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2012
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Tecnológico
de Costa Rica
Administración
de Función de la Información
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[
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Laura Romero Romero - 200707506
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Contenido
Caso 6 – Rosetta Stone
History
Rosetta Stone
began with one man’s quest for a better way to learn a language. Allen
Stoltzfus began studying Russian in the 1980s, but became frustrated with his
slow progress. Fortunately, he knew there was a better way to learn a language,
through immersion, which he had experienced years earlier while studying in
Germany. Allen’s command of German was a direct result of being a part of the
culture and the world of Germany, instead of sitting in a classroom. He
immersed himself in the language, and discovered German the way he had acquired
his first language…naturally and without translation.
And so, an
idea was born. Allen envisioned using computer technology to simulate the way
that people learn their native language—with pictures and sounds in context,
and with no translation. Allen went to his brother-in-law, John Fairfield, who
had a Ph.D. in computer science, to explore the possibilities. John loved the
idea, but he and Allen had to wait until technology caught up with their
vision.
That time
came in 1992 when Fairfield Language Technologies was founded in Harrisonburg,
Va. Allen, the company’s Chairman and President, recruited his brother, Eugene
Stoltzfus, from the world of architecture to be the company’s first Executive
Vice President. Eugene also lent design expertise to the structural and visual
components of the program, which quickly went from a dream to a reality.
In another
flash of brilliance, Allen, John and Eugene called their product “Rosetta
Stone,” named after the artifact that had unlocked the secrets of Egyptian
hieroglyphics for linguists. The name certainly fits, as Rosetta Stone software
now unlocks language-learning success for millions of users worldwide.
Allen passed
away in 2002, but his legacy of achievement and innovation inspires the company
to this very day. Eugene filled the role of President and Chairman until the end
of 2005. Tom Adams was named CEO in 2003 and with his innovative leadership and
passion for language-learning, Tom has taken Rosetta Stone global. In 2006, the
company was sold to investment firms ABS Capital Partners and Norwest Equity
Partners, and was renamed after our signature product. The company became
publicly traded on the New York Stock Exchange (RST) in April 2009, currently
providing language-learning solutions for 30 different languages in more than
150 countries.
Today, while
Rosetta Stone still calls Virginia’s stunning Shenandoah Valley home, the
company now has offices all over the world, including London, Tokyo, Seoul, and
Boulder, Colorado. To meet the demands of being a growing global company, our
executive offices are based in Washington, D.C.[1]
Rosetta Stone Inc. provides cutting-edge interactive technology that is
changing the way the world learns languages. The company’s proprietary learning
techniques—acclaimed for their power to unlock the natural language-learning
ability in everyone—are used by schools, businesses, government organizations
and millions of individuals around the world. Rosetta Stone offers courses in
30 languages, from the most commonly spoken (like English, Spanish and
Mandarin) to the less prominent (including Swahili, Swedish and Tagalog). The
company was founded in 1992 on the core beliefs that learning to speak a
language should be a natural and instinctive process, and that interactive
technology can activate the language immersion method powerfully for learners
of any age. Rosetta Stone is based in Arlington, VA., and has offices in
Harrisonburg, VA, Boulder, CO, Tokyo, Seoul, London, and Sao Paulo.
Information
and images to assist in media coverage of Rosetta Stone Inc. can be found under
the “Images” tab, above. To request additional insights into the company, our
products or people, click on the “Media Relations Contacts” tab. To be notified
automatically when Rosetta Stone issues news releases or makes important
announcements, sign up for “Email Alerts” in the sidebar.[2]
Análisis ambiente externo EFAS
a)
Matriz de la industria
Factores claves de éxito
|
Peso
|
Rating compañía A (Kodak)
|
Puntuación de Peso compañía A
|
Rating compañía B (Sony)
|
Puntuación de Peso compañía B
|
Actualización a la venta de cámaras digitales
|
0,22
|
5
|
1,1
|
5
|
1,1
|
Tecnológia que combina información con imagen (Infoimagen)
|
0,01
|
1
|
0,01
|
3
|
0,03
|
Especialización en fotografía en película
|
0,02
|
2
|
0,04
|
2
|
0,04
|
Venta de impresoras de inyección de tinta
|
0,1
|
2
|
0,2
|
3
|
0,3
|
Expandir los servicios de imágenes digitales
|
0,1
|
2,0
|
0,2
|
4
|
0,4
|
Mercado enfocado en jóvenes y profesionales
|
0,12
|
2
|
0,24
|
2
|
0,24
|
Digitalización y mejora de imágenes
|
0,12
|
3
|
0,36
|
3
|
0,36
|
Medios digitales para almacenamiento de imágenes
|
0,17
|
4
|
0,68
|
5
|
0,85
|
Red de transmisión de imágenes
|
0,1
|
3
|
0,42
|
4
|
0,56
|
1
|
3,25
|
3,88
|
b)
factores externos más
importantes
OPORTUNIDADES
v Innovación de productos
v Abrirse hacia nuevos mercados geográficos
v Diversificación de áreas de mercado fotográfico
v Integración estratégica con empresas extranjeras
v Adquisición de empresas rivales
AMENAZAS
v Probable ingreso de competidores potenciales
v Pérdida de ventas debido a productos sustitutos
v Cambio en las necesidades y gustos del consumidor
c)
tabla EFAS
Factores Externos
|
Peso
|
Rating
|
Puntuación
ponderada
|
Comentarios
|
OPORTUNIDADES
|
|
|
|
|
Innovación de productos
|
0,15
|
4
|
0,6
|
Requiere dinero
|
Abrirse hacia nuevos mercados
geográficos
|
0,1
|
2
|
0,2
|
Requiere dinero
|
Diversificación de áreas de mercado
fotográfico
|
0,16
|
3
|
0,48
|
Necesita de análisis previo
|
Integración con empresas extranjeras
|
0,12
|
3
|
0,36
|
Se requiere de buenos negociadores
|
Adquisición de empresas rivales
|
0,09
|
2
|
0,18
|
Se requiere de buenos negociadores
|
AMENAZAS
|
|
|
0
|
|
Probable ingreso de competidores
potenciales
|
0,1
|
4
|
0,4
|
alta probabilidad
|
Pérdida de ventas debido a productos
sustitutos
|
0,15
|
4
|
0,6
|
Ocuparía tener un plan de riesgos
|
Cambio en las necesidades y gustos del
consumidor
|
0,13
|
4
|
0,52
|
Pensar en cambiar productos
|
1
|
3,34
|
Análisis ambiente interno IFAS
a)
Factores Internos más importantes
FORTALEZAS
ü Conocimiento de la industria y del mercado
ü Experiencia en el mercado de cámaras
ü Prestigio
ü Mercado nacional e internacional
ü Productos de alta calidad
DEBILIDADES
§ Mala diversificación de su industria
§ No conocer el poder de otras marcas
§ Gasto mal orientado en investigación y desarrollo
§ Plan de Riesgos endeble
§ Condición financiera limitada
b)
Tabla IFAS
Factores Internos
|
Peso
|
Rating
|
Puntuación
ponderada
|
Comentarios
|
FORTALEZAS
|
|
|
|
|
0,1
|
2
|
0,2
|
|
|
Experiencia en el mercado de cámaras
|
0,07
|
3
|
0,21
|
|
Prestigio
|
0,11
|
4
|
0,44
|
Ventaja por preferencia
|
Mercado nacional e internacional
|
0,12
|
3
|
0,36
|
Buena referencia
|
Productos de alta calidad
|
0,09
|
2
|
0,18
|
Requiere equilibrio
|
DEBILIDADES
|
|
|
0
|
|
Mala diversificación de su industria
|
0,1
|
3
|
0,3
|
Vender otros productos que no tienen
nada que ver
|
No conocer el poder de otras marcas
|
0,08
|
3
|
0,24
|
Medirlo es importante
|
Gasto mal orientado en investigación y
desarrollo
|
0,12
|
4
|
0,48
|
Terrible error
|
Plan de Riesgos endeble
|
0,12
|
3
|
0,36
|
Es un punto de relevancia
|
Condición financiera limitada
|
0,09
|
4
|
0,36
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Dá desventajas, más en el cambio
|
1
|
3,13
|
Auditoría estratégica
I- Situación actual
A.
Rendimiento actual
Language Means Business
In today's globally
integrated and diverse business environment, the ability to speak another
language is becoming a key determinant in individual and organizational
success. Rosetta Stone equips employees with language skills to overcome
communication and business challenges.[3]
B.
Postura estratégica
1- Misión-Visión
Visión
Misión
2- Objetivos y desempeño
3-
Estrategias
4-
Políticas
II- Administradores estratégicos
A.
Junta directiva
· Tom Adams. CEO de la compañía.
· Brian Helman. Chief Financial Officer.
· Greg Keim. Chief Technical Officer.
· Gregory Long. Responsable de las funciones de desarrollo del producto.
· Michael Wu. Responsable de aspectos legales, gobierno de la
corporación.
· Mike Fulkerson. Investigación y Desarrollo.
· Pamela Mulder. Desarrollo internacional y expansión global.
· Jay Topper. Chief Information Officer.
· Pete Rumpel. Ventas y Mercadeo.
· Eric Duehring. Relaciones públicas, ventas y operaciones.
· Michaela Oliver. Vicepresidenta de Recursos Humanos.
B.
Administración alto nivel
·
Tom Adams.
·
Phil Clough.
·
John Coleman.
·
Laurence Franklin.
·
Patrick Gross.
·
John Lindahl.
·
Ted Leonsis.
·
Laura Witt
III- Ambiente externo (tabla EFAS)
A.
Ambiente social
As the population becomes more culturally diverse and the scope of
your organization's mission becomes more international, it is increasingly
critical for public sector employees to communicate effectively with the people
they serve—in the languages they speak. Unfortunately, only a fraction of
people in the country can actually speak two or more languages, contributing to
a significant disconnect between citizens and the institutions committed to
serving them. Language training provides public sector employees with the
communication skills they need to work with the public and provide services to
the community at home and abroad.[4]
B.
Ambiente industrial
IV- Ambiente interno (tabla IFAS)
A.
Estructura corporativa
B.
Cultura corporativa
C.
Recursos corporativos
7- Análisis de factores estratégicos
a) Análisis situacional (matriz SFAS)
Factores
Estratégicos
|
Peso
|
Rating
|
Puntuación
ponderada
|
Duración
|
|
OPORTUNIDADES
|
Innovación de productos
|
0,15
|
4
|
0,6
|
Intermedio
|
Diversificación de áreas de
mercado fotográfico
|
0,16
|
3
|
0,48
|
Intermedio
|
|
AMENAZAS
|
Pérdida de ventas debido a
productos sustitutos
|
0,15
|
4
|
0,6
|
Corta
|
Cambio en las necesidades y
gustos del consumidor
|
0,13
|
4
|
0,52
|
Intermedio
|
|
FORTALEZAS
|
Prestigio
|
0,11
|
4
|
0,44
|
Largo
|
Productos
de alta calidad
|
0,09
|
2
|
0,18
|
Intermedio
|
|
DEBILIDADES
|
Mala
diversificación de su industria
|
0,1
|
3
|
0,3
|
Corto
|
Condición
financiera limitada
|
0,11
|
4
|
0,44
|
Intermedio
|
|
1
|
3,56
|
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