and the
National Geographic Society develop a robot that searches the Great Pyramid in
Egypt.
2001
v
The iRobot
PackBot® searches at the World Trade Center after the September 11
terrorist attacks.
1998
v
iRobot wins DARPA
contract to build a tactical mobile robot, leading to development of iRobot
PackBot®.
1996
v
iRobot develops
Ariel™, a robot that detects and eliminates mines in surf zones.
1991
v
iRobot develops
Genghis™, a robot designed for space exploration.
1990
v
MIT roboticists
Colin Angle, Helen Greiner and Rodney Brooks co-found iRobot.
a) Matriz
de la industria
Factores claves de
éxito
|
Peso
|
Rating compañía A
(iRobot)
|
Puntuación de Peso
compañía A
|
Rating compañía B (LG)
|
Puntuación de Peso
compañía B
|
Innovación
|
0,22
|
5
|
1,1
|
5
|
1,1
|
Producto de buena
calidad
|
0,01
|
1
|
0,01
|
3
|
0,03
|
Ventas a nivel mundial
|
0,02
|
2
|
0,04
|
2
|
0,04
|
Liderazgo en el campo
|
0,1
|
2
|
0,2
|
3
|
0,3
|
Capacitación a los
empleados
|
0,1
|
2,0
|
0,2
|
4
|
0,4
|
Nuevas tecnologías
|
0,12
|
2
|
0,24
|
2
|
0,24
|
|
0,57
|
|
1,79
|
|
2,11
|
b) Factores
externos más importantes
OPORTUNIDADES
v
Nuevas tecnologías
v
Amplio posible
mercado de primer mundo
v
Mercado emergente
v
Alianzas
estratégicas
v
Contratos fijos
AMENAZAS
v
Nuevos
competidores
v
Pérdida de
potenciales compradores
v
Recesión del
mercado
c) Tabla
EFAS
Factores Externos
|
Peso
|
Rating
|
Puntuación
ponderada
|
Comentarios
|
OPORTUNIDADES
|
|
|
|
|
Nuevas tecnologías
|
0,15
|
4
|
0,6
|
Requiere dinero
|
Amplio mercado de primer mundo
|
0,12
|
3
|
0,36
|
Necesita análisis previo
|
Mercado emergente
|
0,1
|
2
|
0,2
|
Necesita análisis previo
|
Alianzas estratégicas
|
0,1
|
3
|
0,3
|
Estrategas
|
Contratos fijos
|
0,08
|
3
|
0,24
|
Requiere tiempo y confianza
|
AMENAZAS
|
|
|
|
|
Nuevos competidores
|
0,2
|
3
|
0,6
|
Ocuparía tener un plan de riesgos
|
Pérdida de potenciales compradores
|
0,19
|
3
|
0,57
|
Recapturarlos
|
Recesión del mercado
|
0,06
|
2
|
0,12
|
-
|
|
1
|
|
2,99
|
|
a)
Factores Internos más importantes
FORTALEZAS
ü
Innovación
ü
Mejores
precios
ü
Alianzas
Estratégicas
ü
Ventas a
nivel mundial
ü Pioneros en el mercado de robots
ü Constante inversión en Investigación y desarrollo
DEBILIDADES
§
Poca
diversificación de negocio
§
Dependencia
de proveedores
§ Bajo reconocimiento en el mercado
b) Tabla
IFAS
Factores Internos
|
Peso
|
Rating
|
Puntuación
ponderada
|
Comentarios
|
FORTALEZAS
|
|
|
|
|
Mejores precios
|
0,06
|
3
|
0,18
|
Ventaja por preferencia
|
Alianzas Estratégicas
|
0,1
|
4
|
0,4
|
|
Ventas a nivel mundial
|
0,08
|
3
|
0,24
|
|
Pioneros en el mercado de robots
|
0,12
|
2
|
0,24
|
|
Constante inversión en Investigación y
desarrollo
|
0,15
|
4
|
0,6
|
Requiere equilibrio
|
Innovación
|
0,09
|
3
|
0,27
|
|
DEBILIDADES
|
|
|
0
|
|
Poca diversificación de negocio
|
0,1
|
3
|
0,3
|
|
Dependencia de proveedores
|
0,2
|
3
|
0,6
|
|
Bajo reconocimiento en el mercado
|
0,1
|
4
|
0,4
|
|
|
1
|
|
3,23
|
|
I- Situación actual
A.
Rendimiento
actual
Deliver Great Products
Our robots aren’t just great technology, they’re great products. They’re
great products because they help people, every day. They’re great products
because we stand behind what we make with world-class customer service. And
they’re great products because we have integrated teams of engineers,
supply-chain specialists, marketers and more, all working to make iRobot robots
the best in the world.
B.
Postura estratégica
1-
Misión-Visión
MISIÓN
• Build cool stuff
• Deliver great products
• Make money
• Have fun
• Change the world
Every company
needs to put a stake in the ground and say, “This is who we are. This is what
we do.”
iRobot’s mission
statement is like us: Inspired. Clear. Determined.
Because robots are really cool.
Because our products make a difference in people’s lives.
Because we’re the first publicly traded robotics company on the NASDAQ stock
exchange.
Because we have fun while working hard.
Because we’re changing the world, every day.
VISIÓN
Robots sense the world in many more ways than humans.
For example, robots can be equipped with vision
sensors that see in the visible wave length, but also into infrared range.
iRobot’s home robots can see a beam of infrared light emitted by a virtual
wall, confining them to one room at a time. Our military robots can be equipped
with a variety of sensors to detect body heat and other special forms of light.
Our robots use sonar and other technology to navigate their world and avoid the
obstacles while performing all kinds of tasks.
We can’t wait to see what our robots will see next!
2-
Objetivos y desempeño
Objectives of Compensation Programs
Our compensation programs for our executive officers are designed to
achieve the following objectives:
• to provide competitive compensation that attracts, motivates and retains
the best talent and the highest caliber executives to help us to achieve our
strategic objectives;
• to align management’s interest with our success;
• to connect a significant portion of the total potential cash compensation
paid to executives to our annual financial performance or the division, region
or segment of our business for which an executive has management responsibility
by basing cash incentive compensation on corresponding financial targets;
• to align management’s interest with the interests of stockholders through
long-term equity incentives
• to provide management with performance goals that are directly linked to
our annual plan for growth and profit.
3-
Estrategias
Customer Feedback
At iRobot, we believe that the customer knows best.
As a result, customer feedback influences what we
build, how we build it and what comes next. For example, when we deployed the
iRobot PackBot tactical mobile robot to Afghanistan, warfighters consistently
told us the robot was too heavy. We took action, making PackBot one of the
lighter robots in the field and one of the most successful battle-tested robots
in the world. And when our iRobot Roomba vacuum cleaning robot owners told us they
also wanted a robot to wash their floors, we listened and developed the iRobot
Scooba floor washing robot.
iRobot’s 24-hour customer service department helps our
users around the clock and around the world every day. Via phone calls, emails,
Facebook and other social media, we answer questions ranging from “How do I
replace the battery in my Looj?” and “What happens if my Roomba picks up a
mouse?” to “How do I replace the tracks on my PackBot” and “How can I make
Seaglider communicate more effectively with its satellite?”
We listen. We take action. We solve problems.
iRobot uses customer feedback to make the best robots
in the world even better.
Strategy
Our goal is to design and market innovative robots that make a difference
and are adaptable for use in a broad range of applications. We intend to
increase the penetration of our products in existing markets, expand existing
products into new markets, and develop and launch new products into current and
adjacent markets. Our strategy is to maintain a leadership position by
delivering robotic technology-based remote presence and automated home
maintenance solutions that delight our customers and anticipate their needs,
while extending our technical leadership in the areas of robot autonomy,
manipulation and platforms. Remote presence is the core of our military robots
which save lives by keeping warfighters at safe standoff distances from hazards
while they perform dangerous, difficult and persistent missions. With
increasing levels of autonomy, continued mobility improvements, more
sophisticated sensor suites and advanced human interfaces, remote presence
systems will expand in effectiveness and efficiency and reduce the requirements
for actual physical operator presence and control. In the area of automated home
maintenance, we seek to improve the quality of life with robotic solutions requiring as little human physical
intervention as possible. Key elements of our strategy include:
Leverage Common Platforms and Software. By committing long-term to a given
platform and providing incremental upgrades, we create a valuable installed
base that supports third-party development and greatly simplifies service and
support. When entering new product areas that cannot be serviced with existing
platforms, we intend to develop a multi-generational platform strategy that
allows for rapid learning and long-term incremental improvements. Through the
use and development of a common software architecture, we intend to create a
robot intelligence system of enduring value and build a formidable advantage
that stifles competition. Our common software will allow high reuse, reducing
development costs of new systems and payloads, as well as reducing development
timelines.
Continued Growth through Profitability, Operational Excellence and Customer
Focus. We intend to consistently improve our profitability through disciplined
allocation of resources and by reducing costs of materials, adjusting prices,
optimizing our product and channel mix and focusing on our discretionary
spending.
We will continue to focus on improving the scalability and efficiency of
our supply chain process and on mitigating single source supply exposure. We
will identify, develop and enhance product features and functionality while
also aggressively focusing on product reliability.
Leverage Research and Development Across Different Products and Markets. We
leverage our research and development across all of our products and markets.
For example, we use technological expertise developed through government-funded
research and development projects across our other product development efforts.
Similarly, expertise developed while designing consumer products is used in
designing products for government and industrial applications. This strategy
helps us avoid the need to start each robot project from scratch, developing
robots in a cost-effective manner and minimizing time to market.
Continue to Strengthen Our Brand. Our robots’ performance and uniqueness
have enabled us to obtain strong word-of-mouth and extensive press coverage
leading to increasing brand awareness, brand personality and momentum. We
intend to continue to invest in our marketing programs to strengthen our brand
recognition and reinforce our message of innovation, reliability, safety and
value.
Complement Core Competencies with Strategic Alliances. Our core
competencies are the design, development and marketing of robots. We rely on
strategic alliances to provide complementary competencies that we integrate
into our products and to enhance market access. We outsource certain non-core
activities, such as manufacturing and back-office functions, which helps us
focus our resources on our core competencies.
Develop a Community of Third-Party Developers Around Our Platforms. We have
developed products around which communities of researchers, third-party
developers or robot enthusiasts can create related accessories, software and
complementary products. We intend to foster this community by making our
products into extensible platforms with open interfaces designed to carry
payloads.
4-
Políticas
Political & Government Activity
iRobot has interests at stake at the federal, state, local and
international levels. The Company may choose to express its corporate opinion
on local and national issues that affect its business, but the Company will be
mindful of its legal and ethical obligations in political matters and will
abide by all relevant laws and regulations.
iRobot supports and encourages employee rights to participate in civic
affairs and the political process on an individual basis. The Company, however,
does not permit the use of corporate resources or time for personal political
activities unless prior approval has been granted by the Compliance Officer.
Policy Governing Director Qualifications
and Nominations
The Board of Directors (the “Board”) of
iRobot Corporation (the “Company”) has adopted this Policy Governing Director
Nominations in accordance with the proxy disclosure requirements set forth in
the rules adopted by the Securities and Exchange Commission (“SEC”) and the
corporate governance rules adopted by the Nasdaq Stock Market, Inc. (“Nasdaq”).
The Company recognizes that its securityholders desire increased insight into
the Company’s director nominations process and the Company endeavors to apply this
Policy to such end.
A. IDENTIFYING AND EVALUATING DIRECTOR NOMINEES
The Nominating and Corporate Governance Committee (the
“Nominating Committee”) is responsible for identifying individuals qualified to
become members of the Board and its committees, and recommending candidates for
the Board’s selection as director nominees for election at the next annual or
other properly convened meeting of securityholders.
The process for identifying and evaluating nominees
for the Board, including nominees recommended by securityholders, is as
follows:
1. The Nominating Committee may solicit
recommendations from any or all of the following sources: non-management
directors, the Chairman of the Board, the Chief Executive Officer, other
executive officers, third-party search firms, or any other source it deems
appropriate.
2. The Nominating Committee will review and evaluate
the qualifications of any such proposed director candidate, and conduct
inquiries it deems appropriate.
3. The Nominating Committee will evaluate all such
proposed director candidates in the same manner, with no regard to the source
of the initial recommendation of such proposed director candidate.
4. The Nominating Committee will consider for
nomination any such proposed director candidate who is deemed qualified by the
Nominating Committee in light of the minimum qualifications and other criteria
for Board membership approved by the Board from time to time and set forth in
this Charter.
5. In identifying and evaluating proposed director candidates,
the Nominating Committee may consider, in addition to the minimum
qualifications and other criteria for Board membership approved by the Board
from time to time, all facts and circumstances that it deems appropriate or
advisable, including, among other things, the skills of the proposed director
candidate, his or her depth and breadth of business experience or other
background characteristics, his or her independence and the needs of the Board.
The procedures to be followed by securityholders in submitting
recommendations for director candidates to the Nominating Committee are set
forth below:
1. All securityholder recommendations for director
candidates must be submitted to the Secretary of the Company at 8 Crosby Drive,
M/S 10-2, Bedford, MA 01730, who will forward all recommendations to the
Nominating Committee.
2. All securityholder recommendations for director
candidates must be submitted to the Company not less than 120 calendar days
prior to the date on which the Company’s proxy statement was released to
stockholders in connection with the previous year’s annual meeting.
3. All securityholder recommendations for director
candidates must include the following information:
a. The name and address of record of the
securityholder.
b. A representation that the securityholder is a
record holder of the Company’s securities, or if the securityholder is not a
record holder, evidence of ownership in accordance with Rule 14a-8(b)(2) of the
Securities Exchange Act of 1934.
c. The name, age, business and residential address,
educational background, current principal occupation or employment, and
principal occupation or employment for the preceding five (5) full fiscal years
of the proposed director candidate.
d. A description of the qualifications and background
of the proposed director candidate which addresses the minimum qualifications,
actual or potential conflicts of interest, and other criteria for Board
membership approved by the Board from time to time and set forth in this
Charter.
e. A description of all arrangements or understandings
between the securityholder and the proposed director candidate.
f. The consent of the proposed director candidate (i)
to be named in the proxy statement relating to the Company’s annual meeting of
stockholders and (ii) to serve as a director if elected at such annual meeting.
g. Any other information regarding the proposed director candidate that
is required to be included in a proxy statement filed pursuant to the rules of
the Securities and Exchange Commission.
B. DIRECTOR QUALIFICATIONS AND SKILLS
The Company seeks directors who possess the qualifications and skills
described in this Section B. Moreover, the Company evaluates each individual
candidate in the context of the overall composition and needs of the Board,
with the objective of recommending a group that can best manage the business
and affairs of the Company and represent securityholder interests using its
diversity of experience. The Nominating Committee will consider these and other
qualifications, skills and attributes when recommending candidates for the
Board’s selection as nominees for the Board and as candidates for appointment
to the Board’s committees.
At a minimum, the Nominating Committee must be satisfied that each
Nominating Committee-recommended nominee meets the following minimum
qualifications:
The nominee shall
have experience at a strategic or policymaking level in a business, government,
non-profit or academic organization of high standing.
The nominee shall be
highly accomplished in his or her respective field, with superior credentials
and recognition.
The nominee shall be
well regarded in the community and shall have a long-term reputation for the
highest ethical and moral standards.
The nominee shall
have sufficient time and availability to devote to the affairs of the Company,
particularly in light of the number of boards on which the nominee may serve.
The nominee shall be
free of conflicts of interest and potential conflicts of interest, in
particular with relationships with other boards.
To the extent such
nominee serves or has previously served on other boards, the nominee shall have
a demonstrated history of actively contributing at board meetings.
In addition to the minimum qualifications for each nominee set forth
above, the Nominating Committee shall recommend that the Board select persons
for nomination to help ensure that:
A majority of the
Board shall be “independent” in accordance with the standards, if any,
promulgated by the Securities and Exchange Commission, the Nasdaq National
Market or any exchange upon which securities of the Company are traded, and any
governmental or regulatory body exercising authority over the Company.
Each of its Audit,
Compensation and Nominating Committees shall be comprised entirely of
independent directors.
At least one member
of the Audit Committee shall have such experience, education and other
qualifications necessary to qualify as an “audit committee financial expert” as
defined by the rules of the Securities and Exchange Commission.
Finally, in addition to any other standards the Nominating Committee may
deem appropriate from time to time for the overall structure and composition of
the Board, the Nominating Committee may consider the following factors when
selecting and recommending that the Board select persons for nomination:
Whether the nominee
has direct experience in the robotics industry or in the markets in which the
Company operates.
Whether the nominee,
if elected, assists in achieving a mix of Board members that represents a
diversity of background and experience.
II- Administradores estratégicos
A.
Junta
directiva
Board Members
Colin
Angle
Chairman of the Board, CEO and Co-Founder
Dr.
Ronald Chwang
Chairman and President, iD Ventures
America, LLC
George
C. McNamee
Andrea
Geisser
Senior Advisor, Zephyr Management Inc.
Peter
Meekin
Managing Director, Trident Capital
Dr.
Jacques S. Gansler
Director, Center for Public Policy and
Private Enterprise, University of Maryland
General
Paul J. Kern (U.S. Army, Retired)
Senior Counselor, The Cohen Group
Paul
Sagan
President and CEO, Akamai Technologies,
Inc.
Gail Deegan
Deborah G. Ellinger
Chief Executive Officer, The Princeton
Review
B.
Administración
alto nivel
|
|
Colin
Angle
|
Chairman of the Board, CEO and Co-Founder
|
John J.
Leahy
|
Chief
Financial Officer
|
Vice Admiral Joseph W. Dyer (U.S. Navy, Ret.)
|
Chief
Strategy Officer
|
Jeffrey
A. Beck
|
Chief
Operating Officer
|
Glen
Weinstein
|
Senior Vice President and General Counsel
|
III- Ambiente externo (tabla EFAS)
A.
Ambiente
social
Cuenta con
programas de enseñanza en el campo.
Learning Starts With A SPARK
B.
Ambiente
industrial
Fair Dealing
Competing
vigorously, yet lawfully, with competitors and establishing advantageous, but
fair, business relationships with customers and suppliers is a part of the
foundation for long-term success. However, unlawful and unethical conduct,
which may lead to short-term gains, may damage a company’s reputation and long-term
business prospects. Accordingly, it is the Company’s policy that directors,
officers and employees must endeavor to deal ethically and lawfully with the
Company’s customers, suppliers, competitors and employees in all business
dealings on the Company’s behalf. No director, officer or employee should take
unfair advantage of another person in business dealings on the Company’s behalf
through the abuse of privileged or confidential information or through improper
manipulation, concealment or misrepresentation of material facts.
IV- Ambiente interno (tabla IFAS)
A.
Estructura
corporativa
iRobot’s corporate
headquarters are located in Bedford, Mass. The company
also has offices in Virginia, North Carolina, California, the United Kingdom,
France, China and Hong Kong.
B.
Cultura
corporativa
Workplace, Labor & Fair Employment
iRobot employees deserve a workplace where they are respected,
appreciated and professionally satisfied, providing opportunity to all.
iRobot maintains a strong policy of equal employment opportunity for all
employees and applicants for employment. The Company recruits, hires, trains,
promotes, compensates and terminates employees without regard to race, color,
religion, sex, sexual orientation, national origin, age, marital status, veteran
status, disability and citizenship, as well as other classifications protected
by applicable state or local laws. This equal employment opportunity philosophy
applies to all aspects of employment with iRobot, including internal transfers,
job benefits, compensation and social and recreational activities.
It is iRobot’s policy to treat all people with respect and dignity. Any
behavior that fails to demonstrate the appropriate level of respect to other
employees, consultants, customers, partners, vendors or suppliers will be
subject to disciplinary action. Examples of unacceptable conduct include, but
are not limited to, insults, threats, intimidation, profanity, ridicule,
vulgarity, discrimination, harassment, sexually explicit conversation or humor,
gossip, slurs or stereotyping, unwelcome sexual attention, inappropriate
invasion of personal space and insensitivity to the beliefs and customs of
others.
iRobot is also committed to providing a safe and drug-free workplace.
The Company will not tolerate any substance abuse on its premises. Any employee
reporting for work under the influence of alcohol or controlled drugs will be
subject to disciplinary action.
Every employee should review the iRobot Employee Handbook for detailed
information on harassment and other work place issues.
Standards of Conduct
It has always been iRobot’s mission to build cool stuff, deliver great
product, make money, have fun and change the world. But as we go about our
mission, we must adhere to our core values that do not waiver over time or due
to circumstances. These values, which form the groundwork for our ethical
behavior and serve as the resources we draw on to make decisions, include
honesty, integrity, respect, trust, responsibility and accountability.
iRobot Corporation expects its employees, contractors and directors to
follow the highest possible ethical standards in conducting business on behalf
of the company. While this Code describes certain standards and policies, we
expect you to guide your business conduct with our core values. It is not
enough to merely conduct business in accordance with all applicable laws, rules
and regulations; at iRobot we strive to avoid even the appearance of
violations of this Code, impropriety or conflicts of interest. In doing so, we
are committed to ethical behavior in every aspect of our business and in every
relationship.
For our Employees – we are committed to honesty, just management,
fairness, providing a safe and healthy environment free from bias, without fear
of retribution, and respecting the dignity
due everyone.
For our Customers – we are committed to produce reliable robots and
design services and support, delivered on time, at a fair price; we will not
deliver inferior goods.
For our Shareholders – we are committed to pursuing profitable growth,
without taking undue risk, to exercising financial discipline in the deployment
of our assets and resources, and to making accurate, timely, and clear
disclosures in all public reports and communications.
For our Suppliers & Partners – we are committed to fair competition
and the sense of responsibility required of a good customer, partner and
teammate.
iRobot may take action against any employee, independent contractor,
consultant or other party whose actions violate iRobot’s standards, policies or
guidelines.
C.
Recursos
corporativos
In 2011, iRobot generated more than $465 million in revenue and
employed more than 600 of the robot industry’s top professionals, including
mechanical, electrical and software engineers and related support staff. iRobot
stock trades on the NASDAQ stock market under the ticker symbol IRBT.
a) Análisis
situacional (matriz SFAS)
|
Factores Estratégicos
|
Peso
|
Rating
|
Puntuación ponderada
|
Duración
|
I
|
C
|
L
|
O
|
Nuevas tecnologías
|
0,1
|
2
|
0,2
|
|
|
X
|
Mercado emergente
|
0,12
|
2
|
0,24
|
|
X
|
|
A
|
Nuevos competidores
|
0,14
|
2
|
0,28
|
X
|
|
|
Pérdida de potenciales compradores
|
0,11
|
3
|
0,33
|
X
|
|
|
F
|
Alianzas Estratégicas
|
0,08
|
3
|
0,24
|
|
|
X
|
Constante inversión en Investigación y
desarrollo
|
0,15
|
4
|
0,6
|
X
|
|
|
D
|
Poca diversificación de negocio
|
0,15
|
3
|
0,45
|
X
|
|
|
Dependencia de proveedores
|
0,15
|
3
|
0,45
|
|
|
X
|
|
|
1,00
|
|
2,79
|
|
b) Revisión
de la misión y objetivos actuales
Realmente la misión tiene un
trasfondo interesante, sin embargo le falta un detalle del mercado a quién va
dirigido, inclusive su alcance es incierto al decir que quieren cambiar el
mundo pues eso es ambivalente.
Por otro lado, sus objetivos
expuestos evidentemente les ha dado una guía sobre la cual han podido encaminar
su rumbo como empresa iRobot en un mercado inclusive internacional.
a) Alternativas
estratégicas
§
Accesibilidad de precios
§
Mayor variedad de enfoques en su mercado
§
Apertura a nuevas tecnologías
b) Estrategia
recomendada
Indiscutiblemente es necesario hacer incapié en si se está logrando el
objetivo con el mercado meta actual, para ello es bueno realizar un arduo
análisis y en pos de ello actuar a conveniencia de la empresa y de acuerdo a
sus posibilidades y recursos disponibles.
c) Cómo
implementar la estrategia recomendada
Reunir un equipo de analistas y estrategas que logren
identificar estos datos cuantitativamente para que sirvan de referencia
absoluta a la hora de la toma de decisiones por un bien de la empresa.
