Emory University Healthcare stakeholder map was developed to serve various purposes. The map has been vital in strategic planning, strategic thinking, as well as focusing on the most specific issues within the organization. Since these are essential elements of environmental analysis, we can confidently declare that the strategy is consistent with the competitive environment. The competition appraisal we have can be regarded as an accurate as well as an honest one because the organization understands its responsibility and strategic position vis-à-vis the competitors. The strategy adopted by Emory University Healthcare in developing the stakeholder map does not indicate underestimated competition. Proper research was done to obtain competitor information. Using this information, we were able to select viable strategies that position the organization strongly in the market.
The service area rivalry changed after we determined the geographical service area, understood competitors in the area, as well as their vulnerabilities. We also assessed the impact of the organization’s strategic actions against the competitors as well as the possible retaliatory steps that the competitors would take to endanger or position in the market. The steps we undertook resulted in changed barriers to service area entry. However, Emory University Healthcare is not vulnerable to the power of a few major customers. The organization has been keen on conducting proper research to obtain competitor information which covers even the major customer. As we adopted the new strategy, we were ready to witness changes in the attractiveness as well as the number of substitute services. Although the changes improve our attractiveness, we had to relinquish some of our services. We also expect our competitors to retaliate to our strategy, and thus, we are vulnerable to strategic counterattack by them.
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