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Turner And Townsend: Acquisition Of Thinc Australia

705 Words3 Pages

Turner and Townsend existing strategy is to capture the market share and enhance growth with the addition of project management service industry. This gave an opportunity to provide additional services to the existing client and acquire the clientele from Thinc. This strategic move has created many opportunities for Turner and Townsend, but also has created challenges which need to overcome. Market oriented strategic move helps in developing organization’s skills, objectives and resources and its changing market opportunities. (Kotler, Keller 2012). Market oriented strategic move involves customer value defining, value developing, and value delivering processes. (Flint, 2004).
PROFESSIONAL SERVICE INDUSTRY STRATEGIC PROFILE
For decades, the …show more content…

The acquisition of Thinc Australia, provided a platform to deliver project management services. However, with the acquisition, Turner and Townsend corporate brand position need to change. Corporate branding is an important strategic decision as it provides the means to communicate positioning and messaging that can assist in securing the ongoing loyalty of customers, employees and investors (Mizik, Knowles, Dinner 2010). Brand positioning is an art of creating a distinct image of a service in the minds of the customer (Manocha 2014).
Reposition on the other hand is changing the position of the brand. With the acquisition, Turner and Townsend need to reposition their brand. Repositioning is how you re-adjust the way you differentiate yourself in the mind of the consumer – in the face of competition, change or crisis (Trout, Rivkin 2010). Without the brand repositioning it creates confusion in the minds of the customers of both companies as they feel no demonstrable changes. Furthermore, the clients who have previously avoided Thinc perceive as being forced to work with them and conversely clients who have worked with Thinc is scepticism to rise in cost due to new management. Without a proper agreement, employees, remain confused as they are unclear about the deal and feel less motivated to adapt to the new company culture. Company shareholder’s feel devalued because of the preconceived brand image and strategic uncertainty to the success of the

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