Analysis of Accenture's Business Strategy: Report on Differentiation

This report examines Accenture's business strategy, particularly its differentiation strategy, to gain a competitive advantage. The report explores the company's mission and vision, as well as the importance of factors like cost structure, human resources, and research and development. It also includes a SWOT analysis, highlighting strengths such as the ability to carefully analyze customer requirements, and weaknesses like the focus on consulting businesses. The report also identifies opportunities, such as expanding into new technologies, and threats from competitors. The analysis covers the implementation of a differentiation strategy focusing on product, pricing, and organizational functions. The report concludes that Accenture's business strategy involves implementing a differentiation strategy that allows the company to gain competency in the market. The document references sources such as Ahmed et al., (2016), Alva & Bhat (2018), Engert & Baumgartner (2016), Lawler III et al., (2016), and Wirtz et al., (2016).

Running head: ECONOMICS OF GLOBALISATION
ECONOMICS OF GLOBALISATION
Name of the student
Name of the University
Author’s note

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CLA-1
The business strategy which Accenture needs is the differentiation strategy. The
implementation of differentiation strategy includes differentiation of-
 Product- this creates an edge over the competitors. Accenture can offer innovative
product and service to its customers that fulfils the customer needs and demands. This
includes heavy cost for the research and development and as well as in production and
marketing (Lawler III, 2016).
 Pricing- the market force such as the supply and demand decides the price of the
product. This intends to gain differentiation in pricing that can charge lowest price to
gain superiority by offering maximum price.
 Organisation- the differentiation helps the organisation to earn success through brand
name goodwill and customer loyalty.
Vision and Mission
Vision- the vision is to achieve competitive advantage through effective strategies
analysed through its issues.
Mission- To achieve more on the return on investment than the cost involved in it. To
make the company competent for market leadership to offer uniqueness in its product and
service.
The factors which can be considered for effective market growth are cost structure,
human resource, research and development, marketing, product offerings, product
differentiation. These factors helps to improve the performance of the firm.

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SWOT
Strength Weakness
Differentiation strategy helps the firm to carefully
analyse customer’s requirements to identify the
feasibility of integration of differentiation strategy
into a unique product (Engert, 2016).
The business strategy may not
focus on coordination among the
employees.
It also depends on consulting
business which can lead to
financial declination.
Opportunity Threat
It can expand its business by targeting on small
projects.
It can focus on new technology and BPO and can
make the revenue equivalent to consulting business
(Alva, 2018). This can help the business to
penetrate better.
The threats from its competitors
in IT sector due to their unique
business strategy such as
Capgemeni, Infosys.

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Summary
The company intends to set a unique business strategy that is the differentiation strategy
which the firm implements for more innovation and acquire competency in the market.
The company implemented many differentiation strategy which helped the company to
overview the product, pricing and focused on organisational functions. This assignment
helped the organisation to stratify different strategies for growth aspects of Accenture.

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References
Ahmed, J. U., Ameen, M. N., Uddin, M. J., & Khan, T. N. (2016). Strategic issues for
Accenture Bangladesh: a developing country perspective. Vision, 20(1), 66-72.
Alva, H., & Bhat, S. (2018). Accenture–Understanding Sustainable Business
Strategies. International Journal of Case Studies in Business, IT and Education
(IJCSBE), 2(1), 54-63.
Engert, S., & Baumgartner, R. J. (2016). Corporate sustainability strategy–bridging the gap
between formulation and implementation. Journal of cleaner production, 113, 822-
834.
Lawler III, E. E., Benson, G. S., & Ledford Jr, G. E. (2016). A Study of Cutting-Edge
Performance Management Practices: Ongoing Feedback, Ratingless Reviews and
Crowdsourced Feedback.
Wirtz, B. W., Pistoia, A., Ullrich, S., & Göttel, V. (2016). Business models: Origin,
development and future research perspectives. Long range planning, 49(1), 36-54.