Autoglass provides windshield repair and replacement services. It has a mission of customer satisfaction and a vision of serving customers to achieve continuous growth. Its core competency is repairing any type of glass. Autoglass aims to be the market leader through strategies like expanding its product portfolio and market segments. It uses techniques like BCG matrix, SPACE matrix, and PIMS database to guide its planning. Environmental analyses show opportunities for growth but also threats from competition, suppliers, and policies. Stakeholder analysis is important for understanding influences on its strategies and operations.

1. An Assignment on
Business Strategy
Submitted to
Submitted by
Date

2. Contents
Executive Summary: ...................................................................................................................... 2
Task 1 ............................................................................................................................................... 3
1.1 Explain the role of strategy, mission, visions, objective, goals and core competencies of
Autoglass ..................................................................................................................................... 3
1.2 Vital Issues in Strategic Planning ....................................................................................... 4
Task 2 ................................................................................................................................... 9
2.1 Produce an Organizational Audit for Autoglass .......................................................... 9
SWOT Analysis ................................................................................................................. 9
2.2 Carry out an environmental audit for Autoglass using at least two approaches......... 10
Diversity of Rivals: The rivals with new and different ideas of competing will likely cross
each other’s path and challenge other’s position. ............................................................ 12
2.3 Explain the significance of stakeholders’ analysis in relation to Autoglass................. 12
Task 3 ................................................................................................................................. 14
3.1 Analyze possible alternatives strategies relating to substantive growth, limited growth
and retrenchment............................................................................................................ 14
3.2 Select an appropriate future strategy for Autoglass ................................................... 18
Task 4 ............................................................................................................................................. 19
4.1 Compare the roles and responsibilities for strategy implementation of Autoglass ...... 19
4.2 Evaluate resource requirements to implement a new strategy for Autoglass ........ 20
4.3 Discuss targets and timescales for achievement for Autoglass to monitor a given
strategy ..................................................................................................................................... 20
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3. Executive Summary:
The two companies named Windshields and Autoglass merged together in 1984 and from
the inception of this merger the firm is continuously satisfying their customers with
quality products and service. In this journey, they have won the heart of their customers
by its unique approaches of doing business. Unlike other profit oriented firms, they have
taken the growth of business and satisfaction of the customers as the main concentration.
Autoglass has brought excellent compilation of services and their products. They are
going for much larger market segment and expanding in a steady pace by starting from
only a small family business to own 500 branches in all over the Europe. The objective of
this report is to analyze the strategies that Autoglass is running behind their successful
journey. Moreover, depending on several business strategy theories, some suggestions
and alignments have been created for the company. This work has certainly helped to
better understand the tactics and visionary strategies of Autoglass and thereby has been
turned into an effective learning source of business strategies.
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4. Task 1
1.1 Explain the role of strategy, mission, visions, objective, goals and
core competencies of Autoglass
Autoglass Company Mission
Target of a business depends on the state of affairs and endeavor pointers the workers
have to be compelled with accordingly, and to perform to achieve the objectives of the
association(Ivanauskiene 2009). The foremost focus of the Autoglass business is on the
customer’s approval and only windshield refurbishing services to the customers. Missions
of a business guides to the vision of the organization.
Autoglass Company Vision
Relevant to the mission, the vision of the company is to serve the customer in a way that
would make complete satisfaction and thus result into continuous growth for the
company. A current statistics shows that Autoglass already hold around 92% customer
satisfaction in rating. They believe to increase it with the strategies they are following for
years.
Autoglass Company Core Competency
A core competency is a concept of theory that specifies the factors that a business sees as
central to the way the company or its employees work (Grant M. R., 2010). The core
competency of the Autoglass Company is that they can repair or replace any kind of
broken or damaged glass of any model. Autoglass is providing fleet services to the
customers to repair or replace any kind of broken or damaged glass (Autoglass
Company).
Strategic Intent:
The strategic intent of Autoglass is to see itself as the market leader always. 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).They are doing all the activities to remain leader.
Role of Strategy of Autoglass
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5. 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 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).
Objective and goals of Autoglass
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.
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 Vital Issues in Strategic Planning
In order to set up strategies and implement strategies there are some important problems
that must be thought of. Supported the case, Ansoff’s model are often accustomed to
analyze the competitive benefits(Kentley 2013).
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.
Competitive Advantage
As usage of automobile is growing day by day, Ansoff’s model to can help them in
researching their competitive advantages Autoglass delivers the best service of replacing
windscreen. They are providing many services to customers concerning windscreens and
capturing a good share of the market. The Ansoff’s model is given below:
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6. Figure: Ansoff Growth Matrix
Igor Ansoff offered this matrix which described on the firm's present and potential
products and markets (customers) to portray alternative corporate growth strategies
(Kotler, P., 2000).
Ansoff's matrix provides four different growth strategies:
a. Market penetration- involves selling more established products into existing
markets, often by increased promotion or price reductions or better routes to
market, for example online.
b. Product
development–
During
this
strategy Autoglass
will
bring
a
replacement product to the prevailing market of screen to capture new customers.
c. Market development–This strategy mentions to the attainment of new clientele
assemblies. Autoglass can boost their market segments to arrest new customers.
d. Diversification– Autoglass can grow by diversifying into new businesses by
developing new products for new markets.
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
5

7. 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 important to ensure short term objectives of the
organization. It 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.
Top-Down:
A top-down approach is essentially the breaking down of a theme to understand insight
within the sub-themes. Autoglass is thriving in this approach in their development which
they' are doing attractive shrewd in following this approach.
Bottom-Up:
A bottom-up approach is that the piecing of systems to produce increase to supplemental
clear systems, so conceiving the first systems, sub-systems of the presenting system.
Autoglass is relating this approach in their service development to convince the customers
and they are victorious in exploitation of this approach.
Behavioral Approach for Autoglass:among all the methods Top-Down method is the
most suitable for Autoglass 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.
6

8. 1.3 Explain minimum three planning technique for Autoglass
The techniques that any organization needs to follow in the competitive industry. 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 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.
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.
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9. 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.
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.
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.
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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

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.
Lack of advertisement is present in
the Autoglass Company
Opportunities

Autoglass has the opportunity to
increase the growth rate in the
industry
as
fewer
providing such services.
9
firms
are

11. 

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
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.
PESTLE analysis
Political

Political climate in different countries is different and the policies influence the
business strategies.

Stability of governments. This may affect the future conditions in a country.

Taxation policies.
Economical

The buying capacity of people influences the purchases of the organization.

Level of economic activity that affects need for windscreen.
Socio-cultural
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12. 
Lifestyle and preferences of people influences the industry.

Social norms that impact the decision to own and use automobiles versus other
means of transport.
Technological

Technology relating the designs.

Technology of windscreen manufacture.

Technological developments that may increase or decrease repair or replace of
windscreen.
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

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.
11

13. 
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.
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
Stakeholders can be divided into three categories:
1. The top left part refers to the stakeholder who influences strategies but they
posses’ low interest in the organization(Merrettali 2013).
2. The bottom right part refers to the stakeholders who have high interest but low
influence in the organization.
3. The bottom left part refers to the stakeholders who have low influence and low
interest in the organization.
4. The bottom right part refers to the stakeholders who have no influence at all.
12

14. 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. Autoglass has mapped the
stakeholders in the organization so that the stakeholders can perform their duty in regard
of the organization’s benefit
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15. Task 3
3.1 Analyze possible alternatives strategies relating to substantive
growth, limited growth and retrenchment
Market Entry Strategy
•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
Organic
Growth
•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
Acquisition
•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
Licensing
14
•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
Merger
•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
Strategic
Alliance
•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
Franchising

16. Substantive Growth
•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
Horizontal
Integration
•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
Related
Diversification
Limited Growth
15
•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
Vertical
Integration
•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
Unrelated
Diversification

17. • 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
Penetration
• It means developing new products
that do not exist currently and thus
attracting customers to buy more
varieties of products or services
Product
Development
Disinvestment
16
• 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
Market
Development
• 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
Innovation

18. •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
Retrenchment
•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
Liquidation
Porter’s Generic Strategy
17
•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
Turn around
•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
Divestment

19. 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:
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 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.
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20. 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
Strategy and policy execution is one of the most vital issues related to doing business.
The growth and profit of the organization solely lies on how wisely the decisions are
being taken and how effectively the taken strategies are being executed. The top-heads of
the organization has to be responsible enough to not just consider the work as a job but to
look beyond to develop the organization and knock every single possibility to grow
further and analyze every single threat to secure the organization. They have to look over
a new idea or strategy and check the feasibility of it according to the market situations.
For any company like Autoglass, understanding the market as better as possible and
evaluating the ongoing and proposed strategies are one huge responsibility of the
management where they have to play a real significant role. .
19

21. Top level managers are responsible for making policies and strategies. But it is also their
responsibility to make it clear to the employees, because employees will be the key to
performing those strategies.
Managers got to be compelled to inspire the workers to execute the values that need
commencing with efficiency and aptly. Assuring the aim, accomplishment can reside in
employee happiness and coherence in job air.
4.2 Evaluate resource requirements to implement a new strategy for
Autoglass
In alignment to contemplate the assets of Autoglass, the organization ought to select
correct elements and place them within the actual division to provide the services.
Autoglass has prioritized its human assets as a result it became the best service provider
of windscreens (Autoglass Company). Autoglass in addition has fleet repairing units that
require man power. So Autoglass spend lots in advising and developing the skillfulness of
the workforce
In the given scenario the Autoglass Company is efficient in their resource planning and
evaluating the resources thoroughly to provide the best service
4.3Discuss targets and timescales for achievement for Autoglass to
monitor a given strategy
Evaluation of the benchmark outcomes:
Quarter
Autoglass should review their customer’s feedback in order to implement
1
the desired planning’s to expand their business in a large market. For this
reason the line managers are solely responsible for the collection process
of the feedbacks of the customers and acting accordingly.
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.
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.
20

22. 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.
21

23. Conclusion
Market leader Autoglass has set a new standard of services to its customers. This example
cannot be done without teamwork and Autoglass shows that they have a huge number of
qualified and efficient workers by whom they have achieved which was once
unimaginable in this industry. Now-a-day they are trying to expand their market and it
may cause those facing new challenges but in order to become a global market leader
every company should accept any kind of challenges.
22

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