2. Summary and Findings
Research has displayed that Autoglass customers are much happier than the competitors and
they have furthermore displayed that they are the best in the service comparing to the
banking and retailing sectors. Autoglass is triumphant in winning the hearts of their customer
through their services and furthermore won a sequence of accolades for being the best
windscreen replacement company.
Autoglass has brought very good compilation of services and their goods. They are going for
much larger market segment and expanding in a stable stride by beginning from only a small
family enterprise to own 500 parts in all over the Europe.
Autoglass focused mostly on the customer’s satisfaction and how to maintain the services
effectively. Their focus on the customer satisfaction has made the pioneer in this field of
servicing windscreen. From the case and study on Autoglass it can be deduced that Auto
glass is in a powerful place to confront the affray and face the new trials that will originate in
the future.
2|P a g e
3. Table of Contents
Summary and Findings ............................................................................................................. 2
Task 1 ........................................................................................................................................ 4
1.1 The Strategic contexts and Terminology: Missions, Visions, and Core Competencies: 4
1.2 REVIEW THE VITAL ISSUES INVOLVED IN STRATEGIC PLANNING IN
AUTOGLASS ....................................................................................................................... 5
1.3 EXPLAIN MINIMUM THREE PLANNING TECHNIQUE FOR AUTOGLASS....... 8
Task 2 ...................................................................................................................................... 10
2.1 PRODUCE AN ORGANIZATIONAL AUDIT FOR AUTOGLASS ......................... 10
2.2 CARRY OUT AN ENVIRONMENTAL AUDIT FOR AUTOGLASS USING AT
LEAST TWO APPROACHES ........................................................................................... 11
2.3 EXPLAIN THE SIGNIFICANCE OF STAKEHOLDERS’ ANALYSIS IN
RELATION TO AUTOGLASS ......................................................................................... 14
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 ...................................................................................................................................... 20
4.1 COMPARE THE ROLES AND RESPONSIBILITIES FOR STRATEGY
IMPLEMENTATION OF AUTOGLASS .......................................................................... 20
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.................................................... 21
Conclusion: ............................................................................................................................. 22
References ............................................................................................................................... 23
3|P a g e
4. Task 1
1.1 The Strategic contexts and Terminology: Missions, Visions, and Core
Competencies:
Mission of the Autoglass Company
A mission declaration is a declaration of the purpose of a company (Grant M. R., 2010). The
mission of Autoglass business is to satisfy of the customers. The Autoglass business presents
the best windscreen services. This mission of persuading the customers of Autoglass business
leads them to plan the visions of their association (Autoglass Company).
Vision of the Autoglass Company
The vision of Autoglass is the objective to supply the highest level of customer service
(Grant M. R., 2010). They have currently established a broad mesh to serve the clientele and
have a 92% satisfactory rate amidst the customers. Autoglass is growing day by day and this
strategy will help them to define the strategic boundaries of the firm (Autoglass Company).
Core Competency
A core competency is the factors that an enterprise sees as centered to the way the company
or its employees work (Grant M. R., 2010). The core competency of the Autoglass is that
they can fix or replace any kind of broken or impaired glass of any form (Autoglass
Company).
Strategic Intent:
The concept of strategic intent suggests that there's a general outlook on while the enterprise
should to be going instead of a accurate affirmation of aide in Nursing anticipated conclusion
and this proposes that there should to be galore of flexibility central the affirmation to permit
for workers start, cluster help and adaptation in light-weight of changed attenuating
constituents (Ivanauskiene, N, & Auruskeviciene, V., 2009). The strategic intent of
Autoglass is to ascertain itself because the market foremost certainly. They are doing all the
undertakings to stay foremost.
4|P a g e
5. Role of Strategy of Autoglass:
The prime task in strategic administration is often the compilation and dissemination of the
illusion and thus the procedure affirmation. This summarizes, in essence, the comprehending
of a business (Ivanauskiene, N, & Auruskeviciene, V., 2009). Autoglass has assembled their
purposes in theme conceiving in an exceedingly approach that the notions sustain a
unquestionable time span interior the execution (Autoglass Company).
Objective and goals of Autoglass:
The foremost target of Autoglass is to direct their purchaser by repairing or refurbishing
broken windshield of any vehicle. The aim of Autoglass is to pattern their enterprise augment
and help the international persons (Autoglass Company). They are increasing their enterprise
by winning the hearts of the purchasers.
1.2 REVIEW THE VITAL ISSUES INVOLVED IN STRATEGIC
PLANNING IN AUTOGLASS
There are few matters needs to be considered in regard of strategic planning (Grant M. R.,
2010). Autoglass is putting their aim on the customer’s fondness and clientele service. They
have arrive to the biggest approval grade in the service business just by refurbishing the
windscreen in a cost productive way. Now we will talk about the competitive advantage of
Autoglass business from the granted position of this case. Granted the situation in the case,
there are issues that Autogalss kept in mind.
Competitive advantage of Autoglass
Autoglass is now a major service provider of windscreen. They currently have captured a
gigantic market segment with their distinct service (Autoglass Company). Autoglass is
growing in the industry and they need to analyze the competitive advantages, and in order to
do so Autogalss can use the Ansoff’ matrix (Armstrong, G., & Kotler, P., 2006).
5|P a g e
6. Existing Product
Existing
Market
New
Market
New Product
Market
Pentration
Product
Development
Market
Development
Diversification
Figure: Ansoff’s Model
Ansoff’s Matrix is a kind of device that suggests four options (Ivanauskiene, N, &
Auruskeviciene, V., 2009). As we have learned from the case that Autoglass has expanded its
market share and they have the proficiency to assist 1 million clientele having problem with
windscreen. So, based on the capabilities Autoglass can supply customers with living product
as well as inserting a new service sector. In the matrix with four schemes lie distinct dangers.
The schemes are:
1. Market penetration – A market conceive herewith an enterprise searches for to
recognize larger dominance in the market all through which they currently are giving
(Melody, Y. & Kevin, H., 2000). This conceive typically focuses on apprehending a
bigger share of aide degree living market.
2. Product development – In this strategy Autoglass can bring new product to the
existing market of windscreen to capture more customers.
3. Market development –This scheme refers to the attainment of new clientele.
Autoglass can increase their market segments to attract new customers.
4. Diversification –This strategy is utilized to avert the dangers by introducing new
product in new market to disperse the dangers affiliated with older one.
6|P a g e
7. Autoglass can boost the growth rate very swiftly by persuading the customer, acquiring new
customers and retaining them. They can set targets for three years to attain more customers
and evolve with new products in the market that are suitable (Kotler, P., 2000). throughout
the aimed at time span the Autoglass should prioritize its geographic area; where they will
conceive a gigantic market and they should determine the criteria for choosing an efficient
supplier who will provide value goods.
Definition of Top-Down and Bottom-Up
Informal Planning: Informal planning is that the methods while the supervisor or foremost
of a assembly develops an inspiration with no one accepted structure and rigid associations
(Grant M.R. 2010). Certain as shooting instant things managers use this approach while it's
conditionally significant to conceive any prescribed structure of coming up with or the
timeline for conceiving isn't adequate. It’s important to order short allowance objectives of
the association.
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 to approach central the top-down
procedure in alignment to capitalize their assets and to handle the affray within the future.
Autoglass could be a growing enterprise inside the commerce and thus the service they're
undertaking won't be decent for them to contain on to the location interior the market. They
have to come to up with some expansion for his or her merchandise and market in alignment
that they could a wide-ranging marketplace for the purchasers.
7|P a g e
8. 1.3 EXPLAIN MINIMUM THREE PLANNING TECHNIQUE FOR
AUTOGLASS
1. BCG Growth Share Matrix
Companies can split up their goods in such a manner where they can prioritize their
goods and manage a synergy in the portfolio (Ivanauskiene, N, & Auruskeviciene, V.,
2009). This matrix shows the association 4 types of consequences that will be faced
by an association (Gudonaviciene, R, & Rutelione, A., 2009). It furthermore assists
the association to know when to invest in the living product, when to divest all profits
from the market segment and when to focus on a new business project.
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
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.
It requires a great quantity of cash for which managers need to take decisions
from which the cash will be generated and used.
B. 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.
C. Dogs: Low Growth and Low Market Share
The time when the product gradually stops to generate any kind of revenue,
the organization should gradually divest from the project to start another.
The organization should also be careful of incurring any unnecessary costs.
D. Question Marks: High Growth but Low Market Share
It indicates to the products that are newly introduced in the market and will
gradually earn mass acceptance.
8|P a g e
9.
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.
Figure: BCG Matrix
2. Strategic Position & Action Evaluation Matrix (SPACE)
Companies can also use the SPACE matrix to understand the market requirements
and operate in alignment to enlarge the market operation. This matrix has four
quadrants showing the places of the enterprise association and how to answer
accordingly (Ivanauskiene, N, & Auruskeviciene, V., 2009). In concern to
Autoglass’s place in the market they can use hard-hitting scheme. It can also be
utilised as the groundwork for SWOT investigation.
3. Profit Impact of Market Strategy (PIMS)
It is a type of database which provides concrete evidence to support policies and
principles for gaining and sustaining competitive advantage (Melody, Y. & Kevin, H.,
2000).
9|P a g e
10. Task 2
2.1 PRODUCE AN ORGANIZATIONAL AUDIT FOR AUTOGLASS
SWOT Analysis
Strengths
• Low cost
• Safety
• Visual Clarity
• Avoiding further damage
Opportunities
• Increasing growth rate
• High presence in emerging
economy
• New Product
SWOT
Weaknesses
• Less promotion of the brand
• Lack of advertisement
Strengths
Threats
• Suppliers Competition
• Geographic Location
• Government Policy
Figure: SWOT Analysis
The glasses replaced or repaired by Autoglass is capable of reducing further damage.
Autoglass is providing a premium service at low cost.
The replaced or repaired windscreen provides the high visual clarity
The safety features in the product are high.
Weaknesses
Autoglass is reluctant in promoting the brand.
Lack of advertisement is present in the Autoglass Company
Opportunities
It is highly present in the emerging economy and has a huge opportunity to grab the
market.
10 | P a g e
11.
Autoglass has the opportunity to increase the growth rate in the industry as fewer
firms are providing such services.
As Autoglass is repairing and replacing the windscreen, they can also develop new
product such as side view mirrors or rear view mirrors.
Threats
Geographic location is a common threat to any business if it is not situated in the
proper market.
Suppliers’ competition is very high in the industry. It is difficult to determine the
quality supplier.
The government policies play a vital role in shaping the business market.
2.2 CARRY OUT AN ENVIRONMENTAL AUDIT FOR AUTOGLASS
USING AT LEAST TWO APPROACHES
PESTLE is kind of an analysis that helps any association to realize the scenario of the natural
environment where the organization will operate (Melody, Y. & Kevin, H., 2000). It is
impossible for any of the organization in the industry to affect the environments and the
factors. It influences the strategic conclusions that will be taken by an organization
(Gudonaviciene, R, & Rutelione, A., 2009). PESTLE assists the organization to maximize
possibilities and minimize threats.
PESTLE analysis
Political
Stability of governments. This may affect the future conditions in a country.
Taxation policies.
Political climate in different countries is different and the policies influence the
business strategies.
Economical
Level of economic activity that affects need for windscreen.
11 | P a g e
12.
The buying capacity of people influences the purchases of the organization.
Socio-cultural
Social norms that impact the decision to own and use automobiles versus other means
of transport.
Lifestyle and preferences of people influences the industry.
Technological
Technological developments that may increase or decrease repair or replace of
windscreen.
Technology relating the designs.
Technology of windscreen manufacture.
Legal
Legal provisions relating to safety measures.
Law regarding consumer and employment is highly emphasized.
Environmental
Environmental aspects such as weather, climate, and climate change can affect in the
business.
Porter’s 5 forces analysis is a type of analysis which determines and helps the management to
understand the overall context of the industry (Kotler, P. and Armstrong, G., 2006).
Porter’s 5 forces:
1. The threat of new entrants
Government Policy: Governments can limit entry to an industry through licensing
requirements by restricting access to raw materials.
Economies of Scale: This means scale economies in the production. In this industry,
this is generally a very low threat
12 | P a g e
13.
Access to Distribution Channel: It is the ability to distribute the product in the
market and create demand.
2. The bargaining power of customers
Threat of Backward Integration: A buyer has the potential to integrate backward
by producing the product itself.
Number of supplier Companies: The number of supplier companies controls the
purchasing power of the customers.
3. The threat of substitute products
Access: Access in the industry for buyers has become much easier than it was in the
beginning.
Prices: Prices matter in the industry because buyers shift to the product which is
offering high quality yet having low price.
4. The amount of bargaining power suppliers have
Number of Buyer Companies: The number of companies who are purchasing raw
materials for manufacturing windscreen from number of suppliers.
Threat of forward Integration: Supplier can integrate with customers to produce
the same product.
5. The intensity of the competitive rivalry
Rate of Industry Growth: the industry has huge growth potentiality.
Number of Competitors: the number of competitors is comparatively low in this
industry.
Diversity of Rivals: The rivals with new and different ideas of competing will likely
cross each other’s path and challenge other’s position.
13 | P a g e
14. 2.3 EXPLAIN THE SIGNIFICANCE OF STAKEHOLDERS’ ANALYSIS
IN RELATION TO AUTOGLASS
The Stakeholders’ Grid:
Figure: Stakeholders’ Grid
1. The top right part refers to the stake holders who influences the strategies and
promote the products.
2. The top left part refers to the stakeholder who influences strategies but they posses’
low interest in the organization.
3. The bottom right part refers to the stakeholders who have high interest but low
influence in the organization.
4.
The bottom left part refers to the stakeholders who have low influence and low
interest in the organization.
Autoglass has mapped the stakeholders inside the association in order that the stakeholders
will gift their obligation in contemplate of the organization’s profit.
14 | P a g e
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 identical 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: Merger is that the procedure by two enterprises gets united and turns into one entity
through lawful consolidation. The start of Autoglass was through such amalgamation.
Acquisition: This is the procedure where one accurate enterprise buys another entire
enterprise and groups up itself because the proprietor. Throughout this method 100% or near
100% ownership desires to be acquired.
Strategic Alliance: This is the method while 2 or more companies acquiesce upon kind of
prevalent objectives and share every other’s assets to fulfill those objectives. This approach is
wholeheartedly a notion that resides between the notion of organic development and
connecting or acquisition.
Licensing: It is the scheme through that a mother enterprise (licensor) permits another
enterprise (licensee) to use its trademark and deal the merchandise or services on the
foundation of affirmations on many time spans. The time span adopts the authorizing ascribe
that yearns to be paid to the licensor.
Franchising: It is the strategy, through that a enterprise earnings from the correct to use
another company’s trademark, enterprise kind, methods while the franchisor provision the
correct to the franchisee. For getting market share overseas, Autoglass may use this approach
by circulation franchises in distinct locations.
15 | P a g e
16. Substantive Growth
Horizontal Integration: In degree integration enterprise diversity or arrives by yield facility
of affiliated or complementary merchandise (Melody, Y. & Kevin, H., 2000). Rarely it's
going to additionally happen that a corporation buys one amidst its competitors and pattern
integration. Autoglass would likely pattern such integration by connecting with alternate
yield that's affiliated with its house merchandise.
Vertical Integration: In integration a corporation additions with the enterprises or partners
of the offer string of links and in some positions all the partners of the string of attachments
hold underneath one proprietor (Melody, Y. & Kevin, H., 2000). Autoglass would expected
recruit into integration by linking with the suppliers and vendors.
Related Diversification: When a business elaborates its business with some diversification
inside the dwelling line of merchandise (Arazy, O, & Gellatly, I., 2012). The new
productions rectangle measure alike to the present merchandise.
Unrelated Diversification: It is the procedure one times a 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). It will be unrelated diversification if
Autoglass begins mercantilism dwelling window crystal or attractiveness mirrors.
Limited Growth
Market Penetration: It means that penetrating the comparable market by giving comparable
worth against the worth of the competitors. This approach is engaged to instantly strike the
competitors by benefiting their customers. It’s commonly utilised to complete sales
development.
Market Development: It proposes that targeting new individual’s phases and appealing the
non-buying customers of that segment. It assists to extend the market share by adding new
part of shoppers. It’s promise for Autoglass to develop the market by geographically
expanding the enterprise and coming back to the shoppers.
16 | P a g e
17. Product Development: It means that evolving new merchandise that do not reside presently
and so appealing customers to get a lot of diversity of merchandise or services.
Innovation: It proposes that seeking out an solely new would like of the shoppers interior
the market and innovating replacement merchandise or service to rendezvous that need.
Disinvestment:
Retrenchment: A topic utilized by companies to scale back the variety or the last
dimensions of the procedures of the business. This scheme is usually utilized so as to slash
prices with the aim of altering into a supplemented financial steady enterprise.
Turn around: Turnaround may be a procedure dedicated to company renewal. It utilizes
investigation and progressing to save caused anguish businesses and returns them to financial
rank. Turnaround administration engages administration rethink, activity based mostly cost
accounting, origin malfunction determinants investigation, and SWOT enquiry to work out
why the enterprise is dropping short. So as to pattern a comeback interior the business
associations got to verify the base of the adversities and supported those adversities they have
to pattern up new methods and values to trounce those affairs.
Liquidation: When a firm is terminated or bankrupted, its assets are noted and furthermore
the advances pay creditors. Any leftovers are circulated to shareholders. Liquidating a firm is
that the last stage of the firm’s survival. If no alternate concepts befit the associations then it
should deal its assets then ante up the shareholders and stakeholders.
Divestment: The procedure of exodus of buying into. Furthermore cited to as divestiture, it's
conceived for either financial or communal goals.
17 | P a g e
18. Porter’s Generic Strategy
Michael Porter explained 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:
Porter’s
Generic
Strategy
Overall Cost Leadership
According to the situation cited in the case, the Autoglass Company
values the cost leadership approach to go in the market and it is
assisting to catch more customers than the competitors (Kotler, P.,
2000).
Differentiation
Only cost authority will not help an organization to flourish their
enterprise. The organizations need to put differentiations (Kotler, P.,
2000). The Autoglass business differentiated their service by
inserting 24/7 clientele suggesting procedures and the fleet
servicing.
Focal Point
Autoglass is the market foremost and best service provider in the
UK market in repairing and replacing windscreen. They are now
focusing on the clientele approval and the services they are
supplying (Kotler, P., 2000).
Figure: Porter’s Generic Stragy
3.2
SELECT
AN
APPROPRIATE
FUTURE
STRATEGY
FOR
AUTOGLASS
In alignment to perplex the market segment Autoglass enterprise needs new concepts and
new pieces which can be cooperative for them to flourish the market. So contemplating
future conceives they can enquire their market need and arrive to up with some development
of the new merchandise to diversify their services and arrest a new market segment.
Autoglass should be following the upright augments conceive to augment their enterprise.
They can accelerate with coalition with automakers to apprehend the new market segment.
Autoglass is in a mighty position and they might be able to accelerate with the coalition with
new associations. Because this conceive is befitting for the associations development and
their centre capabilities acquiesce with the conceive. Coalition with affiliated associations
18 | P a g e
19. will endow Autoglass to put more aim on the customer’s fondness and can evolve new
merchandise class to fulfill the yearns of the customers.
Only beginning new merchandise line and increasing the market will not solely help the
Autoglass enterprise to elaborate in the market. Autoglass should wholeheartedly reassess the
answer of the customers so that they might identify what the customers are looking for and to
what degree of acceptance customer’s crave. Autoglass management craves to differentiate
the purposes and responsibilities to the employees so that they can supply the largest degree
of acceptance to the customers.
The Autoglass is at present have a 92% acceptance rate amidst the customers. But with
expansion of the enterprise the acceptance rate might fluctuate and Autoglass need to
assemble a timescale for the new goals and elongation of the new services. Considering the
location in the business, Autoglass can supply a 5 quarters conceive that will be plentiful for
Autoglass to argue up with the affray and sustain coalition with the automakers to perplex the
enterprise. Autoglass can benchmark next 5 quarters to obey with notions they have taken
and fulfill the firm promise to the customers.
19 | P a g e
20. Task 4
4.1 COMPARE THE ROLES AND RESPONSIBILITIES FOR STRATEGY
IMPLEMENTATION OF AUTOGLASS
4.2 EVALUATE RESOURCE REQUIREMENTS TO IMPLEMENT A
NEW STRATEGY FOR AUTOGLASS
In the tactical stages the policies are modified and the feasibility of the principles are tested to
glimpse if those principles are functional or not (Ivanauskiene, N. & Auruskeviciene, V.,
2009). Execution of the policy in the association is very significant and it carries a distinct
signification for the organization’s earnings. In the implementation of the principles it shows
to the principles that are chosen and considered to earnings from earnings for the organization
(Melody, Y. & Kevin, H., 2000). Autoglass is essential to use comprehensive filtering
methods of the principles to catch and retain the market share.
In alignment to accomplish the aimed at market share clear and dependable statements are
essential. Communal visualizations are required in identifying and checking the hypotheses,
bases of the policies and suggest activities.
Autoglass management should compute the trading and sales ways to double-check the best
market share and sales. The sales cluster should to be evolved throughout a means which will
continue with the affray interior the market. Creative advertisements in relevant localities
would likely facilitate an allotment all through this consider. The centre competencies should
to be apparently intensified to attractiveness the shoppers.
Managers need to inspire and leverage the employees to execute the principles that are
undertaken effectively and effectively (Michael A., 1999). Persuading to achieve the goals
will result in employee satisfaction and coherence in job natural environment.
20 | P a g e
21. In alignment to evaluate the assets of a company, the organization needs to choose the
accurate components and location them in the right agencies to make the services (Michael
A., 1999). Autoglass has prioritized its human resources because as it is a service provider of
windscreens and needs a huge man power to rendezvous the demand of the customers.
Autoglass has a fleet servicing which needs man power also and they are cautious about their
work force. So Autoglass is spending huge allowance in teaching and evolving the abilities
of the employees to supply the best service in the commerce. Autoglass sustain the highest
benchmark of NVQ (Arazy, O, & Gellatly, I., 2012).
In the granted scenario and concern of components and time share Autoglass is the leading
business in the industry because they are utilizing the best materials to ensure the durability
and security of the customers and furthermore effective resource designing and assessing the
resources methodically to supply the best service.
4.3 DISCUSS TARGETS AND TIMESCALES FOR ACHIEVEMENT FOR
AUTOGLASS TO MONITOR A GIVEN STRATEGY
Evaluation of the benchmark outcomes:
Quarter 1
The company should be coming up with the strategies and work out the
feasibility of the strategies whether the strategies could reflect in the desired
result. They can take the comment of the customers and find out what else
they are searching for in the windscreen repairing service. There should be
weekly and monthly monitoring by the line managers of the divisions.
Quarter 2
During the period Autoglass should review the customer’s feedback and
implement the desired plan to expand the business. The line managers should
be responsible for collecting the feedbacks and acting towards it.
Quarter 3
This is the quarter of collecting information and takes research note on the
executed strategies. The management should find out the gap between the
expected result and actual outcome. The GAP might occur 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
21 | P a g e
22. 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.
Table: Evaluation of the outcomes
Conclusion:
Certain features are needed to gain market share which have been carried out by Autoglass.
Autoglass has treasured their customer’s need as well as the employee’s. Customers are
much contented with the services of Autoglass than other businesses of this industry.
Autoglass has conveyed discovery and excellence in their services as well as in the business.
Their dedication to win market share through clientele share has verified much more
powerful than their competitors. But in up to date world customers are much pickier and
mind altering. They are not as trusted as preceding decades. So Autoglass has to initiate
more discoveries in their business to support the present place and to earnings from more
reputation.
22 | P a g e
23. References
Arazy, O, &Gellatly, I., 2012, 'Corporate Wikis: The Impact of Autoglasss in the Windscreen
industry, vol. 29, no. 3, pp. 87-116.
Armstrong, G., & Kotler, P. (2006). Marketing:An introduction (8thEd.). New York: Prentice
Hall.Addmour, H., & Ayish, H. (2005). The influence of marketing service mixed.
Jordan University Journal, 1, 143-156
Autoglass Company. [ONLINE] Available at: http://www.autoglass.co.uk/Glass-repair-andreplacement.186.0.html. [Accessed 19 January, 2013].
Grant M. R., (2010) – Contemporary Strategy Analysis, Amazon.co, Wiley Higher Ed; 7th
edition.
Gudonaviciene, R, &Rutelione, A 2009, ‘Deciding the way of communication, 'Corporate
Communication: A Strategic Tool for Crisis Management', Journal Of Economic
Development, Management, IT, Finance & Marketing, vol. 3, no. 2, pp. 55-67iors',
Economics & Management, pp. 397-406.
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.
Melody, Y. & Kevin, H. 2000. “Market Strategies” Decision Support Systems. Vol no. 27,
Pp 368-378.
Michael A. (1999) A Handbook of Human Resource Management Practice.9th Ed. London:
Schultz, H. (2006). Discover the Traits of Top Management [online]. s.n. Available from:
http://www.nwlink.com/~donclark/leader/leadcon.html [Accessed November 26,
2013].
23 | P a g e
