Decisions in Paradise for Nik

Decisions in Paradise For Nik and his team, the most critical catalyst of all is the need to define financially viable growth strategies for Kava that will also enrich the island from a corporate social responsibility (CSR) standpoint as well, a critical concern for stakeholders of the venture. The underlying processes in each of the industries of interest have significant room for improvement and need to have benchmarking applied to them as a decision making technique.

As has been mentioned in previous analysis, the use of public television as the basis for entering education as a core business first, then branching in ancillary services gives Nik and his team a path to growth in terms of training by industry on the island. Using benchmarking to quantify the performance of the education business over time will give Nik and his team, over time, insights into the Key performance Indicators (KPIs) necessary for continually growing the business (Pemberton, Stonehouse, Yarrow, 2001).

There is also the need of using benchmarking as a means to gain define performance objectives for each of the training areas the company enters. Resolving the Paradox of Growth in Kava The greatest paradox in kava today is that while specific industries including agriculture, petroleum, natural gas, and tourism are well advanced the industries most critical to long-term economic growth of the island nation, including banking, education, and healthcare are not.

As has been stated in previous analyses over 50% of the islands' population being under 15, Kava's long-term productivity as an island nation is entirely dependent on its ability to get its population educated so they can run these industries now and in the future.

As the basis of their growth as a company is based on being a leader in educational programming and training, Nik and his team could also use benchmarking to pave the way for getting approved for government-based and globally-based funding to grow this aspect of their business over time. Nik and his team could also benchmark the proposed use of public television relative to other communications systems throughout the nation.

This benchmarking of various communications channels could then be used for creating individualized learning plans that could easily be tracked over time (Siemiatycki, 2009). Benchmarking could also be used for defining the costing and benefits from a corporate social responsibility standpoint to ensure compliance to global standards for nonprofit organizations as well. Using benchmarking for example the company could also define specific strategies for transitioning off of public television to more profit-based educational programs as well.

Using Benchmarking to Create a Mass Communications Strategy While the focus is on creating educational television as the basis for launching an educationally-based business, the use of benchmarking could also be used as the basis for giving Nik and his team credibility throughout the nation as well. The publication of benchmarks and their explanation leads to authenticity and trust being created over time (Pemberton, Stonehouse, Yarrow, 2001).

These benchmarks could then be used for creating the foundation for funding for healthcare programs and the initial development of clinics, based on the training accomplished over time. Benchmarking over time would also provide insights into which specific industries have the greatest potential over time to invest in as well. The immediate impact of this decision is in the benchmarking of demographic data over time relative to educational attainment. Creating benchmarking to provide segment-specific insights can be used for development of launch plans and new venture creation as well (Siemiatycki, 2009).

Resources for Strategy Execution Nik, Alex and Chris must create a strategic plan based on benchmarking insights that provide them with a roadmap by business area first, then define execution plans based on these insights as well. Beginning with the educational foundation based on the communications of their existing non-profit business, the development team needs to expand to include start-ups that address the most urgent unmet needs of the island, which.