1. An
Assignment on
Business Strategy
Submitted by:
Name:
Id:
Submitted to:
Date of Submission:
1

2. Table of Content:
Executive summary
3
Task- 1
4
1.1 Explain the role of strategy, mission, visions, objective, goals and core
competencies of Autoglass
1.2 Review the vital issues involved in Strategic planning in Autoglass
4
1.3 Explain minimum three planning technique for Autoglass
7
Task-2
9
2.1Produce an Organizational Audit for Autoglass
9
2.2 Carry out an environmental audit for Autoglass using at least two
approaches
2.3 Explain the significance of stakeholders’ analysis in relation to Autoglass
11
13
Task-3
14
3.1 Analyse possible alternatives strategies relating to substantive growth,
limited growth and retrenchment
3.2 Select an appropriate future strategy for Autoglass
14
Task-4
19
4.1 Compare the roles and responsibilities for strategy implementation of
Autoglass
4.2 Evaluate resource requirements to implement a new strategy for
Autoglas
4.3 Discuss targets and timescales for achievement for Autoglass to monitor
a given strategy
Conclusion
19
References
5
18
20
21
22
23
2

3. Executive summary:
Autoglass was formed in 1974 and, by 1983, had over 40 branches and 100 mobile fitting
units. In 1984, the two firms merged to become initially Autoglass Windshields and a year
later the second part of the name was dropped - the name Autoglass remains to this day. The
company presently has 180 branches and 900 mobile fitting units.
The merger in 1984 brought together two very different firms, one a family business and the
other much more process orientated. Nevertheless, the two complemented each other and this
enabled the development of a „people first‟ culture. Above all, Autoglass wanted to change
from simply a garage service company into a customer service company.
On average, a motorist will need to replace a windscreen every ten years. It is a rare
occurrence, but nonetheless stressful. Autoglass recognises that a new windscreen is a
„grudge purchase‟ and that most of its customers truly wish they did not have to call. With
new laminated windscreens and the ability to repair minor damage, the need to replace the
whole windscreen has become even less common, but unfortunately there has also been a rise
in smash and grab car crime. This can serve only to heighten the consumer‟s frustration and
anxiety.
Autoglass has had at the core of its business, the objective of becoming and being recognised
as a world class service provider. As such, Autoglass wants its customers to regard the
company as amongst the best of all the service providers they encounter. This strategy has
been developed into the circle of success.
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4. Task -1
1.1 Explain the role of strategy, mission, visions, objective, goals and core
competencies of Autoglass
 Mission:Mission of a corporation is predicated on this state of affairs and action
pointers according that the staff unit are to perform to realize the objectives of the
organization (Kotler, P., 2000). The vision of a company can be set up through
fulfilling its mission. The mission of Autoglass is fulfilling customer satisfaction
and providing best service.
 Vision:Vision of a company is that the future intentions associated in nursing the
target that an organizations attempt to win by process the missions and setting
goals and objectives to get done (Kotler, P., 2000). The vision of Autoglass is that
This will lead directly to greater customer satisfaction. If customers are impressed
with the service they receive, they are more likely to use Autoglass in the future,
should the need arise. Repeat purchases lead to better business results and greater
potential reward that will, in turn, reflect in improved employee satisfaction.
 Core Competencies:Core competency refers to the core actions of a corporation
that form the business missions and visions of that individual organization (Kotler,
P., 2000). Autoglass can easily replace or repair any reasonably damaged
windscreen.
 Strategic Intent: The concept of strategic intent implies that there is a general
view on where the company should be going rather than a definite statement of an
expected outcome and this means that there should be plenty of flexibility within
the statement to allow for staff initiative, team contribution and adaptation in light
of changed circumstances (Ivanauskiene, N, & Auruskeviciene, V., 2009). The
strategic intent of Autoglass is to see itself as the market leader always. They are
doing all the activities to remain leader.
 Role of Strategy of Autoglass:The primary task in strategic administration is
normally the compilation and dissemination of the vision and the operation
declaration. This outlines, in essence, the raison d'etre of an organization
(Ivanauskiene, N, & Auruskeviciene, V., 2009). Autoglass has compiled their
4

5. roles in strategy making in a way that the strategies maintain a specific time
period in the execution (Autoglass Company).
 Objective and goals of Autoglass: The main objective of Autoglass is to satisfy
their customer by repairing or replacing broken windscreen of any vehicle. The
goal of Autoglass is to make their business grow and serve the global customer
(Autoglass Company). They are expanding their business by winning the hearts of
the customers.
 Strategic Architecture of Autoglass:The strategic architecture of any
organization is the process of answering the five fundamental questions of making
the strategy. The questions are compilation of “What”, “What Else”, “What
More”, “What Now”, “How” (Grant M. R., 2010). By answering these questions
Autoglass shapes their strategic structures of the company.
1.2 Review the vital issues involved in Strategic planning in Autoglass
There are few issues that need to be addressed in regard to planning strategies (Grant M. R.,
2010). As this industry is new comparative to the other service industry, new companies have
a possibility to start up a windscreen repairing service because the returns are attractive. So
Autoglass might face competition in near future.
Autoglass is putting their focus on the customer‟s preference and customer service. They
have reached the highest satisfaction level in the service industry just by replacing the
windscreen in a cost effective way. Autoglass should be customer oriented and try to increase
their service portfolio in order to meet with the competition. Given the situation in the case
we can analysis the competitive advantages of Autoglass.
Competitive advantage: Autoglass is rapidly grabing the market share through providing the
best services of replacing windscreens. As usage of automobile is growing day by day,
Ansoff‟s model to can help them in researching their competitive advantages
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6. • New Product
• Existing Product
• Existing Product
• New Product
Market
Penetration
Product
Development
Market
Develpoment
Diversification
Ansoff’s Model
Based on the situation and analysis we learned that Autoglass is increasing its market step by
step and has the capacity to serve more than they are doing currently (Kotler, P., 2000). The
four different methods areA. Market Penetration: Through this way Autoglass can grab more market share by
commercialism.
B. Product Development:New product will facilitate Autoglass Which will go together
with existing product. Three is a great risk in this way. In case of not purchasing new
product by consumers may cause a great risk and may decrease revenue.
C. Market Development: To extend its market share Autoglass can promote and
develop market and grab new consumers.
D. Diversification: Autoglass should make a product portfolio so that the revenue cannot
reduce.
Autoglass should adopt these four growth strategies so that they can increase the rate of
expansion.
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7. Top-Down and Bottom-Up theories
Top-Down: Autoglass is being benefited by using this approach. Top-down refers
to a approach of breaking down of a system to identify insight in the subsystems.
(Grant M. R. 2010)
Bottom-Up: This approach refers to a approach creating the initial systems as
subsustems of emerging system to provide rising of additional complicated
system. Autoglass has been successful by utilizing this approach.
Informal Planning: Informal planning is the process where the manager or leader of
a team develops a plan without any conventional structure and rigid frameworks
(Grant M.R. 2010). For certain instant situations managers use this approach where it
is not essential to form any formal structure of planning or the timeline for planning is
not enough. It is important to ensure short term objectives of the organization.
1.3 Explain minimum three planning technique for Autoglass
1. BCG Growth Share Matrix
Autoglass can divide their products in such a manner where they can prioritize their
products and manage a synergy in the portfolio (Ivanauskiene, N, & Auruskeviciene,
V., 2009). This matrix shows the organization 4 types of consequences that will be
faced by an organization (Gudonaviciene, R, &Rutelione, A., 2009). It also helps the
organization to know when to invest in the existing product, when to divest all
earnings from the market segment and when to focus on a new business venture.
Placing goods in the BCG growth share matrix Autoglass will face 4 types of consequences
in the market. And they are:
a) Stars: High Growth and High Market Share
It requires a great quantity of cash for which managers need to take decisions
from which the cash will be generated and used.
If managers can make the business profitable and maintain a steady market
share then it will result in the cash cow and the Company can harvest cash
from the business.
b) Cash Cows: Low Growth but High Market Share
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8. The product will attain low growth in the market but it will have the highest
market share from which the organization will turn in revenues and maintain
income.
c) Dogs: Low Growth and Low Market Share
The time when the product gradually stops to generate any kind of revenue,
the organization should gradually divest from the project to start another.
The organization should also be careful of incurring any unnecessary costs.
Figure: BCG Matrix
d) Question Marks: High Growth but Low Market Share
It indicates to the products that are newly introduced in the market and will
gradually earn mass acceptance.
It also has the risk of making a Dog product. If the market share is not
increased gradually then it would incur loss for the organization.
2. Strategic Position & Action Evaluation Matrix (SPACE)
Autoglass can also use the SPACE planning technique to understand the market
requirements and operate in order to expand the operation. This matrix has four
quadrants indicating the positions of the business organization and how to react
accordingly (Ivanauskiene, N, & Auruskeviciene, V., 2009). In consideration to
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9. Autoglass‟s position in the market they can use aggressive strategy. It can also be
used as the base for SWOT analysis.
3. Profit Impact of Market Strategy (PIMS)
It is a type of database which provides concrete evidence to support policies and
principles for gaining and sustaining competitive advantage (Melody, Y. & Kevin, H.,
2000). Autoglass might maintain a customer service database in order to analyze their
principles and planning process so they can keep track of their success and
implementation of the strategies.
Task 2
2.1 Produce an Organizational Audit for Autoglass
SWOT Analysis
Strengths
1. Safety
2. Low Cost
3. Visual Clarity
Opportunities
1. Emerging
Economy
2. New Product
3. Growth Rate
Weaknesses
1. Promotion
2. Advertisement
Threats
1. Geographic
Location
2. Government
Policy
Strengths
• Autoglass is providing a premium service at low cost.
• The safety features in the product are high.
• The replaced or repaired windscreen provides the high visual clarity
9

10. • The glasses replaced or repaired by Autoglass is capable of reducing further damage.
Weaknesses
• Autoglass is reluctant in promoting the brand.
• Lack of advertisement is present in the Autoglass Company
Opportunities
• Autoglass has the opportunity to increase the growth rate in the industry as fewer firms are
providing such services.
• It is highly present in the emerging economy and has a huge opportunity to grab the market.
• As Autoglass is repairing and replacing the windscreen, they can also develop new product
such as side view mirrors or rear view mirrors.
Threats
• Suppliers‟ competition is very high in the industry. It is difficult to determine the quality
supplier.
• Geographic location is a common threat to any business if it is not situated in the proper
market.
• The government policies play a vital role in shaping the business market.
To maximise opportunities and to minimise threats companies are conducting PESTLE
analysis. (Grant M. R, 2010). There are many significant factors regarding operating a
business.
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11. 2.2 Carry out an environmental audit for Autoglass using at least two
approaches
PESTLE analysis helps any organization to understand the scenario of the environment where
the organization will operate (Melody, Y. & Kevin, H., 2000). It is impossible for any single
organization to affect the factors. It influences the strategic decisions that will be taken by an
organization (Gudonaviciene, R, &Rutelione, A., 2009). PESTLE helps the organization to
maximize opportunities and minimize threats.
Political
• Political climate in any country determines the attractiveness of the business.
• Government stability is important because it may affect the future decisions.
• Organizations need to pay taxes and taxation policies affect the industry.
Economical
• Purchasing capacity of the people determines cost and level of service in the
industry.
• The need for replacing windshield is represented by the level of economical activity
Socio-cultural
• Lifestyle and preferences shapes an industry.
• The decision to own an automobile and need to replace windshield depends on the
social norm.
Technological
• Technology relating the designs.
• Technology of windshield manufacture.
Legal
Environmental
•Law regarding safety measures is important.
•Employment and consumer law is highly emphasized.
•Some things are beyond control of the organizations such as weather, climate and
climate change.
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12. Porter‟s five forces analysis helps the management to determine and understand the overall
context of the industry (Kotler, P., 2000).
Porter‟s five forces are:
1. The threat of
new entrants
• Economies of Scale: This is generally a low threat
and it measures the scale of economy in the
production.
• Government Policy: Government policy can limit
the entry and exit barrier in an industry.
2. The bargaining
power of
customers
• Threat of Backward Integration: Organizations
face the risk of backward integration with the
suppliers.
3. The threat of
substitute
products
• Prices: Prices play an important role in any
industry. Buyers may shift from one product to
another just because of price sensitivity.
• Access: Buyers access in the industry is now a
day’s much easier than before.
4. The amount of
bargaining power
suppliers have
• Threat of forward Integration: Organizations
face the risk of forward integration with the
suppliers. With the help suppliers, buyers can
make the same products that are offered by
another company.
5. The intensity of
the competitive
rivalry
• Number of Competitors: Competitor’s number
plays an important role in pricing strategy.
• Diversity of Rivals: The rivals challenge and cross
each other’s path in making and implementing
strategies.
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13. 2.3 Explain the significance of stakeholders’ analysis in relation to
Autoglass
Stakeholder’s Grid:
High
Influence
Low Interest
(Latent’s)
High
Influence
High Interest
(Promoters)
Low
Influence
High Interest
(Defenders)
Low
Influence
Low Interest
(Apathetic)
Stakeholderr’s Grid
a) Promoters:Stakeholders who influence the strategies and also have high interest.
b) Latent‟s:Stakeholders who influence strategies but has low interest.
c) Apathetic: Stakeholders who has low interest and seldom influences the strategies.
d) Defenders:Stakeholders who have low influence in the strategy making but high
interest.
The stakeholders are kept in four classifications so that each stakeholder has their specific
rights and duties in regard of the making the strategies for the organization which will be
implemented for the betterment of the organization. Autoglass has mapped the stakeholders
in the organization so that the stakeholders can perform their duty in regard of the
organization‟s benefit.
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14. Task 3
3.1 Analyse possible alternatives strategies relating to substantive growth,
limited growth and retrenchment
Tony Bates started a little corporation in 1969 and the company Autoglass started in 1974.
Thecorporation,AutoglassWindscreen was fashioned by a merger in 1983 and a year later the
latter half was removed and therefore the name Autoglass remains (Autoglass Company).
The entry strategy of Autoglass within the business of windscreen repairing was by merger.
The firm is step by step increasing its market share and until these days Autoglass has one
hundred eighty branches and 900 mobile fitting units everywhere United Kingdom.
Market Entry Strategy
Organic Growth: When a business organization achieves growth over its own business which
is as same as the beginning of the organization, it is called organic growth. It excludes any
growth that is gained by getting into any other business or merger or acquisition.
Merger: Merger is the process by which two companies gets united and turns into one entity
through legal consolidation. The beginning of Autoglass was through such merger.
Acquisition: This is the process where one particular company purchases another entire
company and establishes itself as the owner. In this process 100% or near 100% ownership
has to be bought.
Strategic Alliance: This is the process where two or more companies agree upon a number of
common objectives and share each other‟s resources to meet those objectives. This approach
is actually an idea that stays between the concept of organic growth and merger or
acquisition.
Licensing: It is the process through which a mother company (licensor) allows another
company (licensee) to use its trademark and sell the products or services on the basis of
agreements on several terms. The terms include the licensing fee that has to be paid to the
licensor.
Franchising: It is the process, through which a company earns the right to use another
company‟s trademark, business model, operations where the franchisor gives the right to the
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15. franchisee. For acquiring market share abroad, Autoglass might use this approach by
assigning franchises in different locations.
Substantive Growth
Substantive growth indicates the objectives and goals of a company to expand its business
and attain the most market share (Kotler, P., 2000). Substantive growth recommends to
maximize the profit and improvement within the business from that the organization will
subsidies different shortage (Kupritz, V.&Cowell.E., 2011).
Horizontal Integration: In horizontal integration a company forms or acquires production
facility of related or complementary products (Melody, Y. & Kevin, H., 2000). Sometimes it
may also happen that a company purchases one of its competitors and form integration.
Autoglass might form such integration by linking with other production that are related to its
existing products.
Vertical Integration: In vertical integration a company links with the companies or partners of
the supply chain and in many cases all the partners of the chain stay under a single owner
(Melody, Y. & Kevin, H., 2000). Autoglass might engage into vertical integration by linking
with the suppliers and distributors.
Related Diversification: When a company expands its business with some diversification in
the existing product line (Arazy, O, &Gellatly, I., 2012). The new productions are similar to
the existing products.
Unrelated Diversification: It is the process when a company engages into diversification by
introducing new products and services that doesn‟t match with the existing product line
(Arazy, O, &Gellatly, I., 2012). It can be unrelated diversification if Autoglass starts selling
home window glasses or beauty mirrors
Limited Growth
Here it is recommended the observation of the achievements(Kotler, P. 2000). Many
organizations management does not take decisions right away to implement the strategy.
They are not ready to accept changes. This growth strategy is advantageous but holds
additional disadvantages. Autoglass is looking forward to expand its business during a steady
manner.
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16. Market Penetration: It means penetrating the competitive market by offering competitive
price against the price of the competitors. This approach is used to instantly attack the
competitors by gaining their customers. It is often used to gain sales growth.
Market Development: It means targeting new customer segments and attracting the nonbuying customers of that segment. It helps to increase the market share by adding new
portion of customers. It is possible for Autoglass to develop the market by geographically
expanding the business and reaching the customers.
Product Development: It means developing new products that do not exist currently and thus
attracting customers to buy more varieties of products or services.
Innovation: It means searching out an entirely new need of the customers in the market and
innovating a new product or service to meet that need. Autoglass might try to sort out such
need in the market and introduce an innovated product or service.
Disinvestment
Retrenchment: A strategy used by corporations to reduce the diversity or the overall size of
the operations of the company. This strategy is often used in order to cut expenses with the
goal of becoming a more financial stable business.
Turn around: Turnaround management is a process dedicated to corporate renewal. It uses
analysis and planning to save troubled companies and returns them to solvency. Turnaround
management involves management review, activity based costing, root failure causes
analysis, and SWOT analysis to determine why the company is failing. In order to make a
comeback in the industry organizations need to find out the root of the problems and based on
those problems they need to make up new strategies and policies to overcome those
problems.
Liquidation: When a business or firm is terminated or bankrupt, its assets are sold and the
proceeds pay creditors. Any leftovers are distributed to shareholders. Liquidating a firm is the
last stage of the firm‟s survival. If no alternative strategies comply with the organizations
then it needs to sell its assets and then pay up the shareholders and stakeholders.
Divestment: The process of selling an asset. Also known as divestiture, it is made for either
financial or social goals. Divestment is the opposite of investment. It is the process of pulling
16

17. out the assets in operation and sells those to meet the gap in the financial problems and in
order to liquidate the organization divestment is necessary for any organization.
Porter’s Generic Strategy
Michael Porter described a scheming that contains three general strategies which are used by
companies to gain the competitive advantage (Kotler, P. and Armstrong, G., 2006). The
generic strategies are:
1. Overall Cost Leadership
2. Differentiation
3. Focal Point
Overall Cost
Leadership
• Based on the case it
can be inferred that
Autoglass is following
the cost leadership in
the industry and they
are offering their
services in the lowest
cost possible
(Armstrong, G., &Kotle
r, P. 2006). It is helpful
to attract more
customers and enter in
the new market.
Differentiation
Focal Point
•Cost leadership alone
cannot help an
organization to enjoy
profit from the market.
Differentiation is
necessary to bring in
more profits and grabbing
more customers
(Armstrong, G., &Kotler, P
. 2006). The Autoglass is
offering 24/7 customer
services to differentiate
them from the others.
•To improve business in
the industry organizations
needs to focus on a
specific objective
(Armstrong, G., &Kotler, P
., 2006). Autoglass is
focusing on serving the
customers and satisfy
them for their money
worth. Autoglass has
become the best
windshield repairing or
replacing service
providers.
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18. 3.2 Select an appropriate future strategy for Autoglass
In order to expand the market segment Autoglass Company needs new strategies and new
products which can be helpful for them to thrive the market. So considering future strategy
they can analyse their market need and come up with some development of the new product
to diversify their services and capture a new market segment.
Autoglass should be following the vertical growth strategy to grow their business. They can
go with alliance with automakers to capture the new market segment. Autoglass is in a strong
position and they might be able to go with the alliance with new organizations. Because this
strategy is appropriate for the organizations growth and their core capabilities match with the
strategy. Alliance with related organizations will enable Autoglass to put more focus on the
customer‟s preference and can develop new product category to fulfill the needs of the
customers.
Only starting new product line and expanding the market will not alone help the Autoglass
Company to expand in the market. Autoglass should constantly review the feedback of the
customers so that they might know what the customers are looking for and to what level of
satisfaction customers want. Autoglass management needs to define the roles and
responsibilities to the employees so that they can provide the highest level of satisfaction to
the customers.
The Autoglass is at present have a 92% satisfaction rate among the customers. But with
expansion of the business the satisfaction rate might fluctuate and Autoglass need to build a
timescale for the new goals and extension of the new services. Considering the position in the
industry, Autoglass can provide a 5 quarters plan that will be sufficient for Autoglass to cope
up with the competition and maintain alliance with the automakers to expand the business.
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19. Autoglass can benchmark next 5 quarters to comply with strategies they have taken and fulfill
the commitment to the customers.
Task 4
4.1 Compare the roles and responsibilities for strategy implementation of
Autoglass
Management needs to motivate the employees to attain the target level. Policies and strategies
should be executed in a proper way so that company can grow at high rate and take over all
other competitors. Techniques and policies should be well planned and developed so that they
can be performed well. Otherwise principles will fall and will fail to score significantly torn
into unproductive one as well. (Gundala, R, Jack, A, & Gomes, R., 2012)
Autoglass management has to determine the marketing and sales strategies to ensure the
maximum market share and sales. The sales team should be developed in a way that can keep
up with the competition in the market. Effective advertisements in relevant areas might help a
lot in this regard. The core competencies should be clearly focused to attract the customers.
Autoglass should use deep filtering procedures of the principles to grab the market share and
grow rapidly. They should analyse the perfect process which is suitable and the most
appropriate at that particular situation. Mixing of necessary processes is highly
recommended. CEO is the person who turnsover ideas into reality performs the assessment
among the enterprise. (Westphal, J, Park, S, McDonald, M, & Hayward, M., 2012). Autoglass
should make the use of portfolio and mix processing.
4.2 Evaluate resource requirements to implement a new strategy for
Autoglass
Autoglass always gives priority to their human resources. Because they believe that if their
employees are satisfied they wll serve the customer well and the customers will be satisfied
as well. So they provide the best opportunity and compensations for their employees. They
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20. also provide the best service to their customers by providing security and durability and
delivering quickly in ashort span of time.
In the given scenario the Autoglass Company is efficient in their resource planning and
evaluating the resources thoroughly to provide the best service.
4.3 Discuss targets and timescales for achievement for Autoglass to monitor
a given strategy
Evaluation of the benchmark outcomes
Quarter
The company should be bring up with the strategies and find out the feasibility of
1
the strategies whether the strategies would reflect in the expected outcome. They
can take the feedback of the customers and find out what else they are looking for
in the windscreen repairing service. There should be weekly and monthly
monitoring by the line managers of the divisions.
Quarter
During the period Autoglass should review the customer‟s feedback and
2
implement the desired plan to expand the business. The line managers should be
responsible for collecting the feedbacks and acting towards it.
Quarter
This is the quarter of gathering information and takes research note on the
3
implemented strategies. The management should find out the gap between the
expected outcome and actual outcome. The GAP might occur because of lack of
coordination or inefficiency of the employees and line managers.
Quarter
Management should organize a training program to fill in the gap. So that the
4
employees can achieve the organization goal in desired manner.
Quarter
5
In this quarter the organization might achieve the desired results based on the
strategy making and the implementation method. If the management fails to
achieve the objectives through the strategies, then they have to initiate actions
based on information like training the employees or providing support to them.
20

21. Conclusion
Being the current market leader, Autoglass has been the best in what they do. Their top
priority is the satisfaction of their customers. They are committed to provide the best service
in the windshield repairing and replacement industry. But they still have to go a long way if
they want to keep their position untouchable. By following the above mentioned strategies,
they can prosper in near future.
21

22. Reference
Gundala, R., Jack, A., & Gomes, R., 2012, Communication Management and Its Implication',
International Journal Of Business, Marketing, & Decision Science, vol. 5, no. 2, pp.
35-50.
Kotler, P., 2006. Marketing Management. 5thed. New Delhi: Prentice hall of India.
Kupritz, V.& Cowell, E., 2011, 'Productive Management Communication', Journal Of
Business Communication, vol. 48, no. 1, pp. 54-82.
Westphal, J., Park, S., McDonald, M.,& Hayward, M., 2012, 'Actions of CEOs: Social
Exchange and Impression Management Support among CEOs in Communications
with Journalists', Administrative Science Quarterly, vol. 57, no. 2, pp. 217-268.
Autoglass Company. [ONLINE] Available at: http://www.autoglass.co.uk/Glass-repair-andreplacement.186.0.html. [Accessed 06 October, 2013].
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