Here are three possible alternative strategies for Autoglass relating to substantive growth, limited growth, and retrenchment: Substantive Growth: 1. Horizontal integration: Autoglass could acquire companies that produce complementary products to windshields, such as side mirrors, wipers, etc. This would allow them to offer a more complete auto glass solution. Limited Growth: 2. Niche marketing: Autoglass could focus on targeting specific customer segments or geographic regions for growth. For example, focusing on luxury or commercial vehicle customers. This allows them to grow within limits. Retrenchment: 3. Divest underperforming business lines: If some of Autoglass' product

1. An assignment on
Business Strategy
Submitted:
Name:
ID:
Submitted To:
Date of Submission

2. EXECUTIVE SUMMARY
In this world of competitive market, Autoglass has a complete different field of operating its
business. To keep pace with the innovation or renovation, Autoglass maintains a standard
category of luxurious product in the world market.
Since there is an opportunity to replace or repair the product, Autoglass is well known to
nearly all. The assumption of purchasing Autoglass comes in mind of a person to think that it
will not only protect the house from wind but also be used to increase the beauty of the room.
It is statistically found that 92 percent people who bought Autoglass are satisfied with the
service performance of Autoglass. From the beginning of the business to the current day
Autoglass has been able to fulfill the demand of the customers. That is why Autoglass market
is spread out all over the world. Besides, some people who are not appeased with the service
of other contemporary product, they tend to go for having Autoglass instead. By performing
these, Autoglass Company contributes to the economy as well.
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3. Table of Contents
Task 1 ........................................................................................................................................ 3
1.1 Explain the role of strategy, mission, visions, objective, goals and core competencies
of Autoglass .......................................................................................................................... 3
1.2 Review the vital issues involved in Strategic planning in Autoglass ............................. 4
1.3 Explain minimum three planning technique for Autoglass ............................................ 7
2.1 Produce an Organizational Audit for Autoglass ............................................................. 9
2.3 Explain the significance of stakeholders’ analysis in relation to Autoglass ................. 12
3.1 Analyze possible alternatives strategies relating to substantive growth, limited growth
and retrenchment ................................................................................................................. 13
3.2 Select an appropriate future strategy for Autoglass ...................................................... 16
Task 4 ...................................................................................................................................... 17
4.1 Compare the roles and responsibilities for strategy implementation of Autoglass ...... 17
4.2 Evaluate resource requirements to implement a new strategy for Autoglass ............... 18
4.3 Discuss targets and timescales for achievement for Autoglass to monitor a given
strategy: ............................................................................................................................... 18
Conclusion .............................................................................................................................. 20
Reference ................................................................................................................................ 21
2

4. Task 1
1.1 Explain the role of strategy, mission, visions, objective, goals and core
competencies of Autoglass
Every business has a specific goal which they want to achieve. According to Kotler, P.,2000,
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. The Autoglass
business tries to satisfy its customers and serve with the gentlest windscreen services to the
customers.
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). To achieve the sign of reliability Autoglass company serves the
people as much as possible. As it is known that, to grab a market first of all, the business
needs to be known to all. Then the quality question comes. Autoglass ensures the best
possible quality of its product. Ultimately, people start to have a belief on the company
which leads to set an objective for the future.
Autoglass always tries to replace or repair the product damaged by some unavoidable
circumstances. They believe this is the root cause of being competent in the eye of the
customers. Core competency refers to the core actions of a corporation that form the business
missions and visions of that individual organization (Kotler, P., 2000).
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.
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
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5. roles in strategy making in a way that the strategies maintain a specific time period in the
execution (Autoglass Company).
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.
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
A business firm firstly sets the strategy then implements that strategy to reach the ultimate
destiny. There are some issues which can make problems for the organization’s strategic
planning.
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.
First of all, a company needs to find out what is their competitive advantage against the
competitors. There is a model given by Ansoff. In this model, it is shown that how a
company makes a full toll of its competitive advantage in the marketplace. Ansoff’s model
was like-
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6. Existing Product
New Product
Existing
Product
Market Penetration
Product
Development
New
Product
Market
Development
Diversification
Figure: Ansoff’s Model
Here, in this model, four different subjects are shown in market. Ansoff’s growth model
suggests four completely different sets of alternatives. The market area of Autoglass is being
widened day by day. 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).
1. Market penetration – A market strategy hereby an organization seeks to gain greater
dominance in a market in which it already has an offering (Melody, Y. & Kevin, H., 2000).
This strategy often focuses on capturing a larger share of an existing market. In this segment
Autoglass can increase its market segments by selling more of their products and attract more
customers.
2. Product development – In this strategy Autoglass can bring “side view mirror” a new
product to the existing market of windscreen to capture more customers.
3. Market development – This strategy refers to the attainment of new customer groups.
Autoglass can increase their market segments to capture new customers.
4. Diversification – This strategy is used to avert the risks by introducing new product in
new market to spread the risks associated with older one.
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7. Autoglass Company has huge opportunities in the market. They can increase the growth rate
very swiftly by satisfying the customer, acquiring and retaining them. They can set targets for
three years to attain more customers and develop new products that are suitable to the market
and building demand. During the targeted period the Autoglass Company should prioritize its
geographic area; where they will create a huge market and they should determine the criteria
for selecting an efficient supplier who will supply quality products.
Definition of Top-Down and Bottom-Up
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.
Top-Down: A top-down approach is essentially the breaking down of a system to gain insight
into its compositional sub-systems (Grant M. R., 2010). Autoglass is successful in using the
approach in their product development.
Bottom-Up: A bottom-up approach is the piecing together of systems to give rise to more
complex systems, thus making the original systems sub-systems of the emergent system
(Grant M. R., 2010). Autoglass is successful in using this approach to provide the services to
the customers.
Behavioral Approach for Autoglass: Autoglass should approach in the Top-Down method in
order to capitalize their resources and to handle the competition in the future. Autoglass is a
growing company in the service industry and the service they are providing will not be
sufficient for them to hold on to the position in the market. They need to come up with
several developments for their product and market so that they might a diversified market for
the customers.
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8. 1.3 Explain minimum three planning technique for Autoglass
There are three different techniques available to grow the market. Each technique shows
some criteria by which Autoglass can spread its business.
BCG Growth Share Matrix
Autoglass Company emphasizes on their production so that a well distinguishable
quality can be measured. According to Kotler, the features or service systems have to
be differentiated easily in the marketplace.
Placing goods in the BCG growth share matrix Autoglass will face 4 types of consequences
in the market. And they are:
1. 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.
2. Cash Cows: Low Growth but High Market Share

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.
3. 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.
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9. 4. 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.
Strategic Position & Action Evaluation Matrix (SPACE)
The SPACE matrix is utilized to get known about the market demand of Autoglass.
With four different quadrants SPACE matrix assures the flow of action and keeps
market position in the right place.
in the market, Autoglass is in a robust Autoglass owns a robust spot. So, they will
use the every possible opportunity to capture the market
Profit Impact of Market Strategy (PIMS)
PIMS acts as an assistant to bring information for the company. By getting that
information, the company can easily find out their competitive advantages. Then the
firm applies its strategy to go for making revenue for a particular market period.
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10. Task 2
2.1 Produce an Organizational Audit for Autoglass
SWOT Analysis:
The company conducts a SWOT analysis. This is the main analysis by which company can
gain ground by determining their strength, weakness, opportunity, threat. A figure of SWOT
analysis is shown below-
Strengths
1. Safety
2. Low Cost
3. quality
Opportunities
1. Emerging Economy
2. New Product
3. Growth Rate
SWOT
Weaknesses
1. Less brand value
2. Advertisement
Threats
1. Geographic Location
2. Government Policy
Figure: SWOT Analysis
Strengths
The safety features of the product
The average price is comparatively low
Best quality is ensured
Weaknesses
Brand value of Autoglass is relatively low
Vast advertisement cannot be given
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11. Opportunities
By selling a great deal of product, company helps to emerge the economy.
Development of new products creates new opportunities.
Autoglass has all sorts of potentials to increase market growth rate in a shortest period
of time
Threats
There is a chance of losing the capital and also market share
Operation in unnecessary locations
Government policies shape the business environment.
2.2 Carry out an environmental audit for Autoglass using at least two
approaches
There is an analysis component called PESTLE which helps to maximize opportunities and
minimize threats (Sway M. R., 2010). To implement the operational strategy onto the market,
the company analyzes PESTLE.
Organization tries to put all its methods while scanning the Autoglass. All types of possible
factors which can affect the operation are considered with importance. The PESTLE factors
includes political, economic, socio-cultural, technological, legal, and environmental factors.
Those are interpreted belowPolitical
Government system
Taxation policies of the government
Political stability
Political climate
Economical
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12. Purchasing capacity
Economic stability
People’s interest to repair or replace windshield.
Inflation and deflation rate
Foreign currency rate
Remittance advantages of the country
Socio-cultural
Living standard of people
Social norm affects automobile purchasing decision.
Cultural aspects
Lifestyle of the people
Education
Income level
Expenditure mentality of the people
Technological
Technological innovation
Technology system of production
Technology based design
Legal
Market licensing law
Consumer law
Safety measuring law
Employment law
Environmental
Geological position of a country
Weather, climate and climate change.
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13. 2.3 Explain the significance of stakeholders’ analysis in relation to
Autoglass
Stakeholders have a great importance in the operation. Stakeholders who influence the
activities or strategies of a business are promoters, latent’s, apathetic and defenders. A grid of
the stakeholders are given below-
Figure: Stakeholders’ Grid
Promoters influence the business activities and they also have the high interest on the
revenue.
Latent’s though affect the business strategy, they have a low interest.
Apathetic are those stakeholders who influence the strategy least and their interest as
well at the least side.
Defenders are those stakeholders who have low influence in the strategy 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.
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14. Task 3
3.1 Analyze possible alternatives strategies relating to substantive growth,
limited growth and retrenchment
The initial strategy of Autoglass within the business of windscreen repairing was by merger.
The firm is gradually enhancing its market share and until these days Autoglass has 180
branches and 900 mobile fitting units in the 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
franchisee. For acquiring market share abroad, Autoglass might use this approach by
assigning franchises in different locations.
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15. Substantive growth
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
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.
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16. 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
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
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17. 2. Differentiation
3. Focal Point
Overall Cost Leadership
According to the situation mentioned in the case, the Autoglass Company uses the cost
leadership approach to enter the market and it is helping to grab more customers than the
competitors (Kotler, P., 2000).
Differentiation
Only cost leadership cannot help an organization to flourish their business. The
organizations need to put differentiations (Kotler, P., 2000). The Autoglass Company
differentiated their service by introducing 24/7 customer advising operations and the fleet
servicing.
Focal Point
Autoglass is the market leader and best service provider in the UK market in repairing and
replacing windscreen. They are now focusing on the customer satisfaction and the services
they are providing (Kotler, P., 2000).
3.2 Select an appropriate future strategy for Autoglass
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.
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
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18. they can analyze their market need and come up with some development of the new product
to diversify their services and capture a new market segment.
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.
Autoglass can benchmark next 5 quarters to comply with strategies they have taken and
fulfill the commitment to 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.
Task 4
4.1 Compare the roles and responsibilities for strategy implementation of
Autoglass
When a business forms a strategy, the employer also finds the way to implement that
strategy. Policies can be taken under certain circumstances but making those policies fruitful
is the prime concern for company or business firm. If the principles fail to score suggestively,
it is considered as an unproductive one (Henry, R, Jack, A, & Gomes, R., 2012).
For the sake of keeping market share high, Autoglass Company has taken some policies or
strategies to catch the customers.
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19. Utilizing economical and productive strategies all the team within the association are united
of the beliefs and arrange of activity decision that leads to coherent behavior and moreover
the diversification or modification of the strategies are possible (Herald, P. M., 2012).
CEO of a business is in characteristic for revolving the ideas into reality and conceiving the
assessment among the enterprise (Ralph, J, Park, S, McDonald, M, & Hayward, M., 2012).
Managers are in need of inspiring and influencing the workforces to implement the policies
that need initiation with efficacy and effectively (Martin, L, & Ballard, D., 2013).
4.2 Evaluate resource requirements to implement a new strategy for
Autoglass
To continue the process of production, business has to seek for the resources. The managers
arrange the resources for a particular period of time to run the production cycle. Autoglass in
this respect, has the solid human resources along with technological resources help them
building the glass with assuring the best quality. Apart from production, Autoglass utilizes its
manpower in the activity of repairing and replacing as well. Because of the proper utilization
of the resources Autoglass is able to attract the customer and grab the market share.
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.
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20. 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.
19

21. Conclusion
Who have got their windshield broken; they can be out of worried because there is a
company named Autoglass who are making some high quality glass. For years the company
earned a huge trust form their customer by providing quality product. They are providing
best glasses with best services. They improved their services as high as it pressed away the
other competitors far behind. Autoglass initiated the required and effective strategies to keep
ahead in the race. Surely they are going more far ahead in the coming future.
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22. Reference
Autoglass Company. [ONLINE] Available at: http://www.autoglass.co.uk/Glass-repair-andreplacement.186.0.html. [Accessed 06 October, 2013].
Henry, 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.
Herald, P. M., 2012, 'Linda Putnam’s Contributions Toward a Research Home for
Organizational Communication Studies in Management Communication Quarterly',
Management Communication Quarterly, vol. 26, no. 3, pp. 482-4.
Kotler, P., 2000. Marketing Management. 5th ed. 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.
Martin, 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.
Ralph, 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.
Sway M. R., (2010) – Contemporary Strategy Analysis, Amazon.co, Wiley Higher Ed; 7th
edition.
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