Price Water House Coopers Strategy
Student ID
University of Portsmouth Business School
Richmond Building
Portsmouth
Hampshire PO5 0AN
Key Words
Market Orientation, Competitive Advantage, Customer Value, Implementation, Change, Obstacles
Abstract
This paper analyses PricewaterhouseCoopers Middle East (PwC ME) recently adopted “go-to market” operating model. The paper suggests that the market oriented strategy implemented by PwC ME will help it sustain an enduring competitive advantage if it was updated regularly baring in mind that market conditions and competitive threats never stand still. The paper proposes that PwC ME can minimize the effect of the obstacles associated with the implementation of their new model by embedding the change into the culture of the company.
Introduction
Every organization must be in sync with its operating environment. In order to have an optimal strategy, firms usually apply the SWOT analysis in order to point the external (strengths & weaknesses) and internal factors (opportunities and threats) affecting them. These forces might be pulling the firm in opposite directions, as there is a gap between market demands (or external factors) and internal firm resources, this is known as the paradox of market and resources (De Wit, Meyer, 2010, p.250).
As the competition is becoming fiercer and customers are seeking the maximum value, PricewaterhouseCoopers Middle East (PwC ME) recognized the need of becoming more market oriented. This required shifting from a competency-focused strategy to an industry-focused strategy. The go to market model implemented by PwC ME will help it reach its targets if it was applied properly taking into account that the adoption of that model is a significant change management challenge that requires a qualified and mature leadership team that is able to lead a practice.
The paper details the components comprising PwC ME new go to-market operating model, analyses aspects of the change process and explains the issues
University of Portsmouth Business School
Richmond Building
Portsmouth
Hampshire PO5 0AN
Key Words
Market Orientation, Competitive Advantage, Customer Value, Implementation, Change, Obstacles
Abstract
This paper analyses PricewaterhouseCoopers Middle East (PwC ME) recently adopted “go-to market” operating model. The paper suggests that the market oriented strategy implemented by PwC ME will help it sustain an enduring competitive advantage if it was updated regularly baring in mind that market conditions and competitive threats never stand still. The paper proposes that PwC ME can minimize the effect of the obstacles associated with the implementation of their new model by embedding the change into the culture of the company.
Introduction
Every organization must be in sync with its operating environment. In order to have an optimal strategy, firms usually apply the SWOT analysis in order to point the external (strengths & weaknesses) and internal factors (opportunities and threats) affecting them. These forces might be pulling the firm in opposite directions, as there is a gap between market demands (or external factors) and internal firm resources, this is known as the paradox of market and resources (De Wit, Meyer, 2010, p.250).
As the competition is becoming fiercer and customers are seeking the maximum value, PricewaterhouseCoopers Middle East (PwC ME) recognized the need of becoming more market oriented. This required shifting from a competency-focused strategy to an industry-focused strategy. The go to market model implemented by PwC ME will help it reach its targets if it was applied properly taking into account that the adoption of that model is a significant change management challenge that requires a qualified and mature leadership team that is able to lead a practice.
The paper details the components comprising PwC ME new go to-market operating model, analyses aspects of the change process and explains the issues
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