1. An assignment on
Business Strategy
Submitted:
Name:
ID:
Submitted To:
Date of Submission
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2. Executive Summary:
Autoglass as we know it today has its origins in two separate companies. In 1969, Tony
Bates started a small family business in Bedford called Windshields, which became wellknown for its pioneering approach. In those days windscreens were made of toughened glass,
which would smash if hit with sufficient force and the pieces of glass would end up inside
the car.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.
Autoglass offers a vehicle glass repair and replacement service. Windscreens are usually
damaged by loose chippings being thrown up from the road; over time this can turn into a
crack. Body glass is usually damaged as a result of theft or vandalism. Autoglass has stated it
makes repairs to around 1.5 million customers a year.The company is part of the Belron
Group, a large international vehicle glass repair and replacement company. Belron is part of
Belgian company D'Ieteren, which owns a group of companies which serve motorists. The
UK office of Autoglass is based at Priory Business Park in Bedford.
In this case the business strategy of Autoglass will be discussed. It examines the way
Autoglass improved strategies and day-to-day tactics for evaluating and monitoring progress
while advancing its established corporate objectives.
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3. Table of Contents
Executive Summary: ................................................................................................................. 2
Task 1 ........................................................................................................................................ 4
1.1 EXPLAIN THE ROLE OF STRATEGY, MISSION, VISIONS, OBJECTIVE,
GOALS AND CORE COMPETENCIES OF AUTOGLASS .............................................. 4
1.2 REVIEW THE VITAL ISSUES INVOLVED IN STRATEGIC PLANNING IN
AUTOGLASS ....................................................................................................................... 5
1.3 EXPLAIN MINIMUM THREE PLANNING TECHNIQUE FOR AUTOGLASS....... 7
Task 2 ...................................................................................................................................... 11
2.1 PRODUCE AN ORGANIZATIONAL AUDIT FOR AUTOGLASS ......................... 11
2.2 CARRY OUT AN ENVIRONMENTAL AUDIT FOR AUTOGLASS USING AT
LEAST TWO APPROACHES ........................................................................................... 12
2.3 EXPLAIN THE SIGNIFICANCE OF STAKEHOLDERS’ ANALYSIS IN
RELATION TO AUTOGLASS ......................................................................................... 13
Task 3 ...................................................................................................................................... 15
3.1 ANALYZE POSSIBLE ALTERNATIVES STRATEGIES RELATING TO
SUBSTANTIVE GROWTH, LIMITED GROWTH AND RETRENCHMENT............... 15
3.2 SELECT AN APPROPRIATE FUTURE STRATEGY FOR AUTOGLASS ............. 18
Task 4 ...................................................................................................................................... 19
4.1 COMPARE THE ROLES AND RESPONSIBILITIES FOR STRATEGY
IMPLEMENTATION OF AUTOGLASS .......................................................................... 19
4.2 EVALUATE RESOURCE REQUIREMENTS TO IMPLEMENT A NEW
STRATEGY FOR AUTOGLASS ...................................................................................... 20
4.3 DISCUSS TARGETS AND TIMESCALES FOR ACHIEVEMENT FOR
AUTOGLASS TO MONITOR A GIVEN STRATEGY.................................................... 20
Conclusion .............................................................................................................................. 21
References: .............................................................................................................................. 23
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4. Task 1
1.1 EXPLAIN THE ROLE OF STRATEGY, MISSION, VISIONS,
OBJECTIVE,
GOALS
AND
CORE
COMPETENCIES
OF
AUTOGLASS
Mission of the Autoglass Company
Autoglass repairs and replaces all kind of damaged vehicle glass and tries gives highest level
of satisfaction to its customer. It sets its mission to create an incredible example for its
customers. It is already a market leader in this kind of industry but it wants expand its market
as far as possible. They have already captured incredible 92% customer satisfactory rate.
They have a mission of making high standard services with all possible modern technology
for this industry (Arazy, O, &Gellatly, I., 2012).
Vision of the Autoglass Company
They wants to introduced new modern technology to improve the quality of their services to
gain the unimaginable 100% customer satisfactory rate. Its vision is to become a top market
all leader among the all types of Services Company. This vision shows their competence as
the market leader and they want to expand their business in every corner of world.
Core Competency
Autoglass is well equipped with their machineries which are built with high advanced
modern technology (Arazy, O, &Gellatly, I., 2012). They can repair any kind of vehicle glass
and it is very unique feature for their industry. They also have highly efficient group of
worker who give the customers 24/7 nonstop services (Autoglass Company). These features
have given strong core competency to autoglass which made them quite different and
advanced from their competitors.
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5. Strategic Intent:
The strategic intent of Autoglass is to ascertain itself because the market foremost
wholeheartedly. The idea of strategic intent suggests that there's a general outlook on while
the enterprise should to be going instead of a unquestionable affirmation of aide in Nursing
foreseen conclusion and this proposes that there should to be galore of flexibility interior the
affirmation to allow for employees start, cluster help and adaptation in light-weight of altered
attenuating components. They are doing all the undertakings to stay foremost.
Role of Strategy of Autoglass:
The foremost task in strategic administration is usually the compilation and dissemination of
the illusion and so the procedure affirmation. Autoglass has assembled their functions in
topic making in associate degree extremely approach that the ideas sustain associate degree
unquestionable time span focused the execution (Autoglass Company)
Objective and goals of Autoglass:
The major aim of Autoglass is to persuade their client by repairing or refurbishing broken
windshield of any vehicle. The aim of Autoglass is to pattern their enterprise augment and
help the worldwide persons (Autoglass Company).
1.2 REVIEW THE VITAL ISSUES INVOLVED IN STRATEGIC
PLANNING IN AUTOGLASS
As a service company Autoglass stets its strategy quite carefully and hold their position they
always have to give something new to the customers (Ivanauskiene, N, &Auruskeviciene, V.,
2009). Some the issues involved in their strategic planning are discussed below-
Competitive advantage of Autoglass
We have analyzed the competitive advantages Autoglass by the using The Growth model of
Ansoff (Kotler, P., 2000).
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6. Thiswillbediscussedbelow-
• market
penetration
• Product
development
• Market
development
• Diversification
Product:Present
Product:New
Product:Present
Product:New
Market: present
Marker: Present
Market:New
Market:New
Figure: Ansoff’s Model
Igor Ansoffoffered this matrix whichdescribed on the firm's present and potential products
and markets (customers) to portray alternative corporate growth strategies (Kotler, P., 2000).
Ansoff's matrix provides four different growth strategies:
a. Market penetration - Throughout this part Autoglass will increase its market
segments by enterprise an allotment of their merchandise and apply an allotment of
customers. A market scheme herewith a business hunts for to recognize larger
dominance in the market throughout which they currently are giving (Melody, Y. &
Kevin, H., 2000). This conceives normally focuses on apprehending a bigger share of
aide degree living market.
b. Product development - involves developing new products or services and placing
them into existing markets.
c. Market development - entails taking existing products or services and selling them
in new markets.
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7. d. Diversification–It means evolving new goods and putting them into new markets at
the identical time. Diversification is advised the most risky scheme. This is because
the enterprise is expanding into areas out-of-doors its center undertakings and knowhow as well as targeting a new audience. It furthermore has to accept the costs of new
merchandise development.
1.3 EXPLAIN MINIMUM THREE PLANNING TECHNIQUE FOR
AUTOGLASS
1. BCG Growth Share Matrix
This matrix shows four types of market condition for existing products.In 1970,BCG
the Boston Consulting Group developed the Growth Share Matrix. It was a two
dimensional analytic for portfolio management which quickly became a classic in
corporate strategy (Wheelen & Hunger, T. L. & J. D., 2013). Designed for
conglomerates with an extensive portfolio of businesses, BCG classified businesses
into dogs, cows, stars and question marks. Autoglass can scan and evaluate their
business units by this model.
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
These are the business units are market leader which own high growth rate
high market share.
It requires huge cash to compete uphold its position.
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8. b. Cash Cows: Low Growth but High Market Share
The units will have low market growth but creates a high cash inflow as it
owns a huge market share.
These units need some amount of investment.
c. Dogs: Low Growth and Low Market Share
These units are called as pets. These are the units with low market with low
growth rate.
These units need not future investment because it will hardly generate cash.
d. Question Marks: High Growth but Low Market Share
These are the newly introduced units in the market and progressively earning
profit.
These have chances to gain market share as it keeps a high market growth and
become star.
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9. 2. Strategic Position & Action Evaluation Matrix (SPACE)
Autoglass can also use the Strategic Position & Action Evaluation Matrix (SPACE) toverify
the market requirements and operations requirement to penetrate in different market
segment.The Strategic Position and Action Evaluation or the SPACE Matrix is a fourquadrant structure which indicates whether aggressive, conservative, defensive, or
competitive strategies are most appropriate for a given enterprise or company (Wheelen &
Hunger, T. L. & J. D., 2013). The SPACE Matrix Analysis is most often engaged during
professional market analysis of a firm. The axes of the SPACE Matrix represent the two
internal dimensions of a competitive firm which are its financial strength or FS and its
competitive advantage or [CA] and two external dimensions which are environmental
stability ES and industry strength or IS (Kotler, P., 2000).
3. Profit Impact of Market Strategy (PIMS)
The Profit Impact of Market Strategies (PIMS) is a inclusive, long-term study of the
performance of strategic business units (SBUs) in 3,000 companies in all foremost
industries. The PIMS project started at General Electric in the mid-1960s. It was
conducted at Harvard University between 1972 and 1974. In 1975 PIMS was taken
over by a Massachusetts-based nonprofit organization, called The Strategic Planning
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10. Institute (SPI). After that, SPI researchers and consultants have continued working on
the development and application of PIMS data (Wheelen & Hunger, T. L. & J. D.,
2013). The PIMS database is accessible to individuals for a subscription price (in
2006) of $995 for one month's use and $2,500 for three months' use. Longer periods
of subscription are offered from SPI by special arrangement.Autoglass would
possibly sustain people service information in alignment to research their values and
designing method in order that they will keep pathway of their accomplishment and
implementation of the methods.
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11. Task 2
2.1 PRODUCE AN ORGANIZATIONAL AUDIT FOR AUTOGLASS
SWOT Analysis
Strengths
Opportunities
Weaknesses
Threats
• modern technology, low cost, higly efficient
workers, visibility
• technological development, less competitor, growing
market.
• Lack of promotion, less competition
• increasing fuel price, govt. rules & policies,future
competition
Strengths
Autoglass is using highly up to date expertise for their services
They are supplying services at low cost.
They have highly efficient and experienced staffs.
They have visibility as an automobile service brand
Opportunities
Further technological development will help them to provide better services.
They have fewer competitors to compete with.
Auto glass’s market is growing day by day
Weaknesses
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12. Their promotion activities are not so much impressive.
Fewer competitions can lower their employee’s work performance.
Threats
Increasing fuel price and make them increase the charges.
Govt. rules & regulation, policies can pull their growth.
Some companies are growing in at a threatening mode in this industry.
2.2 CARRY OUT AN ENVIRONMENTAL AUDIT FOR AUTOGLASS
USING AT LEAST TWO APPROACHES
PESTLE analysis, which is sometimes referred as PEST analysis, is a concept in marketing
principles (Wheelen & Hunger, T. L. & J. D., 2013). Moreover, this concept is used as a tool
by companies to track the environment they’re operating in or are planning to launch a new
project/product/service etc.
PESTLE analysis for Autoglass are shown belowPolitical: These components determine the span to which a government may leverage
the finances or certain commerce. a government may impose a new levy or duty due
to which entire income developing organizations of associations might change.
Economic: These factors are determinants of an economy’s performance that directly
impacts a company and have resonating long term effects. For example, a rise in the
inflation rate of any economy would affect the way companies’ price their products
and services.
Social: These factors scrutinize the social environment of the market, and gauge
determinants like cultural trends, demographics, population analytics etc. For
example, buying trends for Western countries like the US where there is high demand
during the Holiday season.
Technological: These factors pertain to innovations in technology that may affect the
operations of the industry and the market favorably or unfavorably. This refers to
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13. automation, research and development and the amount of technological awareness
that a market possesses.
Legal: These factors have both external and internal sides. There are certain laws that
affect the business environment in a certain country while there are certain policies
that companies maintain for themselves. For example, consumer laws, safety
standards, labor laws etc.
Environmental: These factors include all those that influence or are determined by
the surrounding environment. This aspect of the PESTLE is crucial for certain
industries particularly for example tourism, farming, agriculture etc. Factors of a
business environmental analysis include but are not limited to climate, weather,
geographical location, global changes in climate, environmental offsets etc.
2.3
EXPLAIN
THE
SIGNIFICANCE
OF
STAKEHOLDERS’
ANALYSIS IN RELATION TO AUTOGLASS
The stakeholders’ grid is shown belowI.
The top part submits to the stakeholders who have low interest but high influence in
the organization.
II.
The middle part submits to the stakeholders who have low influence and low interest
in the organization.
III.
The bottom left part submits to the stake holder who influences the strategies and
promotes the products.
IV.
The bottom right part submits to the stakeholders who have high interest but low
influence in the organization.
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14. High
Influence
Low Interest
(Latents)
Low Influence
Low Interest
(Apathetic)
High
Influence
High Interest
(Promoters)
Low Influence
High Interest
(Defenders)
Figure: Stakeholders’ Grid
Autoglass has mapped the stakeholder’s interior the association in alignment that the
stakeholders will gift their obligation in contemplates of the organization’s profit. The
stakeholders are kept in four classifications so that each stakeholder has their unquestionable
privileges and obligations in address of the making the concepts for the association which
will be administered for the betterment of the association.
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15. Task 3
3.1
ANALYZE
POSSIBLE
ALTERNATIVES
STRATEGIES
RELATING TO SUBSTANTIVE GROWTH, LIMITED GROWTH
AND RETRENCHMENT
Market Entry Strategy
Organic Growth:When an enterprise association accomplishes development over its own
enterprise that is as equal because the beginning of the organization, it's known as organic
development. It omits any development that's profited by pacing into the other enterprise or
amalgamation or acquisition
Merger:The start of Autoglass was through such amalgamation. Merger is that the method
by two enterprises gets joined and turns into one entity through lawful consolidation.
Acquisition:This is the policy where one enterprise buys another enterprise and combines
itself because the proprietor. All through this method 100% or beside 100% ownership craves
to be arriving by.
Strategic Alliance:This approach is wholeheartedly a concept that resides between the
notion of organic development and joining or acquisition. This is the method while 2 or more
businesses acquiesce upon kind of widespread objectives and share every other’s assets to
fulfill those objectives.
Licensing:It is the process through that a mother enterprise (licensor) enables another
enterprise (licensee) to use its identity and deal the services on the groundwork of
affirmations on many time spans.The time span adopts the authorizing ascribe that desires to
be paid to the licensor.
Franchising:to gain market share overseas, Autoglass may use this approach by spreading
franchises in distinct locations.It is the way, through that an enterprise may earn from the
correct to use another company’s trademark, enterprise kind, procedures while the franchisor
provision the correct to the franchisee.
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16. Substantive Growth
Horizontal Integration:In horizontal integration a business diversity or arrives by gaining
facility of affiliated or complementary merchandise. Sometimes it's going to happen more
often that a corporation buys one amidst its competitors and pattern integration. Autoglass
would probably pattern such integration by connecting with alternate output that's affiliated
with its house merchandise.
Vertical Integration:Autoglass would determine work into integration by connecting with
the suppliers and vendors. In integration a business supplements with the dealings or partners
of the offer string of attachments and in some cases all the partners of the string of additions
comprise underneath one proprietor (Melody, Y. & Kevin, H., 2000).
Related Diversification:It will be unrelated diversification if Autoglass starts mercantilism
home window crystal or attractiveness mirrors. It is the procedure one time enterprise new
employees into diversification by injecting new merchandise and services that doesn’t accept
as factual the house merchandise (Arazy, O, &Gellatly, I., 2012).
Unrelated Diversification:If Autoglass starts mercantilism house window crystal or
attractiveness mirrors, it would be unrelated diversification. It is the systemthatenterprise
new employees into diversification by inserting new merchandise and services that doesn’t
accept as true the existing merchandise.
Limited Growth
Market Penetration:It means to penetrate the existing market by giving adding worth
against the ones of the competitors. This approach is supposed to instantly hit the competitors
by satisfying their customers.
Market Development:It’s potential for Autoglass to develop the market by geographically
expanding the enterprise and returning to the shoppers. It proposes that aiming at new
person’s phases and appealing the non-buying customers of that segment. It assists to
continue the market share by supplementing new part of shoppers.
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17. Product Development:It means that developing new merchandise that do not live presently
and so appealing customers to get an allotment of diversity of merchandise or services.
Innovation:It proposes that searching out a solely new would like of the shoppers interior
the market and innovating replacement merchandise or service to rendezvous that require
Disinvestment:
Retrenchment: A topic utilized by companies to scale back the variety or the last size of the
methods of the business. This scheme is usually utilized so as to slash prices with the aim of
changing into an added economic steady enterprise.
Turn around:Turnaround administration recruits administration rethinks, activity founded
mostly cost accounting, origin malfunction determinants investigation, and SWOT
investigation to work out why the enterprise is lowering short. It utilizes enquiry and
progressing to save caused anguish enterprises and comes back them to financial rank.As to
pattern a comeback central the enterprise associations got to verify the foundation of the
adversities and sustained those adversities they have to pattern up new methods and values to
trounce those matters Turnaround may be a procedure dedicated to enterprise renewal.
Liquidation:If no alternate concepts befit the associations then it should deal its assets then
ante up the shareholders and stakeholders. When a firm is terminated or bankrupted, its assets
rectangle assess documented and furthermore the improvement buys creditors. Any leftovers
are circulated to shareholders. Liquidating a firm is that the last stage of the firm’s survival.
Divestment:Divestment is that the converse of buying into. The procedure of exodus of
buying into is divestment. It the method of pulling out the assets operational and agreements
those to rendezvous the gap inside the monetary issues and so as to liquidate the association
divestment is important for any association Moreover cited to as divestiture, it's conceived
for either economic or communal goals.
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18. Porter’s Generic Strategy
Michael Porter has developed a category scheme including three general types of strategies
which are generally used by businesses to achieve and uphold competitive advantage (Kotler,
P., 2000). The generic strategies are:
a. Cost Leadership
b. Differentiation
c. Focus
Cost Leadership
Cost leadership can earn by inserting new productive and modern ways of services which
will bear smaller cost. Autoglass can boost their profit at a margin by profiting cost
leadership in the market (Kotler, P., 2000). It will help them to accept more cost in their
promotional activities.
Differentiation
This scheme comprises with the exclusive presentation of services to the clientele. It will
help the customers to differentiate their services from other companies (Kotler, P., 2000).
currently autoglass has presented this kind of strategy and profit from a gigantic market
place.
Focus
Autoglass is now focusing to elaborate their market as far as likely (Kotler, P., 2000). So they
are now focusing on 100% clientele approval in order to maintain their market authority.
3.2
SELECT AN APPROPRIATE
FUTURE
STRATEGY
FOR
AUTOGLASS
In alignment to capture the market segment Autoglass enterprise needs new notions and new
constituents which can be cooperative for them to flourish the market. So considering future
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19. penalties they can investigate their market need and come to up with some development of
the new business to diversify their services and arrest a new market segment.
Only starting new merchandise line and expanding the market share will not help the
Autoglass enterprise to perplex in the market solely. Autoglass should wholeheartedly
reassess the response of the customers so that they might recognize what the customers are
looking for and to what degree of approval customer’s wish for.
The Autoglass have a 92% popularity rate amidst the customers at present. But with
expansion of the enterprise the acceptance rate might fluctuate and Autoglass need to
assemble an agenda for the new goals and elongation of the new services. Contemplating the
shape of the enterprise, Autoglass can supply 5 quarters conceive that will be plentiful for
Autoglass to argue up with the affray and maintain coalition with the automakers to
perplexing the enterprise. Autoglass can imply next 5 quarters to obey with concepts they
have taken and fulfill the firm promise to the customers.
Autoglass should be take up the upright integration conceive to augment their enterprise.
They can accelerate with coalition with automakers to arrest the new market segment.
Autoglass is in a powerful place and they might be proficient to accelerate with the coalition
with new associations. Coalition with affiliated associations will endow Autoglass to put
more aim on the customer’s fondness and can develop new merchandise class to fulfill the
claims of the customers.
Task 4
4.1 COMPARE
THE
ROLES AND
RESPONSIBILITIES
FOR
STRATEGY IMPLEMENTATION OF AUTOGLASS
Autoglass administration should compute the trading and sales ways to double-check the best
market share and sales. The sales cluster should to be evolved all through a means which will
extend with the affray interior the market. Productive advertisements in applicable localities
would likely facilitate an allotment throughout this address. The center competencies should
to be apparently concentrated to attractiveness the shoppers.
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20. Without sufficient implementation of the schemes no association can imagine themselves in
yearned place Arazy, O, &Gellatly, I., 2012, till now Autoglass has finished these
responsibilities quite well but in growing competition they should find out new ways of
applying their schemes.Schemes are made for accomplishing the goals set by a company. But
it is double-checked by the flawless implementation of these schemes. Managers make
schemes to entire the missions set for gaining perfection, but they need to train the worker
capable of fulfilling those schemes (Gómez, L, & Ballard, D., 2013,).
Convincing the aim accomplishment will result in employee acceptance and coherence in job
environment.Managers need to motivate and leverage the workers to execute the values that
are undertaken competently and competently (Michael A., 1999).
4.2 EVALUATE RESOURCE REQUIREMENTS TO IMPLEMENT A
NEW STRATEGY FOR AUTOGLASS
They should modernize their components in normal cornerstone and train their human asset
adaptable with new technology.Autoglass has gathered a wealthy assemblage of assets and
maintained it quite well. But the evaluation of their assets should be finished more mindfully
as they are a service and expertise founded association (Dessler, G., 2000).
Autoglass has 159 clientele advisor employed 24/7 to meet the customers demand. ). As
human assets in much more crucial in service based commerce rather than in product based
commerce, Autoglass has exceptional care for the HRM department.Autoglass furthermore
has fleet servicing which needs man power. Autoglass has trained their workers in such a
kind that they gain a unique status in the enterprise (Schultz, H., 2006)
4.3 DISCUSS TARGETS AND TIMESCALES FOR ACHIEVEMENT
FOR AUTOGLASS TO MONITOR A GIVEN STRATEGY
Evaluation of the benchmark outcomes:
Quarter 1
The enterprise should be convey up with the designs and find out the feasibility
of the concepts if the concepts would contemplate in the foreseen conclusion.
They can take the repsonse of the customers and find out what additional they
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21. are looking for in the windscreen fixing service. There should be weekly and
monthly overseeing by the line managers of the divisions.
Quarter 2
During the time span Autoglass should reconsider the customer’s repsonse and
apply the desired design to elaborate the enterprise. The line managers should
be responsible for assembling the feedbacks and acting in the direction of it.
Quarter 3
This is the quarter of accumulating data and takes research note on the applied
strategies. The management should find out the gap between the anticipated
outcome and genuine conclusion. The GAP might happen because of lack of
coordination or inefficiency of the employees and line managers
Quarter 4
Management should organize a training program to fill in the gap. So that the
employees can achieve the organization goal in desired manner.
Quarter 5
In this quarter the association might accomplish the yearend results founded on
the conceive making and the implementation procedure. If the administration
falls short to complete the objectives through the strategies, then they have to
start undertakings founded on facts and numbers like teaching the employees or
consigning support to them
Table: Evaluation of the outcomes
Conclusion
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22. As a market foremost Autoglass has set a new standard of services to its customers. This
demonstration will not be done without teamwork and Autoglass displays that they have a
huge number of qualified and effective employees by whom they have accomplished which
was one time unimaginable in this industry. Their customer satisfaction rate is envious for a
service business of the world. Their technological initiation was thrilling for the customers.
Now-a-day they are endeavoring to elaborate their market and it may cause those opposite
new challenges but in order to become an international market foremost every business
should accept any kind of challenges.
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23. References:
Arazy, O, &Gellatly, I., 2012, 'Corporate Wikis: The Impact of Autoglasss in the Windscreen
industry, vol. 29, no. 3, pp. 87-116.
Autoglass Company. [ONLINE] Available at: http://www.autoglass.co.uk/Glass-repair-andreplacement.186.0.html. [Accessed 22 November, 2013].
Dessler, G., 2000. Human Resource Management. 5th ed. Delhi: Pearson.
Gómez, L, & Ballard, D., 2013, 'Communication for the Long Term: Information Allocation
and Collective Reflexivity as Dynamic Capabilities', Journal Of Business
Communication, vol. 50, no. 2, pp. 208-220
Grant M. R., (2010) – Contemporary Strategy Analysis, Amazon.co, Wiley Higher Ed; 7th
edition.
Ivanauskiene, N, &Auruskeviciene, V., 2009, Change Management and Its preparation',
Economics & Management, pp. 407-412.
Kotler, P., 2000. Marketing Management. 5th ed. New Delhi: Prentice hall of India.
Schultz, H., (2006). Discover the Traits of Top Management [online]. s.n. Available from:
http://www.nwlink.com/~donclark/leader/leadcon.html
[accessed
December
26,
2013].
Wheelen & Hunger, T. L. & J. D., 2013.Strategic Management and Business Policy. 5 th ed.
Delhi: Pearson.
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