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Why Mobile Car Detailing is the Best Option for Luxury Car Owners

Why Mobile Car Detailing i could ask Why, then, Mobile Car Detailing is the best choice available for owners of luxury cars? Given the human motivation especially on the consumption motive towards luxury cars why Mobile Car Detailing is the best option for Luxury Car Owlysis Wilson (2015) defines consumer motivation as the state in which people identify and purchase goods or services that satisfy their conscious and unconscious needs or wants. Research, evaluation, and testing help one to undertake the consuming activity by means of which one can choose the consumption decision nearer to the motivating wants and needs. Specific social class, express a desired self image and give self-concept reinforcement, a visible indication that The consumption drive itself should be changed with the personal capacity and purchasing power to satisfy requirements and wants. The outcome is the view of a product as the luxury goods or prestige of brand between self-motivation of a person related to
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Legal Pitfalls to Avoid in U.S. Business Conduction

Employees may also enjoy the perks of a salary and benefits boost, which could include shares or bonuses. There are plenty of career opportunities available for individuals looking to enhance their quality of life. In addition, analytics methods can provide the necessary evidence to inform decisions and generate valuable insights for businesses and their stakeholders.The aim of this qualitative multiple case study was to investigate the strategies employed by IT leaders in the telecommunications industry to effectively implement big data analytics. The underlying foundation of Kotter's eight-step process model for organizational change was enhanced by incorporating the business process quality management design of Six Sigma.

Conceptual frameworks are essential for providing a solid foundation for the study.


Organizational leaders are actively engaged in the fast-paced development of big data technologies as a major driver of innovation due to the numerous advantages they offer (Wamba et al., 2017). The value of big data analytics is becoming more and more crucial for organizations to thrive and stay competitive across various operations (Wamba et al., 2017). The literature review encompasses a comprehensive analysis of various topics, including Kotter's change model, the methodologies of DMAIC and DMADV in Six Sigma, the technology-organization-environment (TOE) conceptual framework, big data analytics, the history of big data analytics, the relationship between big data analytics and competitive advantage, the benefits of big data analytics, and the challenges associated with implementing it. In order to delve into the subject matter, I thoroughly examined a wide range of scholarly resources. These included peer-reviewed and nonpeer-reviewed journal articles, publications from reputable government agencies, and esteemed academic books. I conducted a thorough search for academic articles and books using various reputable sources such as Microsoft Academic, Google Scholar, and a range of databases including ABI/Inform, Business Source Complete, Emerald Management, ProQuest Central Database, SAGE Premier, and Science Direct. These resources were accessed through the Walden University Library.

Kotter's Change Model


Kotter's change model provides a comprehensive framework for successfully implementing change. Organizational leaders have the option to utilize the Kotter's change process model to gain insights into potential challenges when introducing or executing new programs (Kotter, 2007). The model remains a widely used resource for studying change management, offering researchers valuable insights into the various challenges and opportunities that arise when applying each step of the model to a specific organizational requirement. Kotter developed the eight-step change model in 1995 as a tool to facilitate change management in organizations (Kotter, 2007). Kotter (2012) proposed that the effective execution of change necessitates a progression of eight distinct phases. The change leader and coalition may struggle to effectively communicate their vision, which can make it challenging for employees to fully grasp the change process (Kotter, 2007). The fourth stage emphasizes the importance of a transformation leader who can effectively convey the vision through their actions and words (Kotter, 2007). Not recognizing the importance of developing a communication strategy to effectively communicate the change could negatively impact the change process (Pollack & Pollack, 2015). In order to overcome barriers, it is crucial to establish cohesive work processes and empower employees at various levels of the organization (Kotter & Schlesinger, 2008).  I used seven keywords for my searches: (a) big data, (b) big data analytics, (c) successful strategies implemented, (d) competitive advantage, (e) kotter’s change model, (f) Six Sigma and DMADV, (g) big data and telecommunication, and (h) big data and social change. The study included a total of 275 references, with a significant majority (90%) being peer-reviewed articles. Furthermore, a substantial portion (86%) of these articles were published within 5 years of my anticipated year of CAO approval for my completed study.

Inadequate communication of the vision can negatively impact employee motivation, leading to confusion and a lack of clarity (Kotter, 2007). 


When the vision is effectively communicated to everyone, it creates a ripple effect of positivity among employees during the change process. Encouraging open communication among employees is crucial for ensuring a clear understanding and effective dissemination of the company's vision (Kotter & Schlesinger, 2008). Spreading the vision across the entire organization is a crucial element of a communication strategy for change management, according to Kotter (2012). An effective communication strategy for change management would focus on promoting positivity and removing any obstacles that may arise. Encourage and support employees to take action based on the vision for change. In the fifth stage, Kotter discusses the impact of challenges that impede the implementation of the new vision for change. For instance, the size of the organization may pose a challenge when it comes to implementing change (Baloh et al., 2018). However, organizational leaders must address significant obstacles to ensure the successful implementation of the change process. Additional examples of obstacles to change include cultural change, performance appraisal systems, and employee resistance to adapting to change (Kotter, 1996). Encouraging the support and participation of employees during the change process can sometimes pose a challenge (Grobler et al., 2019). Certain employees may prioritize compensation over the company's vision (Kotter & Schlesinger, 2008). 

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