This document is a report analyzing the TOWS matrix of Morgan Motor Company. It was prepared by a group of 4 students for a Strategic Management course. The report provides background on Morgan Motor Company and its history. It then performs a SWOT analysis, identifying the company's strengths, weaknesses, opportunities, and threats. The analysis examines factors such as Morgan's niche focus, production costs, lack of diversification, and competitive threats. The report aims to analyze Morgan's strategic position and provide suggestions.
Haider Sharif has over 10 years of experience in finance, business analysis, and assurance. He currently works as a Business Analyst for Supreme Group in Dubai, where he provides financial analysis and support to executive management. Previously, he worked for PricewaterhouseCoopers in Dubai as a Senior Associate, leading audit and assurance engagements for various industries. Haider holds a commerce degree from the University of Karachi and is a qualified accountant.
The document provides an overview of the Marathon brand including:
- The company has over 8 decades of experience in real estate and a large land bank in Mumbai.
- Key values include integrity, transparency, and customer delight. The brand is perceived as credible and trustworthy.
- Past projects demonstrate innovations like the first residential tower with a helipad. Current projects span commercial, residential, and affordable housing sectors.
- The brand positioning emphasizes deploying latest technologies. The target audience includes middle to high-income individuals. Communications include print ads, emails, and emphasis on the earthy brown color scheme representing the construction industry.
This document provides a guide to strategy development, covering concepts from military strategists to modern business thinkers. It breaks down strategy development into three phases: 1) Defining strategic challenges, 2) Developing strategic intent by setting objectives, identifying battlefields, and core competencies, and 3) Aligning execution context to the strategic intent. Military strategists like Sun Tzu emphasize indirect strategies, mobility, and flexibility. Modern approaches vary from thinking-first to acting-first depending on the complexity of the strategic challenge.
Lexus is the luxury vehicle division of Toyota Motor Corporation. It employs a differentiation and low-cost strategy to compete in the luxury vehicle market. While Lexus has strong brand recognition and global presence, its production is concentrated in Japan, resulting in high shipping costs. Opportunities for Lexus include growing demand for hybrid vehicles and emerging markets in China and India. However, threats include rising fuel costs, stiff competition, and the impact of Toyota's recent recalls.
This document contains the agenda for several meetings. It discusses analyzing companies using tools like SWOT analysis, developing strategies using frameworks like Porter's generic strategies and the BCG matrix. It covers formulating business, corporate and functional strategies. Some key topics include competitive advantage, strategic alternatives, cooperative strategies, growth strategies, portfolio analysis and strategic choice evaluation. Students will redo their SWOT homework using the tools and frameworks discussed, and play an industry simulation game.
The document summarizes the application of Fred David's strategy formulation framework to analyze the strategic position of Turkish Airlines' domestic air transportation operations. It first provides an overview of David's three-stage strategy formulation framework and the various analytical tools used at each stage, including SWOT analysis, BCG matrix, and SPACE matrix. It then applies this framework to evaluate Turkish Airlines' internal strengths and weaknesses and external opportunities and threats. Based on the analysis, it recommends appropriate strategies for Turkish Airlines and identifies some limitations of David's framework as observed in this case study.
Tata Motors follows several strategies including focusing on customer retention, mergers and acquisitions, and collaboration. Their strategies have been effective, with revenues increasing 36% and profit up 46% in fiscal year 2012. Strengths include their affordable car design and ownership of Jaguar and Land Rover brands, while weaknesses include limited debt financing and concerns over the Nano's safety. Opportunities exist in new Jaguar/Land Rover models and growing infrastructure in India, but threats include poor economic conditions and increased competition. The recommendation is for Tata Motors to focus on cost cutting, sustainability, fuel efficiency, and strong customer relationships.
Haider Sharif has over 10 years of experience in finance, business analysis, and assurance. He currently works as a Business Analyst for Supreme Group in Dubai, where he provides financial analysis and support to executive management. Previously, he worked for PricewaterhouseCoopers in Dubai as a Senior Associate, leading audit and assurance engagements for various industries. Haider holds a commerce degree from the University of Karachi and is a qualified accountant.
The document provides an overview of the Marathon brand including:
- The company has over 8 decades of experience in real estate and a large land bank in Mumbai.
- Key values include integrity, transparency, and customer delight. The brand is perceived as credible and trustworthy.
- Past projects demonstrate innovations like the first residential tower with a helipad. Current projects span commercial, residential, and affordable housing sectors.
- The brand positioning emphasizes deploying latest technologies. The target audience includes middle to high-income individuals. Communications include print ads, emails, and emphasis on the earthy brown color scheme representing the construction industry.
This document provides a guide to strategy development, covering concepts from military strategists to modern business thinkers. It breaks down strategy development into three phases: 1) Defining strategic challenges, 2) Developing strategic intent by setting objectives, identifying battlefields, and core competencies, and 3) Aligning execution context to the strategic intent. Military strategists like Sun Tzu emphasize indirect strategies, mobility, and flexibility. Modern approaches vary from thinking-first to acting-first depending on the complexity of the strategic challenge.
Lexus is the luxury vehicle division of Toyota Motor Corporation. It employs a differentiation and low-cost strategy to compete in the luxury vehicle market. While Lexus has strong brand recognition and global presence, its production is concentrated in Japan, resulting in high shipping costs. Opportunities for Lexus include growing demand for hybrid vehicles and emerging markets in China and India. However, threats include rising fuel costs, stiff competition, and the impact of Toyota's recent recalls.
This document contains the agenda for several meetings. It discusses analyzing companies using tools like SWOT analysis, developing strategies using frameworks like Porter's generic strategies and the BCG matrix. It covers formulating business, corporate and functional strategies. Some key topics include competitive advantage, strategic alternatives, cooperative strategies, growth strategies, portfolio analysis and strategic choice evaluation. Students will redo their SWOT homework using the tools and frameworks discussed, and play an industry simulation game.
The document summarizes the application of Fred David's strategy formulation framework to analyze the strategic position of Turkish Airlines' domestic air transportation operations. It first provides an overview of David's three-stage strategy formulation framework and the various analytical tools used at each stage, including SWOT analysis, BCG matrix, and SPACE matrix. It then applies this framework to evaluate Turkish Airlines' internal strengths and weaknesses and external opportunities and threats. Based on the analysis, it recommends appropriate strategies for Turkish Airlines and identifies some limitations of David's framework as observed in this case study.
Tata Motors follows several strategies including focusing on customer retention, mergers and acquisitions, and collaboration. Their strategies have been effective, with revenues increasing 36% and profit up 46% in fiscal year 2012. Strengths include their affordable car design and ownership of Jaguar and Land Rover brands, while weaknesses include limited debt financing and concerns over the Nano's safety. Opportunities exist in new Jaguar/Land Rover models and growing infrastructure in India, but threats include poor economic conditions and increased competition. The recommendation is for Tata Motors to focus on cost cutting, sustainability, fuel efficiency, and strong customer relationships.
Strategic management Tata acquisition of corusAmit Jain
This document discusses Tata Steel's acquisition of Corus in 2007. It provides background on both companies and analyzes the benefits of the acquisition. The key points are:
- Tata Steel acquired Corus for $12.1 billion, becoming the world's fifth largest steel producer with expanded global operations.
- The acquisition gave Tata Steel access to Corus' strong distribution network in Europe and expertise in specialty steel grades. It benefited Corus through Tata Steel's lower cost manufacturing techniques.
- However, the acquisition also exposed Tata Steel to financial losses. By 2013, Tata Steel Europe reported a record $1.2 billion loss due to weak market conditions.
This document provides a strategic audit of Walmart conducted by a team of business students. It begins with an overview of Walmart's history and current performance, including a financial ratio analysis comparing Walmart to competitors and industry averages. Walmart's mission, objectives, and strategic posture involving corporate strategy, business strategy, and functional strategies are then examined. The document also analyzes Walmart's external opportunities and threats through a PESTEL analysis and internal strengths and weaknesses through a VRIO analysis. Strategic recommendations are provided based on a TOWS matrix analysis. An implementation plan and balanced scorecard for evaluation are also included.
The document provides an overview of Whole Foods Market's strategic audit, including its current performance, strategic posture, board of directors, top management, and mission consistency. In 2006, Whole Foods experienced 19% sales growth to $5.6 billion in sales, improved cash flow to $453 million, and returned $358 million in dividends to shareholders. The board of directors includes internal and external members who provide experience to guide the company's mission to promote health and well-being through high quality organic foods.
The document provides an agenda and overview of Renault-Nissan's external audit group presentation. The presentation covers: an introduction of Carlos Ghosn and his leadership of the companies; the objectives and goals of the Renault-Nissan alliance through SWOT and PESTEL analyses; current and past business models including value chain and Porter's 5 forces analyses; and current company performance. Key points include outlining Carlos Ghosn's career and role in turning around Nissan, the strategic benefits and objectives of the Renault-Nissan alliance, and analyses of the companies' business models and external environments.
The document provides a business strategy analysis for fertilizer companies in India. It begins with an introduction and description of the fertilizer industry and market in India. Key points include that India is the 3rd largest producer and consumer of fertilizers globally. The industry contributes significantly to agricultural productivity and the overall economy.
An analysis of the industry includes Porter's 5 Forces, which finds low threat of new entrants and rivalry due to high costs and government regulations. It also finds high bargaining power of suppliers due to limited suppliers and imported materials. The document then outlines the major players in the industry and provides a framework for a strategic factors analysis summary matrix to evaluate strengths, weaknesses, opportunities, and threats between companies.
The document discusses organizational culture at Tata Motors and Ford Motors. It defines organizational culture and explains its importance. It provides overviews of Tata Motors and Ford Motors, discussing their missions, visions, and histories. The document also covers the cultures at both companies, how they approach innovation, ethics, customer service, and social responsibility. It discusses the roles of CEOs in transforming company culture.
The document discusses Porter's five forces model as it applies to a Mobilink GSM franchise in Pakistan. It identifies the suppliers, customers, competitors, employees, and pressure groups and analyzes the degree of change and complexity for each factor. It concludes that while some factors like suppliers and employees are stable and simple, others like customers and competitors are dynamic and complex for the franchise. Overall, it believes the company has a bright future due to its employees' hard work and customer service.
Identifying Core-Competencies of a Corporation: Learning from ToyotaANSHUL GUPTA
This document discusses identifying and developing core competencies of corporations by learning from Toyota's strategies. It begins with defining the criteria for something to be considered a core competency. It then explains five strategies adopted by Toyota to become a leading carmaker: continuous improvement (Kaizen), Just-In-Time production, suggestion systems, Kanban pull system, and customer focus. The document discusses how companies like Tata Motors and Titan have implemented some of these strategies. It provides a framework for developing core competencies and applies this to the Management Development Institute to identify areas of focus. The document concludes by emphasizing the importance of defining the right core competencies based on evidence rather than intuition.
0601073 perception mapping of competitors product in the mind of customers Supa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
The document provides information about a project report submitted by Neeraj Tripathi on employer branding at Hindalco Industries Limited in Renukoot, India. It includes a certificate signed by the training coordinator, a declaration by Neeraj Tripathi, a table of contents, diagrams, graphs and statistical contents related to the project. The project report covers Hindalco's history, landmarks, businesses, environmental initiatives and employer branding analysis through employee questionnaires.
This document provides information about Hero Honda Motors Ltd, including:
1. It describes Hero Honda as a joint venture between India's Hero Group and Honda Motor Company of Japan, established in 1984, that became the world's largest manufacturer of two-wheelers.
2. It discusses Hero Honda's vision, strategy, manufacturing process, product portfolio, distribution network, and brand promotion activities.
3. It provides details about Hero Honda's logo, mission to synergize technology and human resources to deliver high quality, high performance products at affordable prices while maintaining ethics and social responsibility.
The document discusses vision, mission, and environmental scanning. It provides examples of vision statements from several companies. It defines the characteristics and benefits of a clear vision and mission. The document also discusses Porter's Five Forces model of industry analysis regarding rivalry among existing firms, potential new entrants, substitute products, supplier power, and buyer power. It explains how these forces impact competition within an industry.
The document provides details about a business proposal for a hotel called Hotel White Palace located in Gangtok, India. It includes the hotel address, contact information, and describes Gangtok's location and climate. The proposal discusses the different types of hotel businesses including budget motels, luxury hotels, resort hotels, and more. It aims to provide quality service and accommodation to customers visiting Gangtok.
The document provides an overview of Caparo India, a subsidiary of UK-based Caparo Group. Caparo India began operations in 1994 through a joint venture with Maruti Suzuki and now has two strategic business entities and over 5000 employees across 25 facilities in India. It offers automotive systems, assemblies, components and engineering solutions to Indian automotive OEMs. However, due to overcapacity built up prior to the 2008 recession, Caparo is still dealing with the impact on its finances and ratings. It is pursuing a strategy to move into higher value segments like chassis and suspension products to improve margins.
This document provides a project report on ascertaining the working capital requirements for Usha Martin Ltd. for the financial year 2012-13. It discusses the company profile, products, organizational structure, vision, mission and quality policy. It also outlines the history and milestones of the company since its inception in 1961. The report aims to analyze the profit and loss account and ascertain the working capital needs of the company for the given financial year.
Mahindra & Mahindra was considering acquiring Jiangling Tractor Company in China to enter the Chinese market. A feasibility study was conducted that included a SWOT analysis of JTC. The analysis found strengths like JTC's focus on quality and skilled workforce, but also weaknesses such as high overhead costs. Acquiring JTC aligned with M&M's objectives to expand globally. A joint venture between M&M and JTC was recommended, which would provide M&M entry into China through JTC's existing brand and facilities. Recommendations included improving processes, training employees, and focusing on the Chinese and export markets. M&M ultimately signed an agreement to acquire Jiangling Tractor Company.
Vikram Dhumal's project report discusses mutual fund analysis and portfolio management for Vantage Wealth Management Solutions Pvt. Ltd. The report includes chapters on investment management, introduction to mutual funds, measuring mutual fund performance, fees and expenses, accounting and valuation of mutual funds, and the Securities and Exchange Board of India. The objective is to analyze mutual fund performance and study equity, debt, bonds and securities to help investors achieve good returns and capital appreciation through right portfolio selection and investment timing.
This document provides details on establishing a steel fabrication shop as an entrepreneurial project. It includes an introduction to entrepreneurship and challenges entrepreneurs may face. It then discusses establishing a steel fabrication shop, including the proposed products of steel gates, grills, rolling shutters and tanks. It outlines the market potential for these products and provides a breakdown of the capital requirements, recurring expenses, working capital needs and a tentative monthly profit and loss statement. The project aims to establish a sustainable steel fabrication business.
Anand Mahindra is the chairman and managing director of the Mahindra Group. He was born in 1955 in Mumbai and graduated from Harvard College and Harvard Business School. He has received several awards for his leadership, including the Rajiv Gandhi award and CNBC Asia Business Leader award. As the head of the Mahindra Group, he has led the company's diversification into various sectors including automotive, infrastructure, IT, and financial services. Some of his major leadership decisions include acquiring Satyam Computer Services and leading the company through economic downturns. He focuses on innovation and taking calculated risks in his leadership approach.
0601005 perception mapping of champion alfa and competitorsSupa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
Maruti Suzuki India Limited is the largest passenger car company in India, accounting for over 50% of the domestic car market. It is a joint venture between the Government of India and Suzuki Motor Corporation of Japan. Maruti manufactures its vehicles across two facilities in Gurgaon and Manesar that have a combined annual production capacity of over 700,000 units.
Strategic management Tata acquisition of corusAmit Jain
This document discusses Tata Steel's acquisition of Corus in 2007. It provides background on both companies and analyzes the benefits of the acquisition. The key points are:
- Tata Steel acquired Corus for $12.1 billion, becoming the world's fifth largest steel producer with expanded global operations.
- The acquisition gave Tata Steel access to Corus' strong distribution network in Europe and expertise in specialty steel grades. It benefited Corus through Tata Steel's lower cost manufacturing techniques.
- However, the acquisition also exposed Tata Steel to financial losses. By 2013, Tata Steel Europe reported a record $1.2 billion loss due to weak market conditions.
This document provides a strategic audit of Walmart conducted by a team of business students. It begins with an overview of Walmart's history and current performance, including a financial ratio analysis comparing Walmart to competitors and industry averages. Walmart's mission, objectives, and strategic posture involving corporate strategy, business strategy, and functional strategies are then examined. The document also analyzes Walmart's external opportunities and threats through a PESTEL analysis and internal strengths and weaknesses through a VRIO analysis. Strategic recommendations are provided based on a TOWS matrix analysis. An implementation plan and balanced scorecard for evaluation are also included.
The document provides an overview of Whole Foods Market's strategic audit, including its current performance, strategic posture, board of directors, top management, and mission consistency. In 2006, Whole Foods experienced 19% sales growth to $5.6 billion in sales, improved cash flow to $453 million, and returned $358 million in dividends to shareholders. The board of directors includes internal and external members who provide experience to guide the company's mission to promote health and well-being through high quality organic foods.
The document provides an agenda and overview of Renault-Nissan's external audit group presentation. The presentation covers: an introduction of Carlos Ghosn and his leadership of the companies; the objectives and goals of the Renault-Nissan alliance through SWOT and PESTEL analyses; current and past business models including value chain and Porter's 5 forces analyses; and current company performance. Key points include outlining Carlos Ghosn's career and role in turning around Nissan, the strategic benefits and objectives of the Renault-Nissan alliance, and analyses of the companies' business models and external environments.
The document provides a business strategy analysis for fertilizer companies in India. It begins with an introduction and description of the fertilizer industry and market in India. Key points include that India is the 3rd largest producer and consumer of fertilizers globally. The industry contributes significantly to agricultural productivity and the overall economy.
An analysis of the industry includes Porter's 5 Forces, which finds low threat of new entrants and rivalry due to high costs and government regulations. It also finds high bargaining power of suppliers due to limited suppliers and imported materials. The document then outlines the major players in the industry and provides a framework for a strategic factors analysis summary matrix to evaluate strengths, weaknesses, opportunities, and threats between companies.
The document discusses organizational culture at Tata Motors and Ford Motors. It defines organizational culture and explains its importance. It provides overviews of Tata Motors and Ford Motors, discussing their missions, visions, and histories. The document also covers the cultures at both companies, how they approach innovation, ethics, customer service, and social responsibility. It discusses the roles of CEOs in transforming company culture.
The document discusses Porter's five forces model as it applies to a Mobilink GSM franchise in Pakistan. It identifies the suppliers, customers, competitors, employees, and pressure groups and analyzes the degree of change and complexity for each factor. It concludes that while some factors like suppliers and employees are stable and simple, others like customers and competitors are dynamic and complex for the franchise. Overall, it believes the company has a bright future due to its employees' hard work and customer service.
Identifying Core-Competencies of a Corporation: Learning from ToyotaANSHUL GUPTA
This document discusses identifying and developing core competencies of corporations by learning from Toyota's strategies. It begins with defining the criteria for something to be considered a core competency. It then explains five strategies adopted by Toyota to become a leading carmaker: continuous improvement (Kaizen), Just-In-Time production, suggestion systems, Kanban pull system, and customer focus. The document discusses how companies like Tata Motors and Titan have implemented some of these strategies. It provides a framework for developing core competencies and applies this to the Management Development Institute to identify areas of focus. The document concludes by emphasizing the importance of defining the right core competencies based on evidence rather than intuition.
0601073 perception mapping of competitors product in the mind of customers Supa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
The document provides information about a project report submitted by Neeraj Tripathi on employer branding at Hindalco Industries Limited in Renukoot, India. It includes a certificate signed by the training coordinator, a declaration by Neeraj Tripathi, a table of contents, diagrams, graphs and statistical contents related to the project. The project report covers Hindalco's history, landmarks, businesses, environmental initiatives and employer branding analysis through employee questionnaires.
This document provides information about Hero Honda Motors Ltd, including:
1. It describes Hero Honda as a joint venture between India's Hero Group and Honda Motor Company of Japan, established in 1984, that became the world's largest manufacturer of two-wheelers.
2. It discusses Hero Honda's vision, strategy, manufacturing process, product portfolio, distribution network, and brand promotion activities.
3. It provides details about Hero Honda's logo, mission to synergize technology and human resources to deliver high quality, high performance products at affordable prices while maintaining ethics and social responsibility.
The document discusses vision, mission, and environmental scanning. It provides examples of vision statements from several companies. It defines the characteristics and benefits of a clear vision and mission. The document also discusses Porter's Five Forces model of industry analysis regarding rivalry among existing firms, potential new entrants, substitute products, supplier power, and buyer power. It explains how these forces impact competition within an industry.
The document provides details about a business proposal for a hotel called Hotel White Palace located in Gangtok, India. It includes the hotel address, contact information, and describes Gangtok's location and climate. The proposal discusses the different types of hotel businesses including budget motels, luxury hotels, resort hotels, and more. It aims to provide quality service and accommodation to customers visiting Gangtok.
The document provides an overview of Caparo India, a subsidiary of UK-based Caparo Group. Caparo India began operations in 1994 through a joint venture with Maruti Suzuki and now has two strategic business entities and over 5000 employees across 25 facilities in India. It offers automotive systems, assemblies, components and engineering solutions to Indian automotive OEMs. However, due to overcapacity built up prior to the 2008 recession, Caparo is still dealing with the impact on its finances and ratings. It is pursuing a strategy to move into higher value segments like chassis and suspension products to improve margins.
This document provides a project report on ascertaining the working capital requirements for Usha Martin Ltd. for the financial year 2012-13. It discusses the company profile, products, organizational structure, vision, mission and quality policy. It also outlines the history and milestones of the company since its inception in 1961. The report aims to analyze the profit and loss account and ascertain the working capital needs of the company for the given financial year.
Mahindra & Mahindra was considering acquiring Jiangling Tractor Company in China to enter the Chinese market. A feasibility study was conducted that included a SWOT analysis of JTC. The analysis found strengths like JTC's focus on quality and skilled workforce, but also weaknesses such as high overhead costs. Acquiring JTC aligned with M&M's objectives to expand globally. A joint venture between M&M and JTC was recommended, which would provide M&M entry into China through JTC's existing brand and facilities. Recommendations included improving processes, training employees, and focusing on the Chinese and export markets. M&M ultimately signed an agreement to acquire Jiangling Tractor Company.
Vikram Dhumal's project report discusses mutual fund analysis and portfolio management for Vantage Wealth Management Solutions Pvt. Ltd. The report includes chapters on investment management, introduction to mutual funds, measuring mutual fund performance, fees and expenses, accounting and valuation of mutual funds, and the Securities and Exchange Board of India. The objective is to analyze mutual fund performance and study equity, debt, bonds and securities to help investors achieve good returns and capital appreciation through right portfolio selection and investment timing.
This document provides details on establishing a steel fabrication shop as an entrepreneurial project. It includes an introduction to entrepreneurship and challenges entrepreneurs may face. It then discusses establishing a steel fabrication shop, including the proposed products of steel gates, grills, rolling shutters and tanks. It outlines the market potential for these products and provides a breakdown of the capital requirements, recurring expenses, working capital needs and a tentative monthly profit and loss statement. The project aims to establish a sustainable steel fabrication business.
Anand Mahindra is the chairman and managing director of the Mahindra Group. He was born in 1955 in Mumbai and graduated from Harvard College and Harvard Business School. He has received several awards for his leadership, including the Rajiv Gandhi award and CNBC Asia Business Leader award. As the head of the Mahindra Group, he has led the company's diversification into various sectors including automotive, infrastructure, IT, and financial services. Some of his major leadership decisions include acquiring Satyam Computer Services and leading the company through economic downturns. He focuses on innovation and taking calculated risks in his leadership approach.
0601005 perception mapping of champion alfa and competitorsSupa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
Maruti Suzuki India Limited is the largest passenger car company in India, accounting for over 50% of the domestic car market. It is a joint venture between the Government of India and Suzuki Motor Corporation of Japan. Maruti manufactures its vehicles across two facilities in Gurgaon and Manesar that have a combined annual production capacity of over 700,000 units.
This document provides information about a project report submitted by Miss. Upadhye Priyanka V. for her MBA degree. The report focuses on working capital management at Mahindra Sona Limited, where she completed her summer internship. The 3-page document includes sections on the declaration, acknowledgements, objectives of the project and methodology. It provides details about the company profile, products, milestones and organizational structure of Mahindra Sona Limited to give context for the project. The report aims to analyze working capital management practices at the company and calculate key ratios related to working capital.
The document discusses the collapse of MG Rover and analyzes the stakeholders involved and their responsibilities. It examines MG Rover's actions in terms of corporate social responsibility and determines that while it upheld some economic responsibilities, it failed to properly consider its ethical responsibilities to employees. It assesses the relative power of actors like MG Rover, the UK government, and foreign companies. Finally, it debates who should be responsible for preserving jobs after MG Rover's collapse and whether unemployment was an inevitable consequence of industrial restructuring.
The document is a dissertation submitted by Supriya Kumari in partial fulfillment of a PGPBM degree from the International School of Business & Media in Pune, India. The dissertation analyzes the market potential for Samsung CDMA mobile phones in the Mumbai region of India. It includes an introduction covering the mobile market in India and Samsung's business, a description of the research design and data collection through retailer interviews, and an analysis of the collected data on market shares and consumer demand for various CDMA phone brands like Samsung, LG, Haier, and Spice.
Cbs org. resourcebase and market requirementsJacob Holm
The document provides an overview of marketing strategy and planning. It discusses understanding an organization's resource base and forecasting future demand and market requirements. The document outlines a marketing management process with five parts: marketing strategy, competitive market analysis, identifying current and future competitive positions, competitive position strategies, and implementing the strategy. It focuses on understanding the organizational resource base and forecasting future demand and market requirements as the first two steps in the marketing management process.
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36589401 morgan-motor-company
1. An Assignment on-
TOWS Matrix Analysis of Morgan Motor Company
Course Name: Strategic Management
Course Code: BA- 403
Prepared for-
Mehedi Hasan Md. Hefjur Rahman
Head & Associate Professor
Business Administration Discipline
Khulna University
Prepared by-
Group Name: Explorer
Name ID
Abdur Rakib Akon 070305
Reza Al Saad 070312
Md. Masrul Mollah 070314
Md. Nazmul Huda 070323
th st
4 Year, 1 Semester
BBA Program
Business Administration Discipline
Khulna University
Date of Submission: August 10, 2010
2. TOWS Matrix Analysis on-
Morgan Motor Car Company: The Last of Great Independents
Prepared by-
Abdur Rakib Akon; ID- 070305
Reza Al Saad; ID- 070312
Md. Masrul Mollah; ID- 070314
Md. Nazmul Huda; ID- 070323
th st
Students of ‘BBA Program (4 Year, 1 Semester), Business Administration Discipline, Khulna University’
Abstract
Henry Royce, W. O. Bently and Henry Frederick Stanley Morgan (H.F.S.), these three talented young men
started business of automobile manufacturing in early 1900s after leaving school. W.O. Bently was forced
to sell his company to his competitor Henry Royce in the worldwide depression of 1930. These two Rolls-
Royce and the Bently were international symbols of sophistication and wealth. But unfortunately Rolls-
Royce got bankrupt in 1960 and was divided up at government force. H.F.S. Morgan is the only company
still surviving and operates wuth same plant facilities, it has occupied since 1919. In 1992, there was a ten
year waiting list of prospective purchasers awaiting delivery of a “mog” as Morgan had high brand image
to the buyers as real sports car. Though it has some weaknesses and threats of itself, it has some strength
and opportunities created by its own and others. With its efficient strategy management and decision,
from then to today, it competed with some strong competitors profitably and efficiently in the global
market.
Strategic Analysis
Morgan, is the last of great independents faced a lot of difficulties and ups & downs in its 100 years of
experience and still it’s facing a lot of complexities to perform with only targeting a very limited and
narrow targeted niche market in this competitive era.
Morgan is always been a hand built car brand, and that’s the way people like it. Since 1908 till now,
‘morgan first’ to ‘EvaGT’, Morgan produced a lot of cars that created a different type of passion amongst
the consumer. Now, Morgan’s cars are so environment friendly, best engine providers are the supply of
Morgan, and people love it to drive it with passion.
Since the starting, Morgan tried to maintain its business to capture this niche to get the competitive edge,
but now, not that only, it’s now the only competitor of itself. Something we want to say about it
production process, Morgan is too slower of it. It may produce around 600 cars a year in this present
condition using the same plant they are using since the beginning. But, instead of having 30-40% labor
cost of total production, though in comparison to other car manufacturers, it so high, but Morgan can
serve its car at the lowest cost among the European car producers. This is one of the key benefits of
upholding the conventional culture of Morgan itself. Plant automation is costly, but they are trying to
modify their plan. In this situation this will be helpful.
But on the other hand, its backlog is its waiting list. In a sense it’s an opportunity for Morgan’s, but in long
term, it will face a huge penalty in positioning. People are devoted to this brand, and this is why a person
can wait till 10 years from order to delivery to get a ‘Morgan Car’; Because, Morgan provide cars with
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3. personal customization. Sometimes people also cancel the order. Using this opportunity Morgan can sell
those unique cars to other buyers.
But this is time of fastness and ease. People wants everything right present whenever they are ordering.
Now Japanese cars like Nissan and Mazda, and in some cases also Toyota are competing with Morgan
Motors. This is a great threat for Morgan, though they have targeted a very narrow and limited niche.
Strategically this is very risky to do business targeting with only single niche. This is why Morgan is trying
it’s best to make its business into a form of concentric diversification. It is trying to launch some sports
gears. Already they are producing a good branded sports watches named ‘Hublot’.
But all these are mixed up here with our solution analysis. We have tried our intelligence to make a SOWT
and TOWS analysis of Morgan Motor Company and tried to give some suggestion.
SWOT Analysis
Here are the performance and importance measurement table given below-
Performance Importance
Major Minor Major Minor
Neutral High Medium Low
Marketing Strength Strength Weakness Weakness
1. Company
Reputation
2. Market Share
3. Customer
Satisfaction
4. Customer
Retention
5. Product
Quality
6. Service Quality
7. Pricing
Effectiveness
8. Distribution
Effectiveness
9. Promotion
Effectiveness
10. Innovation
Effectiveness
11. Geographical
Coverage
Finance
12. Cost of
Availability of
Capital
13. Cash Flow
14. Financial
Stability
Maintenance
15. Facilities
16. Economies of
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4. Scale
17. Capacity
18. Dedicated
Workforce
19. Ability to
produce on
time
20. Technical
Manufacturing
Skill
Organization
21. Visionary
Now, we have defined several SWOT points here. In the following chart we are showing the items.
Strengths Weaknesses
Unique niche market focus since 1919 Same plant since 1919
Low production cost Less diversification in product line
Customer defined cars Factory production process is not smooth
High gas mileage Hoist to lift equipment
Only primitive car model Labor cost is 30-40% of the production
Its only competitor is itself cost
Strong survival mentality Bottleneck from labor absence
Unionized labor force
Opportunities Threats
42 dealers worldwide Highly dependent on supply chain
Longer waiting list management
Sports gear Waiting cancellation
Competitions from Japanese cars
Here are the explanations behind we have chosen these features.
Strengths:
a) Unique niche markets focus: Morgan focused on niche market. It manufactured sports cars. Also
it has a restricted supply.
b) Low production cost: As the production process is not automated, the production cost is low. All
the process in the factory is done by hand.
c) Customer defined cars: They take orders from customers according to their want. For example
they let their customers to choose different colors from among 35000 different colors, stereo
system in the car.
d) High gas mileage: Though their engines are with fuel injection, electronic ignition & pollution but
it has high gas mileage.
e) Only primitive car model: This is the only company surviving from 1919 which is producing with
the same production process and car model. The other companies have made changes like in
design or in the production process.
f) Its only competitor is itself: The Morgan’s only competitor is itself. Because from the very
beginning it is having the same process of production from which they are not going out and
making any changes or diversification.
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5. g) Strong survival mentality: The Company has a strong survival mentality. We can see it when it fell
into different situations which threatened their survival. They introduced new dynamic models
when it was needed.
h) Unionized labor force: Morgan has a unionized labor force.
Weaknesses:
a) Same plant since 1919: From the very beginning Morgan is using the same plant.
b) Less diversification in product line: They had a diversified car model. They introduced new
dynamic models only when it fell into different situations which threatened their survival.
c) Factory production process is not smooth: In the factory for production process there are no
automated systems. Everything is done by hand from screwing to assembling.
d) Hoist to lift: There were no proper lifting systems as there are no automated systems. So the
labors do the lifting on their own.
e) Labor cost is 30-40% of the production cost: As the labors do everything there were no such
machineries or costs like electricity bills. But for that labors are highly paid.
f) Bottleneck from labor absence: As there were no backups for labor, due to labor absenteeism the
works are remained unfinished which creates bottleneck and longer waiting time.
Opportunities matrix:
Opportunities of Morgan motor car are found by using this opportunities matrix.
Success Probability- High Success Probability- Low
Attractiveness- High Company develops a more powerful Develops a device for measuring the
lighting system energy efficiency
Attractiveness- Low Develops a device for measuring Develops a software to teach
illumination model lighting fundamentals
a) 42 dealers worldwide: It has 42 dealers worldwide: North America – 3, Africa – 1, Australia – 1,
Japan – 1, Western Europe – 17 and UK – 19.
b) Longer waiting list: Because of its longer production time, they expressed in a way that they are
creating a car with proper care and by adding more value.
c) Sports gear: They are selling a line of accessories based on the marque.
Threats matrix:
Threats of Morgan motor car are found by using this Threats matrix.
Probability of Occurrence- High Probability of Occurrence- Low
Seriousness- High Competitor develops a superior Major prolonged economic
lighting system depression
Seriousness- Low Higher Costs Legislation to reduce number
a) Highly dependent on supply chain management: Morgan buys different parts from different
suppliers. For example they use engines of Ford and the model is old. If Ford discontinues it, then
the production of Morgan will be threatened.
b) Waiting cancellation: As it has a long waiting time of 10 years, some customers cancel their order
while some other sell it to third party with 15-20% profit.
Competitions from Japanese cars: When they entered into the US market, the Japanese cars also entered
there. But the Japanese cars are highly performed with less cost.
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6. SFAS Analysis Table
Here we have tried to explain the factors in a measurement process and we developed the SFAS (Strategic
Factors Analysis Summary) table through measuring of IFAS (Internal Factors Analysis Summary) and EFAS
(External Factors Analysis Summary).
Here is show the IFAS table analysis.
Internal Strategic Factors Weight Rating Weighted Scores Comments
Strengths
Should be maintained and
S1 Unique Niche 0.25 5 1.25
protected
S2 Production Cost 0.20 3 0.60 Good but needs a bit reduction
S3 Consumer Preference 0.15 3 0.45 Keep up with this trend
To be maintained as the good
S4 High Go Mileage 0.05 2 0.10
ones
S5 Only Preemptive 0.05 4 0.20 Use it as Brand Image
Create some competitive
S6 Its only Competitor 0.10 4 0.40
advantage
S7 Strong Survival Mentality 0.10 1 0.10 Should be maintained
S8 Labor Force 0.10 2 0.20 Good and dedicated
Total Scores 1.00 3.30
Weaknesses
W1 Same Plant 0.25 4 1.00 Update with modern technology
W2 Less Diversification 0.30 6 1.80 Follow the customer
W3 Production Process 0.15 4 0.60 Changing trend
W4 Hoist to lift equipment 0.10 2 0.20 Try to have some technology
W5 Labor Cost 0.10 3 0.30 Should be reduced
Should be remarked by
W6 Bottlenecks 0.10 4 0.40 investigation and improve
situation
Total Scores 1.00 4.30
Now the EFAS table is here.
External Strategic Factors Weight Rating Weighted Scores Comments
Opportunities
O1 42 Dealers Worldwide 0.50 4 2.00 Should increase coverage
Early delivery is needed (more
O2 Waiting List 0.30 5 1.50
units need to be manufactured)
Should focus more events
O3 Sports Gear 0.20 2 0.40
through diversification
Total Scores 1.00 3.90
Threats
Should ensure smooth supply
T1 Supply Chain 0.30 4 1.20
chain
Waiting list lessening (faster
T2 Waiting Cancellation 0.30 5 1.50
production)
Try to improve quality and
T3 Japanese Cars 0.40 5 2.00
promote competitive advantages
Total Scores 1.00 4.70
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7. Now by measuring the calculations we have come to this decision that the following strategic areas need
to be kept in mind in taking strategic management decisions. Here we have newly defined and
reconstructed the weights and ratings.
Duration
Intermediate
Short
Long
Weighted
Strategic Factors Weight Rating Scores Comments
S1 Unique Niche 0.14 4 0.56 X Uniqueness is key success factor
It needs maintained this way, if
S2 Production Cost 0.10 5 0.50 X possible, labor cost should be
reduced
Consumers like it, but after a
S3 Consumer
0.10 4 0.40 X certain period, delivery time may
Preference
cause problem
Plant needs modification during a
W1 Same Plant 0.13 5 0.65 X
short time
W2 Less Diversification 0.13 4 0.52 X Diversification attracts customers
Must be investigated and solve
W6 Bottlenecks 0.14 5 0.70 X
labor and other problems
O1 42 Dealers Dealers seems enough, but still
0.07 3 0.21 X
Worldwide need increase in number
This is a great threat can have a
T2 Waiting Cancellation 0.12 4 0.48 X
long term effect
T3 Japanese Cars 0.07 4 0.28 X Competition is tougher
Total Scores 1.00 4.30
TOWS Matrix Analysis
Morgan Motor has got several key areas to develop that we have seen in the SWOT matrix and SFAS
Analysis. But to take proper strategic initiative, TOWS matrix analysis is the criteria to make decision from
the table mixing all the variables taken from SWOT and SFAS.
Here we are showing the TOWS matrix analysis we have measured.
Internal Factors
Strengths Weaknesses
S1 Unique Niche W1 Same Plant
S2 Production Cost W2 Less Diversification
S3 Consumer Preference W3 Production Process
S4 High Go Mileage W4 Hoist to lift equipment
S5 Only Preemptive W5 Labor Cost
S6 Its only Competitor W6 Bottlenecks
S7 Strong Survival Mentality
S8 Labor Force
Opportunities SO Strategies WO Strategies
External Factors
O1 42 Dealers Worldwide Promote the niche Plant Modification
O2 Waiting List Faster Production Technology Up-gradation for
O3 Sports Gear Event Creating can be good faster production
for gear sales
Threats ST Strategies WT Strategies
T1 Supply Chain Manage some backup supply Follow some modern process
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8. T2 Waiting Cancellation chain or create a vertical Investigate and solve
T3 Japanese Cars integration management problems
Find International Alliance
Strategy formulation
After the SWOT and TOWS analysis of Morgan motor car to take the effective strategies we have taken
the help from Porters competitive strategic model. From that we found that it has low diversification
position and low cost position so pure cost position is the perfect strategic for Morgan motor car. Low cost
strategic is the ability of a company or a business unit to design, produces, and markets a comparable
product more efficiently than its competitors. Though it is hard to achieve lowest production and
distribution cost, Morgan must be good at engineering, purchasing, manufacturing and physical
distribution. But this strategic has a problem that any company can obtain lower cost strategic, so Morgan
must be conscious about this.
Here we are giving the ‘Business Strategy Formulation Matrix’ and ‘Porter’s Competitive Strategic Model’-
Business Strategy Decision Table
Business Strategy Decision Table is analyzed for long term planning. Morgan has a less attractive industry
but has strong competitive strength within that limitation. This is why we went for cell 7 strategy/
Business Strategies/ Competitive Strength
Strong Average Weak
Cell 1: Growth Cell 2: Growth Cell 3: Retrenchment
High
Concentration via vertical Concentration via horizontal Turnaround
Industry Attractiveness
integration integration
Cell 4: Stability Cell 5: Growth Cell 6: Retrenchment
Pause or Proceed with Concentration via horizontal Captive company or selling
Medium
caution integration out
Cell 5: Stability
No chance or profit strategy
Cell 7: Growth Cell 8: Growth Cell 9: Retrenchment
Low
Concentric Diversification Conglomerate Diversification Bankruptcy or Liquidation
From here, we selected the cell 7: Concentric Diversification strategy. Morgan can grow its business by
taking following steps described here in this situation-
Manufacturing Process can be diversified: Morgan’s production process is very slow and waiting
list is increasing day by day. So newer technology adaptation and its customer preference style
can be combined and make a huge potential for future.
Sports Gear: Morgan already launched ‘Hublot’ sports watch, and it’s now a very popular watch
around Europe. H.F.S. Morgan’s plan is successful here. Morgan can arrange more and more
sports events and may increase their product line of gears. Especially young people will like it. If
Morgan can attract young people and make an interest among them, it will be helpful to Morgan
Motors.
Porter’s Competitive Strategic Model
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9. Porter’s Competitive Strategic Model shows us the path to define the strategic pricing or production
decision. As Morgan can offer their cars at a very lower cost and its differentiation position is very low we
have chosen ‘Pure Cost’ Strategy for Morgan.
Differentiation Position
Low High
Cost Low Pure Cost Cost & Differentiation
Position High No Competitive Advantage Pure Competition
This is all about strategic analysis and decision making of Morgan Motor Company.
[Every organization has its own policy and procedures to cope up with different situations and it need to
be solved with strategic and analytical decisions. We have tried from our limited perspective, but in actual,
this is a big deal with the firm. Within this short time we have tried our best to define these terms and
make out a solution. We believe, any mistake will be considered by screening our time and knowledge
limitation.]
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