Description
This is a presetation explaining on evolution of accenture, strategies adopted, key success factors(KSF) of accenture,
1
Chapter Summary
Evolution of Accenture
Key Success Factors Branding of Accenture Vulnerabilities Recommendations
Shailesh J. Mehta School of Management, IIT Bombay
2
Nicher 10% Follower 20%
Market segmentation
Leader 40%
Challenger 30%
Shailesh J. Mehta School of Management, IIT Bombay
3
Leader
• Expanding total market • Defending Market Share • Expanding Market Share
Challenger
• • • •
Objective Opponent General attack strategies Choosing specific attack strategies
Shailesh J. Mehta School of Management, IIT Bombay
4
Follower
• • • •
Counterfeiter Cloner Imitator Adapter
Nicher
• Creating niches • Expanding niches • Protecting niches
Shailesh J. Mehta School of Management, IIT Bombay
5
2003 “High Performance.Delivered” 2002 New positioning “ Innovation Delivered” 2000 Independence, Emergence of Accenture 1989 Anderson Consulting
1942 Consulting arm Aurther Anderson
Shailesh J. Mehta School of Management, IIT Bombay
6
Effective rebranding after separation from Anderson Consulting New name but same touch USP changing with times Innovative revenue sharing model and taglines
Shailesh J. Mehta School of Management, IIT Bombay
7
January 2001 – spun-off Rebranding – $200 million, 47 nations, 147 days “Renamed. Redefined. Reborn 01.01.01” July 2001 – IPO ($1.7 billion) October 2001 – Enron? February 2002 – I am your idea What next? October 2003 – “Go on. Be a Tiger.”
Shailesh J. Mehta School of Management, IIT Bombay
8
150 million$ 100 50 0 83.7 89.3 86.9 98.9
122.7 117.3 121.9
74.3
2003 2004 2005 2006 2007 2008 2009 2010 15 billion$ 10 5 0 2003 2004 2005 2006 2007 2008 2009 2010 5.3 5.7 6.2 6.7 7.3
7.9
7.7
Shailesh J. Mehta School of Management, IIT Bombay
9
What went wrong? Personification of brand Over reliance on a single brand ambassador Over exposure Extended relationship Atonement – $50 million – Its what you do next that counts
Shailesh J. Mehta School of Management, IIT Bombay
10
150 million$ 100 50 0 83.7 89.3 86.9
122.7 117.3 121.9
98.9
74.3
2003 2004 2005 2006 2007 2008 2009 2010 15 billion$ 10 5 5.3 5.7 6.7 7.3 7.9 7.7 7.5
6.2
0
2003 2004 2005 2006 2007 2008 2009 2010
11
Shailesh J. Mehta School of Management, IIT Bombay
11
Shailesh J. Mehta School of Management, IIT Bombay
12
12
Vendor
Deloitte IBM PWC Accenture E&Y CSC KPMG International Fujitsu HP Capgemini Other service vendors Total Market
Revenue (USD Bn) Market Share (%)
4.35 3.96 3.22 2.59 2.32 1.77 1.69 1.47 1.31 1.29 46.15 70.14 6.2 5.6 4.6 3.7 3.3 2.5 2.4 2.1 1.9 1.8 65.9 100
Accenture is one of the market leaders globally Global leader in technology consulting
Market leader in EMEA region
Source: Gartner’s “Market share analysis of top 10 consulting providers”, 2009
Shailesh J. Mehta School of Management, IIT Bombay
13
13
Shailesh J. Mehta School of Management, IIT Bombay
14
• Using multiple brand ambassadors- market specific • Green Accenture- Use Cloud computing • Rebranding Accenture again‘Sustainable performance. Delivered’
Shailesh J. Mehta School of Management, IIT Bombay
15
Shailesh J. Mehta School of Management, IIT Bombay
16
doc_348673286.pptx
This is a presetation explaining on evolution of accenture, strategies adopted, key success factors(KSF) of accenture,
1
Chapter Summary
Evolution of Accenture
Key Success Factors Branding of Accenture Vulnerabilities Recommendations
Shailesh J. Mehta School of Management, IIT Bombay
2
Nicher 10% Follower 20%
Market segmentation
Leader 40%
Challenger 30%
Shailesh J. Mehta School of Management, IIT Bombay
3
Leader
• Expanding total market • Defending Market Share • Expanding Market Share
Challenger
• • • •
Objective Opponent General attack strategies Choosing specific attack strategies
Shailesh J. Mehta School of Management, IIT Bombay
4
Follower
• • • •
Counterfeiter Cloner Imitator Adapter
Nicher
• Creating niches • Expanding niches • Protecting niches
Shailesh J. Mehta School of Management, IIT Bombay
5
2003 “High Performance.Delivered” 2002 New positioning “ Innovation Delivered” 2000 Independence, Emergence of Accenture 1989 Anderson Consulting
1942 Consulting arm Aurther Anderson
Shailesh J. Mehta School of Management, IIT Bombay
6
Effective rebranding after separation from Anderson Consulting New name but same touch USP changing with times Innovative revenue sharing model and taglines
Shailesh J. Mehta School of Management, IIT Bombay
7
January 2001 – spun-off Rebranding – $200 million, 47 nations, 147 days “Renamed. Redefined. Reborn 01.01.01” July 2001 – IPO ($1.7 billion) October 2001 – Enron? February 2002 – I am your idea What next? October 2003 – “Go on. Be a Tiger.”
Shailesh J. Mehta School of Management, IIT Bombay
8
150 million$ 100 50 0 83.7 89.3 86.9 98.9
122.7 117.3 121.9
74.3
2003 2004 2005 2006 2007 2008 2009 2010 15 billion$ 10 5 0 2003 2004 2005 2006 2007 2008 2009 2010 5.3 5.7 6.2 6.7 7.3
7.9
7.7
Shailesh J. Mehta School of Management, IIT Bombay
9
What went wrong? Personification of brand Over reliance on a single brand ambassador Over exposure Extended relationship Atonement – $50 million – Its what you do next that counts
Shailesh J. Mehta School of Management, IIT Bombay
10
150 million$ 100 50 0 83.7 89.3 86.9
122.7 117.3 121.9
98.9
74.3
2003 2004 2005 2006 2007 2008 2009 2010 15 billion$ 10 5 5.3 5.7 6.7 7.3 7.9 7.7 7.5
6.2
0
2003 2004 2005 2006 2007 2008 2009 2010
11
Shailesh J. Mehta School of Management, IIT Bombay
11
Shailesh J. Mehta School of Management, IIT Bombay
12
12
Vendor
Deloitte IBM PWC Accenture E&Y CSC KPMG International Fujitsu HP Capgemini Other service vendors Total Market
Revenue (USD Bn) Market Share (%)
4.35 3.96 3.22 2.59 2.32 1.77 1.69 1.47 1.31 1.29 46.15 70.14 6.2 5.6 4.6 3.7 3.3 2.5 2.4 2.1 1.9 1.8 65.9 100
Accenture is one of the market leaders globally Global leader in technology consulting
Market leader in EMEA region
Source: Gartner’s “Market share analysis of top 10 consulting providers”, 2009
Shailesh J. Mehta School of Management, IIT Bombay
13
13
Shailesh J. Mehta School of Management, IIT Bombay
14
• Using multiple brand ambassadors- market specific • Green Accenture- Use Cloud computing • Rebranding Accenture again‘Sustainable performance. Delivered’
Shailesh J. Mehta School of Management, IIT Bombay
15
Shailesh J. Mehta School of Management, IIT Bombay
16
doc_348673286.pptx