n your first essay, you used Bohan’s Model to describe an Organization and its Environment.
In this essay, I want you to describe and discuss the organization’s ( Deloitte Touche Tohmatsu Limited) Strategy for surviving and thriving in its Environment. First, I want you to describe the foundations of the Strategy using Bohan’s Model. In doing that, I want you to give a full description of the Organization’s Customers, discussing the Customers it targets and wants to keep, the Customers it could target and doesn’t have right now, and the Customers it doesn’t and won’t target. I also want a full description and analysis of the Organization’s Competitive Situation. Is the company in a good competitive situation or a difficult one?
Then discuss and analyze the Organization’s Strategy. In doing so, I want you to talk about how the Organization has developed and presently utilizes Distinctive Capabilities to keep its present target customers and to acquire customers it wants but doesn’t have AND to operate successfully in its Competitive Situation. If there are Distinctive Competencies that the Organization should develop in order to better serve present target customers, acquire new customers, or operate in its Competitive Situation, I want to hear about those as well.
You’ll probably need to write at least ten pages.
Here are some suggested headings and the discussion you should have under each heading. (And, yes, the first two sections look a lot like the last paper, but you’re being asked for more detail and analysis.):
Customers
Target Customers We Have and Want to Keep
Who are they? Describe them in detail. Why do they patronize the organization now? What keeps them from patronizing competitors or using substitutes?
Target Customers We Don’t Have and Would Like to Acquire
These Customers fall into two groups: Target Customers that Patronize Competitors and Potential Customers That Aren’t Being Served Well by Anyone. Discuss both groups. In the first case, why are some target customers patronizing competitors? What do competitors do for those customers that your organization doesn’t? In the second case, are there potential customers that aren’t being served well by anyone in the industry? What are their needs and why aren’t they being filled now?
Customers We Don’t Target
Who are they? (Describe them in a bit of detail.) What do they need and why don’t you seek to meet those needs? Which organizations are meeting their needs? Do these Customers provide possible future markets for your Organization or will it be better to continue to leave them out of your organization’s Strategy?
Competitive Situation
Intensity of Rivalry
How intense is the rivalry experienced by the Organization? If it’s intense, how does the Organization address that rivalry? How does it maintain its “edge” over rivals? Or is it suffering from that intensity and needs to address it better? If so, what should it do?
Barriers to Entry
Are Barriers to Entry to the market high or low? If they are low, how does your Organization address the continual threat of new entrants to the market? In what ways (if any) does it seek to raise Barriers to Entry? If they are high, how does your organization take advantage of that fact?
Strength of Customers
How strong are Customers relative to your Organization? If the Customers’ relative strength is high, how does your Organization address that? Does your Organization do anything or could it do anything to change the relative Strength of the Customers to your Organization’s advantage? If the Customers’ relative strength is low, how does it take advantage of that?
Strength of Suppliers
How strong are Suppliers relative to your Organization? If the Suppliers’ relative strength is high, how does your Organization address that? Does your Organization do anything or could it do anything to change the relative Strength of the Suppliers to your Organization’s advantage? If the Suppliers’ relative strength is low, how does your Organization take Advantage of that?
Substitutes
I’m mostly interested in easy to acquire, easy to use, effective Substitutes that your Organization has to seriously consider. You don’t have to stretch just to come up with Substitutes. If you think that there aren’t good Substitutes for your Organization’s products or services, you can say so. But if there are good Substitutes, identify them and discuss how your Organization addresses them.
Strategy
Present Strategy
In this section, I’m most interested in descriptions and discussion of Distinctive Capabilities within the Organization. In other words, what Distinctive Capabilities does your Organization have and how do those Distinctive Capabilities allow the Organization to keep present Target Customers and operate well within its present Competitive Situation? How has the Organization developed its Resources, Systems/Processes, Culture to create those Distinctive Capabilities? Can you provide evidence that the Organization’s present Distinctive Capabilities are effective?
Proposed Strategy
In this section, I’m interested in a discussion of three things. First, can existing Distinctive Capabilities be leveraged to acquire Target Customers that now go to Competitors? How would the Organization go about doing that? Second, can existing Distinctive Competencies be leveraged to acquire potential Target Customers that aren’t served well by anyone right now? How would the organization go about doing that? Third, what Distinctive Competencies should the Organization build in order to serve existing Target Customers better and/or to acquire Target Customers the Organization doesn’t have and/or to more effectively address the Competitive Situation? How would the organization go about doing that?
In discussing Proposed Strategy, it will be important to discuss the changes and improvements needed for Resources, Systems/Processes, and Culture.
【The first essay and the materials will be uploaded】【The organization should be same as the first essay: Deloitte Touche Tohmatsu Limited
