Ethics . . .

I believe that we are all faced with personal ethical dilemmas throughout life. Some may be bigger than others but the key is to recognize that a dilemma is a dilemma and no matter the importance or the potential outcome it tests your character and values.

I believe that as students about to graduate and deciding on jobs, there are many ethical issues we may face. For example, when I was interviewing for jobs and trying to decide which to take I was faced with a deadline that was about to expire. I honestly didn't know what to do. I had talked to multiple mentors asking for their advice as to what I should do. It wasn't my dream job but it was a job and in this economy that is huge. One professor in particular recommended that I accept the job and then continue interviewing and see if I liked something better. To me this seemed unethical, however, the way he phrased it almost seemed understandable.

He told me to accept and continue interviewing. If I were to find something I liked better call the company I had previously accepted an offer from and tell them the following:

"I know that I have accepted an offer from you and I am willing to stick by it but I have been offered a different job that interests me even more. I know that I have committed to work for you and I will stand by that if you choose but if you are willing to release me from our agreement I would work for company B."

I feel that this is an ethical dilemma because you have already accepted an offer yet interviewing with other firms. But you aren't accepting an offer from the others you are asking for Company A's opinion and permission. Is it unethical to continue interviewing after you have accepted a job? Some say yes and others say no. What would you do?

Sportsman's Warehouse

Throughout high school I worked at Sportsman's Warehouse. By far one of the best jobs a young man can have . . . where else can you be sent free products from distributors and then on top of that be paid to fish!!! What a dream.

Now, however, looking back, I see that job as a place for people looking for an entry level job . . . not a place for top managers to work. While working there the style they wanted in the store was hardworking, disciplined, and rewarding. They did achieve this on the employee side of the business but not in the management area. They wanted to have store and regional managers be these all-star business graduates who could motivate employees to have their "style". However the structure of the business did not match. It was not a flat structure. Managers were paid almost just the same as hourly workers, to improve a store in anyway it was required that you go to the top first, get permission, prove that it is necessary, and then maybe, maybe you could implement it. The structure that actually existed didn't align with the style they were trying to create and hold.

The pain that resulted were managers who refused to work for Sportsman's or qualified managers leaving for other jobs where they were valued and rewarded so. I also believe that because of their lack of respect for leaders (except for corporate officers) they were forced to file for bankruptcy. They had a style and strategy that required great leadership but didn't have the leaders to fill the roles.

The solution to solve their worries are somewhat simple. Increasing pay and freedom of managers. THey would then have the staff needed to fuel their new style and strategy. The structure of leadership would become more flat allowing local management to relate more with employees and probably even customers. Their structure and staff would align better with their style if they valued local management more.

Do I stay or do I go . . .

Last week I was faced with a rather difficult decision. My girlfriend wanted me to go to her horse show in Scottsdale, AZ with her and her family over the weekend. However, I was not looking forward to the drive or the potentially awkward moments that I knew I would be placed in. I have been getting a ton of pressure from her family as of lately to make a decision as to whether or not to marry her. I knew that this trip would only add to the heat of the pressure cooker I am already in. To help me in my decision I followed one of the strategy models we have been taught . . . The Value Curve. I figured since it is usually used for firm use . . . why not use it for personal use. After deciding which factors of competition were relevant and ranking them from High to Low, I created the chart and made the decision to go and experience the Arabian Horse Show!

Aon Hewitt Merger . . .

This past summer I interned with what was formerly known as Aon Consulting. I enjoyed my experience and have actually decided to take the full-time offer they extended to me.

However, also during the summer Aon acquired Hewitt Associates and although it was titled an acquisition it seemed more as of a merger. Both companies specialize in HR consulting but serve different markets . . . so my question is what was the strategic position behind the merger?

After reviewing some of the cases and article we have read thus far this semester I have come to the conclusion that it was so that Aon could broaden their market. Aon traditionally served mid-market clients and had tried multiple times to get into the higher market without success. Hewitt on the other hand had premium services. They were know to all as the quality brand and Aon more of the quantity.

Instead of trying to push and penetrate a new market, the Aon strategic team decided to merge to eliminate potential failures and increase their brand value. The had overcome the barriers of entry into the high-end market by acquiring an already high-end provider. Now the question is what will happen when I get there?

I know that many of the people that I worked with over the summer are no longer there . . . what does that mean for me? Growth opportunities? Limited exposure? New fields and projects to tackle? Although I don't know what AonHewitt will be when I get there, I do know that through hard work and patience I can become part of their strategy.

Amazon Acquires Europe's Lovefilm

Amazon announced to day that will acquire Lovefilm, a European based company similar to Netflix.

Remembering that Porter's 5 Forces include: Barriers to Entry, Buyer Power, Supplier Power, Threat of Substitutes, and Rivalry, I believe that Amazon overcomes the barrier to entry in the acquisition of Lovefilm and also enters a potential profit pool. Although Amazon was already allowing customers to digitally purchase movies online they are now able to rent them to customers. With the acquisition they have eliminated the time and resources needed to purchase rights to movies. They are now able to start gaining revenue from the beginning. Although the article below states that Lovefilm had a pre-tax loss, Amazon should be able to turn it around relatively quickly with their brand name and customer loyalty.

Lovefilm which operates in Europe will now be able to enter the US market which could have been difficult before due to the strong hold that Netflix has on the US. Amazon already having a STRONG presence in the US will be able to sell subscriptions to their rental industry with ease. Amazon has overcome the barriers to entry in the online rental market which was held by Netflix and should be able to create a profit pool out of their already loyal customers.

http://www.ft.com/cms/s/0/9aa7315e-2482-11e0-8c0e-00144feab49a.html?referrer_id=yahoofinance&ft_ref=yahoo1&segid=03058#axzz1BaqBYQJf