Towards this purpose, there can be several strategies that can be used and the best of those are highlighted in this report.
The first strategy which can be recommended is to make work and project teams which are geared to the diversity of the client. Brown (2005) discussed this strategy as it was applied by the Mortgage Bankers Association (MBA) which was seeking a more diverse clientele and started with creating diverse teams for the sales force. The company quickly discovered out that attracting diverse clients requires diverse leadership and a diverse workforce as well. Simply targeting minorities in advertisements and billboards is not a guarantee for a diverse clientele since the human resources of the company at all levels must be made out of a diverse population (Torrington et. al., 2002).
The president of MBA is reported to have said that diversity is not merely about connecting with a new customer market, it is a requirement for survival in the upcoming markets. Brown (2005) acknowledges that diversity programs and initiatives often fail because if used incorrectly, they can potentially waste time, money and other resources for the company. Therefore, if our company finds the client coming with a diverse team, the individuals which are selected to deal with the client should be selected with diversity in mind.
DuPont is seen as a radiant model of a company which has managed to enlarge its customer base considerably by embracing diversity as a business tool. The company takes diversity as a business essential which is vital for the renewal of business and strategic competitiveness (Lockwood, 2005). This philosophy is made very clear by the variety of strategies used for creating and maintaining diversity at the company.
DuPont emphasised its process of diversity with three elements, the first of which is accountability.