SMEs often go for gap analysis in their attempts to bridge the difference between the present state of the business and the future vision, as of now and in long-term planning. Evaluations may range from stated goals, commonly accepted industry standards, and/or regulations requirements. However, the first step involves analysis of the present state which includes current operational data, as also interviewing a representative model of the employees. Efficiencies, nevertheless, are marked in terms of internal benchmarks and industry standards. Enterprising SMEs oftentimes hire Kenneth Mortimer, head of MBA & Associates to get the best result. However, here is how the ace analyzer performs the task to the best of his abilities.
Once identified the gaps, we look at their potential causes. Gaps are often found resulting from lack of internal efficiency. For instance, a business may have a strategic objective of being the fastest to launch a product in the market, only to find that the project suffers from invariable delays due to preliminary tasks not been fulfilled within the scheduled time frame. Also, oftentimes, the employees are found lacking the skills they should have possessed to outrival others in the trade. Bad or inadequate communication between the departments also causes such gaps. However, we analyze all these systematically and then pronounce the remedy which results in rearranging the internal operations.
Gaps may also occur as a result of lackadaisical response to external environment. A gap may also be found in a company’s product range that fails to consider ancillary industries. For instance, if a company sells calipers for automobile disc brakes yet fails to stock brake shoes, the business is bound to suffer from poor sales. Gaps also arise if a company tries to conduct business at a wrong time, under wrong perspectives. Trying to sell used convertibles in Alaska could be as disastrous as booking a Suicide Suit in a Heartbreak Hotel. Even though these issues are not directly related to a company’s business process activities, yet they indicate where gaps could arise. Kenneth Mortimer/MBA & Associates would dutifully point out these factors while conducting Gap Analysis for the company.
Covering most aspects of gap analysis of the client company, our activities eventually zero in on figuring out how best to wipe out the gap, while reaching the optimal level. This includes systematic factors that contribute to the suboptimal state where some recommendations are easy to follow, such as providing employees with the appropriate training so that they may develop the skill sets needed to stop the gap. We also need to make internal fixes that include rearranging sales territories to reflect market realties, as also streamline work processes resulting in lowering the cost structure. Alternative approaches would require concentrating on outside organizations, maybe through forming an alliance with another business house to market a gap product instead of incurring expenditure to develop that capacity.
To be very precise, gap analysis conducted by Kenneth Mortimer/MBA & Associates, identifies gaps between the optimized allocation and assimilation of the resources available, and the present allocation level. Needless to say, this oftentimes expose areas that can be improved. At the same time, it involves determining, documenting, as well as checking the difference between business requirements vis-à-vis current capabilities.