To compete successfully, businesses must frequently check that their operations are properly aligned with the realities on the ground. To compete successfully, businesses must frequently check that their operations are properly aligned with the realities on the ground. As a result, organizations typically require an evaluation of their current situation in terms of resource endowment, as well as ensuring that their current strengths are aligned with upcoming prospects. If the Canadian Blood Services (CBS) is to continue running and dispensing services as effectively as possible, it must be properly aligned with the commercial environment. The debate that follows focuses on CBS's strategic stance and management in respect to ideas such as Situational Analysis, Mintzberg's elements, and Porter's Generic Strategy. Canadian Blood Services came into existence in 1998 as a national, nonprofit charitable corporation that handles blood supply in all of Canada and overseas. With a team of 4,300 workers and about 17,000 volunteers, the organization can operate in 36 permanent collection centers, eight OneMatch Stem Cell and Marrow Network fields, two bloodmobiles, and more than 22,000 donor clinics annually (Kelley, 2003). On average, the firm handles 850,000 units of blood every year, which is processed into the products and components that are administered to thousands of patients annually through blood transfusion (Kelly, 2003). Today, the organization is under pressure as blood demand is growing faster than what is there, especially since Canada has an aging population.
SWOT Analysis
Regarding its strengths and weaknesses, CBS has access to monetary support from the provincial and territorial ministries of health. It receives about 4.5 million dollars in funds meant for daily operations and marketing. Also, the firm enjoys a viable market where significant barriers to entry into the market are present leaving it with fewer rivals. Only a handful of organizations that engage in sourcing, supplying, and distributing blood in Canada exist. Also, the corporation has established distribution and sales networks with 36 permanent collection centers and a network of thousands of clinics strategically situated in Canada and beyond. Nonetheless, as a non-profit making organization, CBS is not allowed to take a conventional marketing approach. This barrier has affected negatively the firm’s ability to convince a more significant number of potential donors than it has today.
Several opportunities and threats exist in CBS's environment. Several opportunities and threats exist in CBS's environment. Firstly, about 4% of donors who are eligible donate blood, which leaves about 94% of the market uncovered (Kelley, 2003). Nevertheless, several risks exist, such as the issue of the short shelf life of blood samples and its products. Also, there is the danger of contaminating blood with undesirable contaminants such as HIV or other lethal infections. Then, the shortage of blood that occurs during holiday seasons is also an issue. The 2016 Report on Performance Review of the Canadian Blood Service asserts that many donors often take vacations away from home making decreasing the ability of CBS to procure enough blood (Canadian Blood Services, 2017 (b)). Finally, the Canadian population is aging, which places restrictions on the scope of CBS donors.
Mintzberg’s 5 Ps of Strategy
Mintzberg (2001) advises that a reliable strategy requires an all-around approach. CBS cannot afford to rely on a one-sided view of its long-term plans; instead, it needs several standpoints. Firstly, the blood service provider should view strategy preparation as a system of tactical plans. The firm would be better off ensuring that it targets countering the imminent threats and weaknesses. Secondly, CBS needs a ploy that can change the minds of its donors by making them more sympathetic to the welfare of the recipients. Once donors are aware of how significant their actions are in saving others, they will be more inclined to make repetitive donations. Thirdly, CBS requires approaching its strategy as a pattern of events. It needs to consider its prior performance and factor this consideration into it future engagements. In this regard, it needs to uphold its growing reputation and competitiveness. Then, as the fourth factor, positioning is vital. Proper market positioning as a “supplier of life-saving” support to Canadian patients can add significantly to its acceptance. Finally, its strategy needs to incorporate plans for influencing perspective. Perception is everything in marketing as it affects the way that stakeholders view CBS the type of response they afford it.
Porters Generic Strategy
Service differentiation suits CBS. Tanwar (2013) supports the adoption of this strategy if a firm is to develop a loyal clientele base. CBS would be better off operating in the industry by concentrating its resources on branding and differentiation. It should engage its vast pool of financial resources in strategic marketing campaigns and operations that portray it as a unique industry player that is committing more to saving lives than making money. If the company does this correctly, both the served and unserved donor market will be more inclined to feel proud associating with CBS and its operations, which is useful for building the client base.
Summary
CBS needs to differentiate its services to win more acceptance. Nonetheless, to be successful in generating this service, it would require an all-rounded understanding and approach. The resources endowed to CBS can tackle some its weaknesses by establishing the right blood-purity verification mechanisms and ensuring that blood is appropriately stored to mitigate against holiday shortages. With the proper planning and implementation, CBS can grow its market share beyond the 4% it controls today.
References
Canadian Blood Services (2017 (a)). Let’s get digital. Official Website. Retrieved
From https://blood.ca/en
Canadian Blood Services (2017 (b)). Performance Review of Canadian Blood Services. CBS
Response and Action Plan-Summary. Retrieved from https://blood.ca/sites/default/files/summary%202003-01-15.pdf
Kelley, J. (2003). Canadian Blood Services: Canadian Advertising Success Stories. Retrieved
From https://www.warc.com/fulltext/CCA/79208.htm
Mintzberg, H. (2001). The strategy concept 1: Five Ps for strategy. California Management
Review, 11-24. Retrieved from http://www3.uma.pt/filipejmsousa/ge/Mintzberg,%201987.pdf
Tanwar. R. (2013). Porters Generic Competitive Strategies. IOSR Journal of Business and
Management, 15(1), pp.11-17. Retrieved from http://iosrjournals.org/iosr-jbm/papers/Vol15-issue1/B01511117.pdf
