Alstom Power Service 2005 Building a Service Identity Case Solution

The Harvard Business Review published a case study that primarily focuses on Alstom Power Service 2005 Building a Service Identity. The following case solution has been designed to give the reader an overview about the business world along with a clear understanding of its growth dynamics. Recently, Alstom Power Service 2005 Building a Service Identity has been subjected to strategic as well as managerial problems that require immediate attention so that they can be resolved to allow future growth, expansion, and competitive edge within the marketplace. This case study solution is being written to provide a strategic solution to Alstom Power Service 2005 Building a Service Identity using various appropriate tools and frameworks. Harvard Business Review’s case studies involve a central problem that is faced by a particular company. The problem identified involves strategic and managerial implications for the company. Therefore, it is important for readers to critically identify the problem Alstom Power Service 2005 Building a Service Identity faces. Moreover, it is also essential to highlight the key stakeholders that are impacted and influenced by the problem identified.

External Environmental Analysis

The external environment holds significant importance for Alstom Power Service 2005 Building a Service Identity to ensure that the company is able to respond to all the changes in the macro-environment. This is because Alstom Power Service 2005 Building a Service Identity cannot control the factors and thus can directly influence the company's operations (Indris & Primiana, 2015). The external environment of Alstom Power Service 2005 Building a Service Identity will be assessed using PESTLE Analysis.

Political

• A stable political environment provides a favorable market growth trend for Alstom Power Service 2005 Building a Service Identity.

• It is important for Alstom Power Service 2005 Building a Service Identity to analyze the pressure groups, and social environment activists. The company can make close collaborations with these groups to achieve company goals (Wang, Wang, & Shi, 2022).

• High restrictions on trade and high levels of taxes can contribute to the complex business environment for Alstom Power Service 2005 Building a Service Identity by impacting imports and exports.

Economic

• Alstom Power Service 2005 Building a Service Identity can benefit from wide-range opportunities in business growth by operating in developing economies (Munro, 2017).

• High GDP can determine the long-term growth strategies of Alstom Power Service 2005 Building a Service Identity, signaling the ability of consumers to spend on more products.

• Higher rates of interests can provide Alstom Power Service 2005 Building a Service Identity with more investment opportunities.

• The flexibility in the labor market allows Alstom Power Service 2005 Building a Service Identity to take advantage of higher workforce productivity.

Social

• The selection of appropriate demographic segments has allowed Alstom Power Service 2005 Building a Service Identity to select the right segments of the market that have high growth potential.

• The research on gender roles has helped Alstom Power Service 2005 Building a Service Identity to develop and align communication as well as marketing strategies accordingly.

• Alstom Power Service 2005 Building a Service Identity has been successful in understanding the norms and cultures of different countries by developing local teams and partnerships (Hueske, Endrikat, & Guenther, 2015).

Technological

• The adoption of innovative marketing techniques that involves communication technologies has allowed Alstom Power Service 2005 Building a Service Identity to collaborate successfully with consumers.

• The company has stayed ahead in the market, and can significantly increase its market share by placing its major focus on emerging technologies (Akpoviroro & Owotutu, 2018).

• Alstom Power Service 2005 Building a Service Identity should maximize its profits by investing in disruptive technologies.

Environmental

• It is crucial for Alstom Power Service 2005 Building a Service Identity to adopt effective waste management practices to reduce environmental pollution (J. K, W. J, & D., 2016).

• Alstom Power Service 2005 Building a Service Identity should adopt eco-friendly products to establish better relationships with the stakeholders.

• Alstom Power Service 2005 Building a Service Identity can take advantage of subsidies offered in renewable technologies to achieve the long-term goal of sustainability.

Legal

• Alstom Power Service 2005 Building a Service Identity should follow proper laws concerning employee health and safety, and anti-discrimination laws to effectively develop HRM.

• Consumer protection laws are also important for Alstom Power Service 2005 Building a Service Identity as it involves the consumer protection from fraudulent marketing (S. Samusenko, S. Plaskova, & A. Prodanova, 2020).

• Alstom Power Service 2005 Building a Service Identity can gain a competitive advantage, and can position itself strongly in the market by protecting intellectual property laws.

Porter’s Five Forces Analysis

Threat of New Entrants

• It is difficult to achieve economies of scale in Alstom Power Service 2005 Building a Service Identity’s industry, making it a weaker force for new entrants.

• There are high capital requirements in the industry. This makes it difficult for new businesses to set up their companies, and compete against Alstom Power Service 2005 Building a Service Identity.

• The industry has a strong product differentiation, and heavy investment is needed for customer acquisition. Thus, Alstom Power Service 2005 Building a Service Identity can focus on innovation to differentiate itself from its competitors (H. Th. Bruijl, 2018).

• There are strict legal requirements to join the industry in which Alstom Power Service 2005 Building a Service Identity operates, making it difficult for new entrants to enter the market.

Bargaining Power of Suppliers

• The bargaining power of suppliers in the industry is weak.

• Alstom Power Service 2005 Building a Service Identity operates in an industry with a higher number of suppliers. This means that suppliers do not have much control over their prices.

• Standardized products that have low switching costs are provided by suppliers allowing buyers like Alstom Power Service 2005 Building a Service Identity to easily switch their suppliers (Fabbri & F.Klapper, 2016).

• Raw materials can be purchased at lower prices by Alstom Power Service 2005 Building a Service Identity. The company can also switch suppliers for more reasonable pricing.

• Alstom Power Service 2005 Building a Service Identity can benefit from a variety of suppliers as it can have multiple suppliers for its various geographical areas (Cho, Ke, & Han, 2019).

Bargaining Power of Buyers

• The bargaining power of buyers in the Alstom Power Service 2005 Building a Service Identity industry is weak.

• There is a high product differentiation in the industry, making it difficult for buyers to switch to alternative firms.

• Alstom Power Service 2005 Building a Service Identity can come with differentiated and innovative products to attract more buyers of the industry (Zhao, Zuo, & Wu, 2016).

• Buyers of this industry has low incomes. This means they prefer to purchase items at lower prices, making them more price sensitive. Organizations like Alstom Power Service 2005 Building a Service Identity can offer lower prices to attract customers.

Threat of Substitute Products or Services

• There are few substitute products available in the industry in which Alstom Power Service 2005 Building a Service Identity operates.

• Expensive substitutes are available in the industry of Alstom Power Service 2005 Building a Service Identity, making it difficult for buyers to switch to those substitutes (Aithal, 2016).

Rivalry Among Existing Firms

• The rivalry among existing firms is moderate to weak.

• There are few competitors in the industry in which Alstom Power Service 2005 Building a Service Identity operates.

• A large market share is enjoyed by fewer firms in the industry. This means that more competitive actions will be made to become leaders in the market (Seema, 2016).

• The industry in which Alstom Power Service 2005 Building a Service Identity operates has highly differentiated products, making it difficult for companies to win each other customers.

• Alstom Power Service 2005 Building a Service Identity can focus on making more differentiated products to gain a strong competitive edge in the market (Zhao, Zuo, & Wu, 2016).

Internal Environmental Analysis

Alstom Power Service 2005 Building a Service Identity can use internal environmental analysis to identify and evaluate the competitive positioning of a company in the business environment. This involves conducting a SWOT Analysis that can help Alstom Power Service 2005 Building a Service Identity to identify the company’s internal strengths, weaknesses, opportunities, and threats (Halmaghi, Iancue, & Băcilă, 2017).

SWOT Analysis

Strengths

• Alstom Power Service 2005 Building a Service Identity has a strong distribution network that has allowed it to make its products available to large customers within the given timeframe.

• A strong presence on social media platforms has allowed Alstom Power Service 2005 Building a Service Identity to have a high level of customer engagement (Rizaldi, 2015).

• Alstom Power Service 2005 Building a Service Identity has been successful in building a large product portfolio, so unique and distinctive products can be offered to consumers.

• Alstom Power Service 2005 Building a Service Identity has a strong brand image in the market.

• A low-cost structure of Alstom Power Service 2005 Building a Service Identity has allowed it to manufacture products at lower costs, so they become affordable for consumers to purchase.

• The financial position of Alstom Power Service 2005 Building a Service Identity is strong as the company has generated higher profits over the past years (Phadermrod, M.Crowder, & B.Wills, 2019).

• Alstom Power Service 2005 Building a Service Identity has invested in the training and development of its employees to keep them motivates, leading to higher efficiency and productivity.

Weaknesses

• The expenditure of Alstom Power Service 2005 Building a Service Identity on its research and development is comparatively less to other competitors of the market.

• Alstom Power Service 2005 Building a Service Identity uses a centralized decision-making process that takes time and reduces operational efficiency (Ahmadi, Dileepan, & K. Wheatley, 2016).

• There are high rental costs because Alstom Power Service 2005 Building a Service Identity operates on more of the rental properties rather than purchasing them.

• There is no workforce diversification in Alstom Power Service 2005 Building a Service Identity. This makes it difficult for the employees to adjust with the different workers who belong to different backgrounds.

Opportunities

• Since the online shopping has increased significantly, Alstom Power Service 2005 Building a Service Identity can take it as an opportunity to expand its online presence.

• Alstom Power Service 2005 Building a Service Identity can make use of social media platforms to market its products, with more customers interactions.

• Due to more technological developments, Alstom Power Service 2005 Building a Service Identity can make its operations more automated so that overall company costs can be reduced (Ahmadi, Dileepan, & K. Wheatley, 2016).

• Globalization provides an opportunity to Alstom Power Service 2005 Building a Service Identity to expand its operations in multiple countries.

• Alstom Power Service 2005 Building a Service Identity can enter in a niche market and sell distinctive products to gain a competitive advantage.

• The increase in the demand of environmentally friendly goods, Alstom Power Service 2005 Building a Service Identity, can place its major focus on making such products (E.Quezada, A.Reinao, & I.Palominos, 2019).

Threats

• In recent times, there has been an increase in the bargaining power of suppliers, making it difficult for Alstom Power Service 2005 Building a Service Identity to buy raw materials at lower costs.

• Numerous players are entering the industry, posing a major threat to Alstom Power Service 2005 Building a Service Identity.

• There has been constant pressure on Alstom Power Service 2005 Building a Service Identity to conduct frequent research to understand the changing customer tastes and preferences (Kolbina, 2015).

• Technological advancements require workforce training. This adds to the costs of Alstom Power Service 2005 Building a Service Identity.

VRIO Analysis

Alstom Power Service 2005 Building a Service Identity uses VRIO Analysis to assess and evaluate the company resources to determine the competitiveness, and strategic advantage.

Valuable

• Alstom Power Service 2005 Building a Service Identity has a strong brand image and engages in corporate social responsibility.

• Alstom Power Service 2005 Building a Service Identity has a high brand recognition because of the quality of products it offers to its customers (Ariyani & Daryanto, 2018).

• The distribution system of Alstom Power Service 2005 Building a Service Identity is valued all round the world. The company has been able to successfully establish strong relationships with its suppliers.

• Alstom Power Service 2005 Building a Service Identity focuses on continuous innovation in its business. The company has expanded this innovation in its multiple functional areas.

• There are potential growth opportunities in the market, and Alstom Power Service 2005 Building a Service Identity has been able to penetrate the market through its ability to raise large funds.

Rare

• Alstom Power Service 2005 Building a Service Identity operates globally. This global presence has allowed the company to increase its customer base (Miethlich & G. Oldenburg, 2019).

• Alstom Power Service 2005 Building a Service Identity has an organizational culture that promotes more teamwork, innovation, and creativity among its employees, that leads to a competitive advantage.

• Since Alstom Power Service 2005 Building a Service Identity has a global presence, it allows the company to easily adapt to different cultures, norms and values.

• The risk-taking ability of Alstom Power Service 2005 Building a Service Identity is strong. This provides more opportunities to the company to penetrate different markets.

Inimitable

• The inimitable resource for Alstom Power Service 2005 Building a Service Identity is its high-quality products. These products have allowed consumers to make repeat purchases.

• Alstom Power Service 2005 Building a Service Identity operates through multiple locations of stores in different companies, allowing easy access to products.

• Strong marketing communications have been used by Alstom Power Service 2005 Building a Service Identity to attract more customers.

• Alstom Power Service 2005 Building a Service Identity has been using integrated technology that has allowed it to offer competitive pricing to its customers (Ariwibowo, Saputro, & Haryanto, 2021).

• Alstom Power Service 2005 Building a Service Identity maintains an excellent customer service that has enabled it to have a high brand engagement.

Organization

• Strong financial position has allowed Alstom Power Service 2005 Building a Service Identity to explore more product development opportunities.

• Alstom Power Service 2005 Building a Service Identity is successfully maintaining the efficiency and effectiveness of its business operations with the help of more integrated and advanced technology.

• Employees are given both in-house and off-the-job training opportunities by Alstom Power Service 2005 Building a Service Identity that allow more skills development (Adnan, Abdulhamid, & Sohail, 2018).

• The strong value chain and distribution network has enabled Alstom Power Service 2005 Building a Service Identity to increase its revenue through the sale of its products.

Marketing Mix

Marketing Mix is needed by Alstom Power Service 2005 Building a Service Identity to formulate effective strategies to achieve the company objectives.

Product

• Alstom Power Service 2005 Building a Service Identity has five product categories. Each of these categories has a product line that involves more variety of products (Išoraitė, 2016).

• Highly differentiated products are offered by Alstom Power Service 2005 Building a Service Identity to its customers. These distinctive products are not easily available at competitors.

• The products of Alstom Power Service 2005 Building a Service Identity are of higher quality, and thus, customers pay more prices for these products.

• Alstom Power Service 2005 Building a Service Identity designs products with traditional designs giving customers more product variety.

• Alstom Power Service 2005 Building a Service Identity offers multiple sizes for its every product to make it easy for its customers to select the right product.

• Warranty and same-day delivery option if also provided by Alstom Power Service 2005 Building a Service Identity to its customers.

Price

• Alstom Power Service 2005 Building a Service Identity follows a competitive pricing strategy.

• To attract more customers, bundle pricing has also been used by the company.

• Little higher prices are charged for products that are sold online because of the delivery costs (Thabit & Raewf, 2018).

• Optional product pricing strategy is also adopted by Alstom Power Service 2005 Building a Service Identity for some of its products, such as a base product is offered for a certain price, and there are separate prices for its accessories.

• Regular promotional prices are also offered by Alstom Power Service 2005 Building a Service Identity to its customers.

Place

• Alstom Power Service 2005 Building a Service Identity uses two channels for its product distribution. This includes online selling and through own stores.

• There are more than multiple stores owned by Alstom Power Service 2005 Building a Service Identity globally. This ensures easy product availability to customers (Pogorelova, Yakhneeva, & Agafonova, 2016).

• Alstom Power Service 2005 Building a Service Identity has partnered with delivery service companies to distribute its products effectively to consumers.

• Alstom Power Service 2005 Building a Service Identity has also adopted an omni-channel distribution system.

Promotion

• Alstom Power Service 2005 Building a Service Identity uses a traditional promotional strategy that involves TV advertisements (Fan, Y.K.Lau, & Zhao, 2015).

• Social media advertisements are also adopted by Alstom Power Service 2005 Building a Service Identity to increase brand awareness.

• Alstom Power Service 2005 Building a Service Identity takes part in various events and exhibitions as a way of promoting its products.

• Large sales force is used to provide the customers with a more personal experience.

• Alstom Power Service 2005 Building a Service Identity also makes use of influencer marketing to increase the demand for its products.

• Regular content and deals are posted on the social media pages of Alstom Power Service 2005 Building a Service Identity to attract and retain customers.

Value Chain Analysis

Alstom Power Service 2005 Building a Service Identity can use Value Chain Analysis to identify and assess inter-relationships as well as interdependencies.

Primary Activities

• Alstom Power Service 2005 Building a Service Identity’s primary activities involves the production and selling of products to the final consumers (Mintz, J.Gilbride, & Lenk, 2021).

• Alstom Power Service 2005 Building a Service Identity has a strong relationship with the suppliers. This ensures that the product is received, stored, and distributed in a timely manner.

• Operational activities of Alstom Power Service 2005 Building a Service Identity are effectively aligned.

• For inbound logistics, after the arrival of raw material, the company processes it to manufacture the final product (Hasan, Nekmahmud, & Yajuan, 2019).

• In terms of outbound logistics, Alstom Power Service 2005 Building a Service Identity has been able to set up optimal costs as well as efficient delivery processes to deliver the product on time.

• Alstom Power Service 2005 Building a Service Identity invests in its sales and marketing activities to build relationships with customers.

• Marketing funnel approach is used by Alstom Power Service 2005 Building a Service Identity to effectively devise and build sales and marketing activities.

• Alstom Power Service 2005 Building a Service Identity offers both pre-sale and post-sales services to its customers.

Secondary Activities

• Alstom Power Service 2005 Building a Service Identity has an effective infrastructure that has allowed the company to successfully optimize its value chain.

• The competitive pressure in terms of employee skill development, motivation, and commitment is reduced as Alstom Power Service 2005 Building a Service Identity has developed a strong HRM (Linkov, Carluccio, Pritchard, & Bhreasail, 2020).

• Alstom Power Service 2005 Building a Service Identity uses a cost minimization approach to reduce its costs by analyzing the costs associated with training and hiring the employees.

• Alstom Power Service 2005 Building a Service Identity has been using integrated technology in its value chain activities. This includes technological customer support, research and data analytics concerning product design, and automated software.

• The procurement activities of Alstom Power Service 2005 Building a Service Identity are effectively optimized with its inbound, outbound, and operational activities (Maheswari, Yudoko, & Adhiutama, 2019).

Market Penetration Strategies

• Alstom Power Service 2005 Building a Service Identity can increase the capacity of its production so it can reach more of the customers in its existing market.

• Alstom Power Service 2005 Building a Service Identity can focus on controlling the overhead costs so that it can offer competitive pricing that can attract customers of the market (Dawes, 2018).

• Investments can be made by Alstom Power Service 2005 Building a Service Identity in marketing and sales activities to increase the chances of successful market penetration.

• Alstom Power Service 2005 Building a Service Identity can design and develop a content that increases customer engagement within a particular marketplace.

• Alstom Power Service 2005 Building a Service Identity can assess and identify more enhanced distribution networks (Radpour, Mondal, & Kumar, 2017).

• Improved distribution systems and supply chains can improve the product accessibility for the customers, making it easier for Alstom Power Service 2005 Building a Service Identity to penetrate the market.

• Alstom Power Service 2005 Building a Service Identity can adopt price cuts in its products to compete in the market. This will give a company a competitive edge over its competitors.

• Alstom Power Service 2005 Building a Service Identity can plan strategies where it can focus on acquiring the leading players of the market. Such acquisitions will give the company an opportunity to reach more customer segments.

• Strategic partnerships and joint ventures agreements can be signed by Alstom Power Service 2005 Building a Service Identity to mitigate the risk factors, and to gain customer groups of the market.

• Alstom Power Service 2005 Building a Service Identity can come up with new and innovative features in its already existing product for the market (Daouda, Barth, & T. M. Ingenbleek, 2019).

Market Development Strategies

• It is important for Alstom Power Service 2005 Building a Service Identity to invest in the research and development department so potential markets can be identified (Hilman, Bohari, & Abdullah, 2018).

• Regional expansion strategy can be used by Alstom Power Service 2005 Building a Service Identity for growth purposes. This will also take into consideration the cultural differences.

• Alstom Power Service 2005 Building a Service Identity should also consider to expand its business operations in the international market. This will allow access to a larger customer base.

• New customer groups and segments should be explored by Alstom Power Service 2005 Building a Service Identity.

• Alstom Power Service 2005 Building a Service Identity should also invest in brand-building activities as it will give an opportunity to reach more potential customers (C. Koks & M. Kilika, 2016).

• Alstom Power Service 2005 Building a Service Identity should consider the market education in terms of its product. The company can significantly increase its sales by giving product awareness to new segments.

Product Development Strategies

• Alstom Power Service 2005 Building a Service Identity can come up with new improvements and modifications in the existing products to attract the market.

• Alstom Power Service 2005 Building a Service Identity should undergo the NPD process, so the company is able to assess and identify new points for its customers.

• Regular investments in the research and development will help Alstom Power Service 2005 Building a Service Identity to develop something new and innovative that can give a competitive advantage (Kalogiannidis & Mavratzas, 2020).

• Alstom Power Service 2005 Building a Service Identity can develop new products by getting into more strategic partnerships.

Diversification Strategies

• Alstom Power Service 2005 Building a Service Identity can adopt vertical diversification to develop business. This can be done by adding more products to the existing portfolio (Kalogiannidis & Mavratzas, 2020).

• Horizontal integration can also be adopted by Alstom Power Service 2005 Building a Service Identity, where the company can enter into a completely new product development phase that does not exist in the current product line.

• Alstom Power Service 2005 Building a Service Identity can also consider to conglomerate by starting a different business.

Conclusion

Based on all the models and frameworks discussed above, it is concluded that Alstom Power Service 2005 Building a Service Identity should focus on widening the existing product portfolio. Moreover, the psychological pricing strategy can be adopted. Alstom Power Service 2005 Building a Service Identity should also maintain close relationships with its suppliers to benefit from lower prices. Similarly, Alstom Power Service 2005 Building a Service Identity should develop more integrated outbound logistics for its perishable items. It is also important to continue producing quality and innovative products, so Alstom Power Service 2005 Building a Service Identity is less affected by the new emerging competition in the industry.

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