Creating a Blue Ocean for a Socialause
The strategy applied by the company related to the execution of visionary and shaping strategies in new and unchartered waters of addressing a social issue in Hong Kong using technology. In the article, data provided shows that the pilot project of WebOrganic sought to ensure that the students from underprivileged backgrounds could access to the Internet and computers. Therefore, on the attainment of its social mission, the company was more determined to see that their clients were satisfied. Forming lasting partnerships with known technologies companies enabled WebOrganic spearhead their mission forward. Through the arrangement, students could get the best and latest products from companies such as Lenovo that were available in the market at very affordable and or reasonable prices (Hunh-Hsua 2012). The vision is evident when it created the Tree School Program that included mediating, consulting and distributing the products and services to various schools (Hunh-Hsua 2012). The whole idea that made WebOrganic adopt the visionary strategy was to be able to address the e-learning issue that existed in Hong Kong. Therefore, it wanted to ensure that progression was visible in the infrastructural and software levels of schools (Hunh-Hsua 2012). Huang’s visionary strategy is also presented when he introduced the Cantonese-Learning software that would cater for the needs of students coming from ethnic minorities who accounted for 3% in Hong Kong (Hunh-Hsua 2012). The company’s strategy was to reach out to the untouched markets, low-income earners of the society, and helping in bridging the technological gap and access to e-learning facilities in Hong Kong (Hunh-Hsua 2012). Later, WebOrganic also adopted a shaping strategy that helped them to develop collaborative ecosystems especially with companies like Lenovo and PCCW Ltd. The shaping strategy also proved to be helpful to the company when it influenced its business environment later.
In the new venture, Huang is playing a pivotal role in formulating and...
His idea was to ensure that the students could access the computers and the Internet at affordable prices. Therefore, he decided to scan the environment and understand what needed to be done for the stakeholders (teachers and parents) to collaborate with the company in meeting the needs of their students. WebOrganic looked at the market prices of the products being offered and managed to bring them down to figures that were affordable to the target clients. By negotiating with Lenovo, WebOrganic worked out deals that were satisfactory regarding meeting their social mission. Other companies that came on board were Microsoft and Intel. The low prices enabled WebOrganic to remain competitive, and this meant bringing down the number of companies competing with their offers. Moreover, WebOrganic looked at creating a service package that would change the whole learning process for students. Therefore, the package was geared towards allowing and enhancing students learning experience into reaching optimal levels. Since most of the students acquiring the devices were first time owners, it managed to assist them through giving them support. The support came from WebOrganic’s staff members who attained training from renowned companies such as Microsoft and Lenovo (Hunh-Hsua 2012).
Most of the service centers helping the students were within reach of students because they were located in their residential neighborhoods. Parents and teachers were also not left out; they received training from the community centers that also looked at solving the technological hiccups presented. WebOrganic also incorporated university students in the learning experience as part of their social learning curriculum.
Social Enterprise at WebOrganic
In a social enterprise, an individual or a company decides to combine the passion of fulfilling a social mission with the business strategy business-like image (Abu-Saifan 2012). In such a scenario, the company’s business tools are used in resolving a particular…
