Links between orgnisational strategy, products, services, and customers
An organisational strategy refers to the intentional and coordinated actions a corporation takes to align its services with its consumers’ specific demands and preferences (Kabeyi, 2019). The plan oversees the allocation of resources across different firm operations to achieve the organisation’s long-term goals and objectives. An organisation’s strategy, products or services, and customers can be analyzed through three key areas: strategy analysis, creation, and implementation. The initial phase involves conducting a comprehensive analysis of the company’s present condition to align the company’s strategic objectives with its products and client base. It involves examining the market conditions, client preferences, challenges, and the SWOT analysis of the business, which encompasses its strengths, weaknesses, opportunities, and threats (Kabeyi, 2019). As an example, Apple engages in market research to comprehend the evolving requirements of its target audience, hence fostering innovation in the development of new products such as the iPhone and iPad latest versions.
By analyzing the outcomes of the strategy analysis, the company can create an organisational strategy that aligns with its mission, vision, and long-term objectives. The document would include methods to enhance its competitive position in the market by employing techniques such as differentiation, cost leadership, or focus strategies. Apple has implemented a strategy that involves creating high-priced, user-friendly devices in order to establish strong brand identification among customers.
The last phase entails executing the organisational strategy by converting it into corporate, business, and functional levels by establishing specific targets and their measurement, as well as allocating duties to various departments and individuals. Apple’s strategy implementation is evident through the close integration of hardware and software, which aims to provide a seamless user experience across its product ecosystem.
Product Development and Customer Involvement
There is a strong correlation between the utilization of organisational strategy and the product development process (Varadarajan, 2020). Companies can utilize product differentiation, cost leadership, and innovation tactics to create distinct and exclusive product offers for their brand. In order to provide highly advanced items to highly technical clients, an inventive organisation must prioritize research and development. On the other hand, a cost-leadership approach might create affordable choices that attract clients sensitive to pricing. Moreover, efficient organisational tactics bolster client engagement by matching marketing endeavors with customer values and expectations. This entails developing focused marketing efforts that appeal to the target demographic and employing consumer feedback to enhance and improve products and services. By maintaining ongoing communication with clients, organisations can continuously adapt their strategies to align with customers’ evolving preferences, thereby fostering and strengthening relationships and ultimately increasing sales.
The balance between organisational strategy, product development, and consumer involvement is the decisive factor in achieving company success (Kabeyi, 2019). When firmly established, an organisation can form a genuine connection with customers, leading to brand loyalty and customer satisfaction. These qualities ultimately result in long-term success.
