Case study on accenture

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Case study on accenture

  1. 1. Presentation <br />On <br />Case study <br />Of ACCENTURE CONFLICTS<br />BY: SHIVANI KAKRIA <br /> MEGHNA MAHAJAN <br /> ANSHITA KASHYAP<br /> KHUSBOO CHAUHAN<br /> SANDEEP KAUR<br />
  2. 2. accenture<br /><ul><li>FOUNDED IN 1953 AND IT NAME WAS ANDERSEN CONSULTING,BUT DUE TO SOME CONFLICTS BETWEEN CHANNEL MEMBERS ON JANUARY 2001,IT WAS FORMED AS ACCENTURE.
  3. 3. IS A GLOBAL MANAGEMENT CONSULTING,TECHNOLOGY CONSULTING AND OUTSOURCING.
  4. 4. HEADQUATERS IN DUBLIN IRELAND.
  5. 5. IS THE LARGEST CONSULTING FIRM IN WORLD.
  6. 6. IT IS ONE OF THE FORTUNE 5OO COMPANY.
  7. 7. CHAIRMAN WILLIAM D.GREEN
  8. 8. CEO:PIERRE NANTERME</li></ul>6 March 2011<br />SMACKS<br />
  9. 9. INTRODUCTION<br /><ul><li>The present case study is about how to opt an optimal channel strategy matrix.
  10. 10. Whenever suppliers made an channel change,they face two types of challenges:
  11. 11. Retailisation
  12. 12. Customer rejection
  13. 13. In order to minimize these problems every company before making any channel change should make proper analysis and then opt appropriate strategies .so as to minimize the participants conflicts that may arise during channel change ,channel conflict strategy matrix is developed.</li></ul>6 March 2011<br />SMACKS<br />
  14. 14. Channel conflict strategy matrix<br />It is a interplay between two forces:<br /><ul><li>Market value :a function of where power resides with the supplier or with the channel.
  15. 15. Channel power:a measure of how much worth the channel</li></ul>adds for the customer, beyond what the manufacturer<br />provides.<br />6 March 2011<br />SMACKS<br />
  16. 16. Channels controls customers<br />Market power<br />Suppliers controls <br />costomers<br />insignificant<br />significant<br />Channel value added<br />6 March 2011<br />SMACKS<br />
  17. 17. Four types of strategies<br />Compete<br />Forward integrate<br />Lead<br />cooperate<br />6 March 2011<br />SMACKS<br />
  18. 18. compete<br />When market power rests with suppliers.<br />Channel value is low.<br /> Example:Airline E-commerce business.<br />6 March 2011<br />SMACKS<br />
  19. 19. Forward integrate<br />When market power is with the traditional channels<br />Channel value is low.<br />The suppliers should consider invading the channel to increase its capacity for value creation.<br />Example:Dell computers<br />SMACKS<br />6 March 2011<br />
  20. 20. LEAD<br /><ul><li>When traditional channel value is,
  21. 21. But market power is low.</li></ul> The supplier must take the lead so that channel achieve its aim.<br /> example<br />6 March 2011<br />SMACKS<br />
  22. 22. cooperate<br />When channel value is high,<br />Market power is also high,<br />Channel players see themselves as equal to the supplier.<br />Example :<br />6 March 2011<br />SMACKS<br />
  23. 23. conclusion<br />From the case study we conclude that before applying any channel conflict strategy the company should proper analyze conflicts and their relative weights and also the opportunities in the environment by considering market power and channel value.company can also opt a mix of one or more strategies.<br />6 March 2011<br />SMACKS<br />
  24. 24. THANK YOU<br />

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