Case Study: ESRI

Case Study: ESRI The main players in this case study are Jack and Laura Dangermond. The two are husband and wife and are the founders of ESRI back in 1969. Jack served as the CEO of the company, while Laura assisted him as the executive manager.

The company is in the business of selling data online. Consumers use their computer machines connected to the internet to send and receive data from ESRI’s official website. In general, ESRI could be considered to be operating in the IT industry. This is because almost its entire services are hosted and sold to the users via IT.

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ESRI 2 ESRI is facing the problem of business competition. Although it pioneered the concept of digital maps and the integration of such maps onto the internet, rival firms have emerged and are beating ESRI in its own game. Google, for instance, has its Google maps which is more common in the market among users of the digital mapping services.

This problem has particularly emerged because of the advancement and developments being witnessed in the IT sector as a whole (Board on Science, Technology and Economic Policy, National Research Council, 1999). Many companies are innovating new ways of improving their performances and efficiency so as to woo customers in the market ahead of their rivals. ESRI’s research and development activities are equally not as extensive as those of other established companies such as Google.

The apparent problems are only but symptoms of the real problem to come. Information technology is undergoing fast changes and transformations, which will further subject ESRI to a lot of difficulties. With the degree of competition being witnessed in the industry, ESRI will need a lot of funds so as to manage and sustain the competition. Its market operations and activities at present, however, do not warrant the company the adequate funds needed to maintain such competition.

The environment in which ESRI is operating is characterised by a lot of technological changes and transformations. This is being used by the players to derive value in their service provision and operation efficiency. The environment is also highly competitive, where industry players are using technological innovation to outpace their rivals.

The industry in which ESRI is operating is characterized by highly evolving skills. There has been a lot of invention ever since ESRI pioneered the digital mapping concept. New and old players have continued to introduce new ideas which have also seen the quality of the digital

ESRI 3 maps relayed over the internet improve gradually. Consumers are seeking for the best; therefore, industry players ensure they offer the best (Nakayama & Sutcliffe, 2005).

Possible solutions to competitive issues and challenges that are facing ESRI would be to increase its fund allocation for research and development. This will enable the company to come up with new and exciting service ideas which will captivate the market and as a result offer the company a steady flow of revenue.

My suggested recommendation faces the challenge of finances. For ESRI to sustain a highly effective and competitive research and development plan, the company may need significant funding which may, however, be lacking at the present. The company can, thus, seek for alternative funding in order to make these plans successful.

Highly profitable

Intensive market competition

Use of advertisements to create awareness

Increased marketing

Marketing management

Increased market preference

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References Board on Science, Technology and Economic Policy, National Research Council, (1999).

Advanced technology program: Challenges and opportunities. Washington, D.C: National Academy of Sciences Nakayama, M. & Sutcliffe, N. (2005). Managing IT skills portfolios: Planning, acquisition, and performance evaluation. Hershey, PA: Idea Group.