Autoglass provides windshield repair and replacement services. It currently operates 500 branches across Europe and has a 92% customer satisfaction rate. Autoglass focuses on customer needs and providing efficient, effective service. It is the current market leader. Autoglass uses strategic planning techniques like Ansoff's matrix to guide growth. It focuses on market penetration and development. Autoglass also uses SWOT and PESTLE analyses to evaluate its position and environment. This helps Autoglass maximize opportunities and minimize threats to maintain its strong position in the windshield replacement industry.

1. AN ASSIGNMENT ON
BUSINESS STRATEGY
SUBMITTED:
NAME:
ID:
SUBMITTED TO:
DATE OF SUBMISSION:
i

2. EXECUTIVE SUMMARY
Autoglass is renowned as one of the best in providing service in their field of operation. They
are way ahead of other companies in the service industry comparing to the banks and other
service providers. In the windshield servicing industry Autoglass has become a brand name
not only for satisfying the customers but also for providing the best windshield replacement
or repairing service. During a survey it was estimated that nearly 92% of the Autoglass
customers were satisfied at their service. Autoglass maintains a harmonious, yet professional
relationship between the customers and employees because they believe that if employees are
satisfied working with Autoglass then they will serve the customers more efficiently and with
more care. This will no doubt turn in the revenue. From the onset of the journey, Autoglass
sincerely focuses on the needs and demands of the customers and emphasizes on the mode of
providing services in an efficient and effective way. Autoglass is currently the market leader
in their sphere of the industry and they are growing in a steady pace. They are now operating
with almost 500 branches serving in the Europe. Based on the given scenario we can imagine
that Autoglass is in a strong position in the windscreen replacement industry and expected to
be able to face future challenges in an efficient and effective manner.
ii

3. CONTENTS
Task 1 ................................................................................................................................................................................... 4
1.1 Explain the role of strategy, mission, visions, objective, goals and core competencies of
Autoglass........................................................................................................................................................................ 4
1.2 Review the vital issues involved in Strategic planning in Autoglass ............................................. 5
1.3 Explain minimum three planning technique for Autoglass .............................................................. 9
Task 2 ................................................................................................................................................................................ 12
2.1 Produce an Organizational Audit for Autoglass ................................................................................. 12
2.2 Carry out an environmental audit for Autoglass using at least two approaches .................. 14
2.3 Explain the significance of stakeholders’ analysis in relation to Autoglass ............................. 16
Task 3 ................................................................................................................................................................................ 17
3.1 Analyze possible alternatives strategies relating to substantive growth, limited growth
and retrenchment..................................................................................................................................................... 17
3.2 Select an appropriate future strategy for Autoglass .......................................................................... 20
Task 4 ................................................................................................................................................................................ 21
4.1 Compare the roles and responsibilities for strategy implementation of Autoglass .............. 21
4.2 Evaluate resource requirements to implement a new strategy for Autoglass ......................... 22
4.3 DISCUSS TARGETS AND TIMESCALES FOR ACHIEVEMENT FOR AUTOGLASS
TO MONITOR A GIVEN STRATEGY: ...................................................................................................... 23
Conclusion ........................................................................................................................................................................ 25
Reference........................................................................................................................................................................ 26
iii

4. TASK 1
1.1 EXPLAIN THE ROLE OF STRATEGY, MISSION, VISIONS,
OBJECTIVE,
GOALS
AND
CORE
COMPETENCIES
OF
AUTOGLASS
Autoglass Company Mission:
Mission of an association is based on the current position and activities according to the staff
are to present to realize the objectives of the association (Kotler, P., 2000). The aim of the
Autoglass is to satisfy the customers and provide the best services to them (Autoglass
Company). By fulfilling the missions, the vision of the association becomes clearer.
Autoglass Company Vision:
Vision of an association is that the future aims associated towards the target that an
associations attempt to accomplish by process the missions and setting goals and objectives
(Kotler, P., 2000). The vision of The Autoglass business is to serve the shoppers effectively
and provide the most important grade of satisfaction to the shoppers (Autoglass Company).
Autoglass Company Core Competency:
A core competence could be a notion of theory that identifies the elements that an enterprise
sees as central activities to the means the business or its employees work (Grant M. R.,
2010). Core competence defines the core operation of the association (Kotler, P., 2000). In
case of Autoglass the core competence is that they are able to restore or fix any type of
broken windscreen (Autoglass Company).
Strategic Intent:
The concept of strategic intent implies that there is a general view on where the company
should be going rather than a definite statement of an expected outcome and this means that
there should be plenty of flexibility within the statement to allow for staff initiative, team
contribution and adaptation in light of changed circumstances (Ivanauskiene, N, &
4

5. Auruskeviciene, V., 2009). The strategic intent of Autoglass is to see itself as the market
leader always. They are doing all the activities to remain leader.
Role of Strategy of Autoglass
Autoglass has compiled their roles in strategy making in a way that the strategies maintain a
specific time period in the execution (Autoglass Company). The first thing to do is
compilation and dissemination of the vision and the operation declaration.
Objective and goals of Autoglass
The goal of Autoglass is to make their business grow and serve the global customer
(Autoglass Company). The main objective of Autoglass is to satisfy their customer by
repairing or replacing broken windscreen of any vehicle. They are expanding their business
by winning the hearts of the customers.
Strategic Architecture of Autoglass
The strategic architecture of any organization is the process of answering the five
fundamental questions of making the strategy. The questions are compilation of “What”,
“What Else”, “What More”, “What Now”, “How” (Grant M. R., 2010). By answering these
questions Autoglass shapes their strategic structures of the company.
1.2 REVIEW THE VITAL ISSUES INVOLVED IN STRATEGIC
PLANNING IN AUTOGLASS
While planning strategies for an association there are few areas that need to involved in the
decision making. Based on the case, Ansoff’s Model are often used to investigate the
competitive edges (Kotler, P., 2000).
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
5

6. windscreen in a cost effective way. Autoglass should be customer oriented and try to increase
their service portfolio in order to meet with the competition. Given the situation in the case
we can analysis the competitive advantages of Autoglass.
Competitive advantage of Autoglass
Autoglass is now a prime service provider of windscreen. They already have captured a huge
market segment with their different types of service (Autoglass Company). Autoglass is
growing and it would be helpful to analyze the competitive advantage they have. In order to
do so, we can use the Ansoff’s Growth Matrix (Armstrong, G., & Kotler, P., 2006).
Existing Product
New Product
Existing
Product
Market
Penetration
Product
Development
New
Product
Market
Development
Diversification
Figure: Ansoff’s Model
Autoglass is currently satisfying more than one million customers with their wind screen
repairing services every year. Ansoff’s development model suggests four distinct alternatives
(Armstrong, G., &Kotler, P., 2006). Based on the study, Autoglass is increasing its market
bit by bit and has the aptitude to serve more than they are doing currently. Thus supported the
state of affairs, Autoglass will assist customers with their existing product and moreover will
insert a brand new (Automotive Industry, 2013). These four alternate schemes face distinct
styles of risks. The schemes are:
6

7. 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: Autoglass can introduce to the market a new product that
would complement the existing products. But this strategy has a severe drawback. If
the customers failed to interpret the new product then it would result in losing
revenue.
3. Market development: Autoglass is the market leader in this windshield repairing
industry. So they can brand Autoglass more extensively and try to grab new
customers to increase its market segment.
4. Diversification: Autoglass can create a portfolio that will spread the risks and reduce
the loss of revenue.
Autoglass ought to focus on the geographic position wherever they ought to operate
and specify the minimum needs of the suppliers to induce the quality product.
Autoglass is in prime of its functioning industry and they are trying to increase the
growth rate by satisfying each existing customers as well as new customers and
increase its market. Autoglass will set a 5 years development strategy style based
on the Ansoff’s development model to accomplish the goal.
Definition of Top-Down and Bottom-Up
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. 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).. It is important to ensure short term
objectives of the organization.
7

8. Top Down: A top-down approach is vitally the breaking down of a system to realize insight
into its integrative sub-systems (Wheelen& Hunger, T.L. &J.D., 2013). Autoglass is utilizing
this approach in their development.
Bottom-Up: A bottom-up approach is that the piecing at the same systems to administer
increase to additional convoluted systems, thus creating the initial themes sub-systems of the
emerging systems (Wheelen& Hunger, T.L. & J.D., 2013). Autoglass is utilizing this
approach in their service development to steer the shoppers.
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.
8

9. 1.3 EXPLAIN MINIMUM THREE PLANNING TECHNIQUE FOR
AUTOGLASS
There are three basic techniques that an organization can follow. Autoglass should follow
one of the strategies to flourish in the market and capture more customers.
1. BCG Growth Share Matrix
Autoglass can divide their products in such a manner where they can prioritize their
products and manage a synergy in the portfolio (Ivanauskiene, N, & Auruskeviciene,
V., 2009). This matrix shows the organization 4 types of consequences that will be
faced by an organization (Gudonaviciene, R, & Rutelione, A., 2009). It also helps the
organization to know when to invest in the existing product, when to divest all
earnings from the market segment and when to focus on a new business venture.
Placing goods in the BCG growth share matrix Autoglass will face 4 types of consequences
in the market. And they are:
a. Stars: [High Growth + High Market Share]

It requires a great quantity of cash for which managers need to take decisions
from which the cash will be generated and used.

If managers can make the business profitable and maintain a steady market
share then it will result in the cash cow and the Company can harvest cash
from the business.
b. Cash Cows: [Low Growth + 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 + 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.
9

10. Figure: BCG Matrix
d. Question Marks: [High Growth + Low Market Share]

It indicates to the products that are newly introduced in the market and will
gradually earn mass acceptance.

It also has the risk of making a Dog product. If the market share is not
increased gradually then it would incur loss for the organization.
2. Strategic Position & Action Evaluation Matrix (SPACE)
Autoglass can also use the SPACE planning technique to understand the market
requirements and operate in order to expand the operation. This matrix has four
quadrants indicating the positions of the business organization and how to react
accordingly (Ivanauskiene, N, & Auruskeviciene, V., 2009). In consideration to
Autoglass’s position in the market they can use aggressive strategy. It can also be
used as the base for SWOT analysis.
10

11. 3. Profit Impact of Market Strategy (PIMS)
It is a type of database which provides concrete evidence to support policies and
principles for gaining and sustaining competitive advantage (Melody, Y. & Kevin, H.,
2000). Autoglass might maintain a customer service database in order to analyze their
principles and planning process so they can keep track of their success and
implementation of the strategies.
11

12. 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
Threats
• Suppliers Competition
• Geographic Location
• Government Policy
Figure: SWOT Analysis
Strengths

Autoglass is providing a premium
service at low cost

The safety features in the product are
high


Weaknesses

The replaced or repaired windscreen
provides the high visual clarity
The glasses replaced or repaired by
Autoglass is capable of reducing
further damage.
Autoglass is reluctant in promoting
the brand.
12

13. 
Lack of advertisement is present in
the Autoglass Company
Opportunities

Autoglass has the opportunity to
increase the growth rate in the
industry as fewer firms are providing
such services.


Threats

It is highly present in the emerging
economy and has a huge opportunity
to grab the market.
As Autoglass is repairing and
replacing the windscreen, they can
also develop new product such as side
view mirrors or rear view mirrors
Suppliers’ competition is very high in
the
industry.
It
is
difficult
to
determine the quality supplier.


Geographic location is a common
threat to any business if it is not
situated in the proper market.
The government policies play a vital
role in shaping the business market
13

14. 2.2
CARRY
OUT
AN
ENVIRONMENTAL
AUDIT
FOR
AUTOGLASS USING AT LEAST TWO APPROACHES
PESTLE analysis helps any organization to understand the scenario of the environment
where the organization will operate (Melody, Y. & Kevin, H., 2000). It is impossible for any
single organization to affect the factors. It influences the strategic decisions that will be taken
by an organization (Gudonaviciene, R, & Rutelione, A., 2009). PESTLE helps the
organization to maximize opportunities and minimize threats.
.
• Political climate in any country
determines the attractiveness of the
business.
• Government stability is important
because it may affect the future
decisions.
• Organizations need to pay taxes and
taxation policies affect the industry.
Political
• Technology relating the designs.
• Technology of windshield
manufacture.
Technologic
al
• Purchasing capacity of the people
determines cost and level of service
in the industry.
• The need for replacing windshield is
represented by the level of
economical activity
Economical
•Law regarding safety measures is
important.
•Employment and consumer law is
highly emphasized.
Legal
• Lifestyle and preferences shapes an
industry.
• The decision to own an automobile
and need to replace windshield
depends on the social norm.
Sociocultural
•Some things are beyond control of
the organizations such as weather,
climate and climate change.
Environment
al
14

15. 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 are:
1. The threat of new entrants

Economies of Scale: This means scale economies in the production. In this
industry, this is generally a very low threat

Access to Distribution Channel: It is the ability to distribute the product in
the market and create demand.

Government Policy: Governments can limit entry to an industry through
licensing requirements by restricting access to raw materials.
2. The bargaining power of customers

Number of supplier Companies: The number of supplier companies
controls the purchasing power of the customers.

Threat of Backward Integration: A buyer has the potential to integrate
backward by producing the product itself.
3. The threat of substitute products

Prices: Prices matter in the industry because buyers shift to the product
which is offering high quality yet having low price.

Access: Access in the industry for buyers has become much easier than it
was in the beginning.
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

Number of Competitors: the number of competitors is comparatively low
in this industry.

Rate of Industry Growth: the industry has huge growth potentiality.
15

16. 
Diversity of Rivals: The rivals with new and different ideas of competing
will likely cross each other’s path and challenge other’s position.
2.3 Explain the significance of stakeholders’ analysis in relation to
Autoglass
The stakeholders’ grid:
High Influence
Low Interest
(Latent’s)
High Influence
High Interest
(Promoters)
Low Influence
Low Interest
(Apathetic)
Low Influence
High Interest
(Defenders)
Figure: Stakeholders’ Grid
1. Promoters: It refers to the stakeholders who influence the strategies and also has
high interest.
2. Latent’s: It refers to the stakeholders who influence strategies but has low interest.
3. Apathetic: It refers to the Stakeholders who has low interest and seldom influences
the strategies.
4. Defenders: It refers to the stakeholders who have low influence in the strategy
making but high interest.
The stakeholders are kept in four classifications so that each stakeholder has their specific
rights and duties in regard of the making the strategies for the organization which will be
16

17. implemented for the betterment of the organization. Autoglass has mapped the stakeholders
in the organization so that the stakeholders can perform their duty in regard of the
organization’s benefit.
TASK 3
3.1
ANALYZE
POSSIBLE
ALTERNATIVES
STRATEGIES
RELATING TO SUBSTANTIVE GROWTH, LIMITED GROWTH
AND RETRENCHMENT
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
Franchising
•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
•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
17

18. 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 non-buying customers of that segment. It helps to
increase the market share by adding new portion of
customers. It is possible for Autoglass to develop the market
by geographically expanding the business and reaching the
customers
Product
Development
• It means developing new products that do not exist
currently and thus attracting customers to buy more
varieties of products or services
Innovation
• It means searching out an entirely new need of the
customers in the market and innovating a new product or
service to meet that need. Autoglass might try to sort out
such need in the market and introduce an innovated
product or service
18

19. 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
1. Overall Cost Leadership
2. Differentiation
3. Focal Point
19

20. Overall Cost Leadership
Based on the case it are often inferred that Autoglass is following the price} leadership
within the industry and that they are proposing their services within the lowest cost doubtless
(Armstrong, G., &Kotler, P. 2006). It’s helpful to gain additional customers and enter within
the new market.
Differentiation
Cost leadership exclusively will not facilitate a company to relish benefit from the market.
Differentiation is important to usher in additional profits and grabbing additional customers
(Armstrong, G., &Kotler, P. 2006). The Autoglass is proposing 24/7 client services to
differentiate them from others.
Focal Point
To develop business within the industry organizations needs to aim on a selected objective
(Armstrong, G., &Kotler, P., 2006). Autoglass is specializing in aiding the shoppers and
satisfy them. Autoglass has become the most effective windscreen fixing or substitution
service suppliers.
3.2 SELECT AN APPROPRIATE FUTURE STRATEGY FOR
AUTOGLASS
New strategies and new products are needed to expand the market for any company.
Autoglass is no exception. It can be helpful for them to thrive in the market. So considering
future strategy 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.
20

21. Vertical growth strategy should be followed by this particular company. It is supposed 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 market.
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.
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. The Autoglass is at present have a 92% satisfaction rate among the
customers.. Autoglass can benchmark next 5 quarters to comply with strategies they have
taken and fulfill the commitment to the customers.
TASK 4
4.1 COMPARE THE ROLES AND RESPONSIBILITIES FOR
STRATEGY IMPLEMENTATION OF AUTOGLASS
Execution of the policy in the organization is very important and it carries a distinct
signification for the organization’s profit. In the implementation of the policies it indicates to
21

22. the policies that are chosen and considered to earn profit for the organization (Melody, Y. &
Kevin, H., 2000). In the tactical phase the policies are revised and the feasibility of the
policies is tested to see if those policies are practical or not (Ivanauskiene, N. &
Auruskeviciene, V., 2009). If the policies fail to attain significant score then it is turned down
and considered as unproductive one. Autoglass is necessary to use extensive filtering
procedures of the policies to grab and retain the market share.
CEO of an organization is responsible for turning the concepts into reality and makes a mark
in the industry (Schultz, H., 2006). To apply efficient and effective policies all the groups in
the organization are united at all stages of the policy making and tactical decision which
results in a well coherent plan and the diversification or modification of the tactics are
possible.
Autoglass management has to determine the marketing and sales strategies to ensure the
maximum market share and sales. The sales team should be developed in a way that can keep
up with the competition in the market. Effective advertisements in relevant areas might help
a lot in this regard. The core competencies should be clearly focused to attract the customers.
In order to achieve the targeted market share clear and reliable statements are necessary.
Communal visualizations are required in indentifying and checking the hypotheses, bases of
the policies and propose actions.
Managers need to motivate and influence the employees to execute the policies that are
undertaken efficiently and effectively (Michael A., 1999). Satisfying the target achievement
will result in employee satisfaction and coherence in job environment.
4.2 EVALUATE RESOURCE REQUIREMENTS TO IMPLEMENT
A NEW STRATEGY FOR AUTOGLASS
In order to contemplate the resources of Autoglass, the organization ought to opt for correct
elements and place them within the precise spaces to provide the services. Autoglass has
prioritized its human assets as an outcome it became the most effective service supplier of
windscreens. Autoglass has fleet pairing that needs man power which they parallelogram
22

23. assess careful regarding their hands (Dessler, G., 2000).thus Autoglass spends plenty in
advising and evolving the talents of the staff (Dessler, G., 2000).
In thought-about of elements and time share Autoglass is that the pioneer within the business
as an outcome of their remedy the foremost productive elements to verify the durability and
security of the shoppers and collectively sustaining time in delivering the service (Autoglass
Company).
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 B E BRING UP WITH THE
STRATEGIES AND FIND OUT THE FEASIBILITY OF
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
2
DURING THE PERIOD AU TOGLASS 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 GATHERING
INFORMATION AND TAKES RESEARCH NOTE ON THE
IMPLEMENTED STRATEGIES. THE MANAGEMENT
SHOULD FIND OUT THE GAP BETWEEN THE
EXPECTED OUTCOME AND ACTUAL OUTCOME. THE
GAP MIGHT OCCUR BECAUSE OF LACK OF
23

24. COORDINATION OR INEFFICIENCY OF THE
EMPLOYEES AND LINE MANAGERS.
QUARTER
4
MANAGEMENT SHOULD ORGANIZE A TRAINING
PROGRAM TO FILL IN THE GAP. SO THAT THE
EMPLOYEES CAN ACHIEVE THE ORGANIZATION
GOAL IN DESIRED MANNER.
QUARTER
5
IN THIS QUARTER THE ORGANIZATION MIGHT
ACHIEVE THE DESIRED RESULTS BASED ON THE
STRATEGY MAKING AND THE IMPLEMENTATION
METHOD. IF THE MANAGEMENT FAILS TO ACHIEVE
THE OBJECTIVES THROU GH THE STRATEGIES, THEN
THEY HAVE TO INITIATE ACTIONS BASED ON
INFORMATION LIKE TRAINING THE EMPLOYEES OR
PROVIDING SUPPORT TO THEM.
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25. Conclusion
Autoglass has created its name and fame though excellent service providing. It has made the
windscreen repairing or replacement easier for the customers and providing services to the
customers to their full satisfaction. They are no doubt the current market leader. The
Autoglass Company has the potential to grow and become one of the best windscreen
replacement organizations in the world. But to do so it needs to stick to its basics and at the
same time adopt new measures to suit with the ever changing world.
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26. REFERENCE
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