The document outlines an assignment on business strategy for Autoglass, providing an executive summary of Autoglass' focus on customer satisfaction and growth to become a market leader in windshield repair and replacement. It then covers 4 tasks analyzing Autoglass' strategy, planning, environmental factors, alternatives and implementation. The document aims to help Autoglass evaluate its current position and develop effective strategies for the future.

1. Assignment on Business Strategy
Submitted by:
Name:
ID:
Submitted to:
Date of submission:

2. Table of content
Content serial
Content name
Page no.
Executive summary
2
Task 1
Content serial
Content name
Page no.
1.1
Explain the role of strategy,
mission, visions, objective,
goals and core competencies
of Autoglass
Review the vital issues
involved in Strategic
planning in Autoglass
Explain minimum three
planning technique for
Autoglass
4
1.2
1.3
5
8
Task 2
Content serial
Content name
2.1
Produce an Organizational
Audit for Autoglass
2.2
Carry out an environmental
audit for Autoglass using at
least two approaches
Explain the significance of
stakeholders’ analysis in
relation to Autoglass
2.3
Page no.
10
11
13
Task 3
Content serial
Content name
Page no.
3.1
Analyze possible alternatives
strategies relating to
substantive growth, limited
growth and retrenchment
Select an appropriate future
strategy for Autoglass
14
3.2
17
Task 4
1|Page

3. Content serial
Content name
4.1
Compare the roles and
responsibilities for strategy
implementation of Autoglass
Evaluate resource
requirements to implement a
new strategy for Autoglass
Discuss targets and
timescales for achievement
for Autoglass to monitor a
given strategy
4.2
4.3
Content serial
Page no.
18
19
20
Content name
Page no.
Conclusion
Reference
21
22
2|Page

4. Executive Summary:
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 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. 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. This will no doubt turn in the revenue.
3|Page

5. Task 1
1.1 Explain the role of strategy, mission, visions, objective, goals
and core competencies of Autoglass
Autoglass Company Mission:
Missions of an organization are formed based on the present situation and action guidelines.
The employees are to perform according these to attain the objectives of the organization
(Kotler, P., 2000). Autoglass Company m according inly focuses on the customer’s
satisfaction and providing the best windscreen services to the customers (Autoglass
Company). By fulfilling the missions, an organization takes shape and the objective becomes
clearer.
Autoglass Company Vision:
Vision of an organization is the future intentions and target that an organizations try to
achieve by defining the missions and setting goals and objectives to accomplish (Kotler, P.,
2000). It’s like foreseeing the future. The vision of The Autoglass Company is to serve the
customers efficiently and provide their customers with the highest level of satisfaction
(Autoglass Company). The vision of serving their customers with integrity and loyalty is
expected to lead them to grow and set the boundaries higher in the industry.
Autoglass Company Core Competency:
Core competency defines the core operations of an organization. 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). It shapes the business missions and
visions of that particular organization (Kotler, P., 2000). In case of Autoglass the core
competency is that they can replace or repair any kind of broken or damaged windshield of
any model, no matter what (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, &
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
4|Page

6. The primary task in strategic administration is normally the compilation and dissemination of
the vision and the operation declaration. This outlines, in essence, the raison d'etre of an
organization (Ivanauskiene, N, & Auruskeviciene, V., 2009). Autoglass has compiled their
roles in strategy making in a way that the strategies maintain a specific time period in the
execution (Autoglass Company).
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 Review the vital issues involved in Strategic planning in
Autoglass
In order plan strategies and implement operations there are some vital issues that are needed
to be considered. Based on the case, Ansoff’s model can be used to analyze the competitive
advantages of Autoglass Company (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
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.
Autoglass’s Competitive Benefits:
Autoglass offers the premium service of replacing or repairing windscreens. Not only that,
they are also providing their customers with several other services regarding wind screens
problems. By doing so they are grabbing a fair share of the market (Autoglass Company). As
Autoglass is growing day by day, they can use the Ansoff’s model to analyze their
competitive advantages over others. The Ansoff’s model is given below:
5|Page

7. Autoglass is providing services to more than one million customers who are having problems
with their windshields every year. Ansoff’s model of Growth suggests four different sets of
alternatives (Armstrong, G., &Kotler, P., 2006). Based on the scenario and research, we
learned that Autoglass is expanding its market gradually and has the capability to serve more
than they are doing now. So based on the present scenario, Autoglass can serve customers
with their existing products and can also introduce them with new means of services
(Automotive Industry, 2013). These four alternative strategies face different types of risks.
The strategies are:
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
Product development: By product development we mean either inventing a new product or
improving old products with new features. Autoglass can introduce a new product to the
market that would complement the existing products. But this strategy has a severe drawback.
If the customers failed to interpret the new product features, then it would result in losing
revenue.
6|Page

8. Market development: Market development means to improve and retain market position for
the products of a company. Autoglass is the current market leader in this windshield repairing
industry. So they can brand Autoglass more extensively and try to grab new customers to
increase its market share.
Diversification:Autoglass can create a portfolio of products that will divide up the risks and
reduce the chance of revenue loss.
Autoglass also should emphasize on the geographic location where they should operate and
specify the minimum requirements of the suppliers to get the quality products and the
quantity required. Autoglass Company is in top of its operating industry. So they have the
options to increase the growth rate in a steady manner by satisfying both existing as well as
potential customers and increase its market share. Autoglass can set a five years growth
strategy plan based on the Ansoff’s Growth Model to achieve their target.
Definition of Top-Down and Bottom-Up
Informal Planning: Informal planning is the process where the manager or leader of a team
develops a plan without any conventional structure and rigid frameworks (Grant M.R. 2010).
For certain instant situations managers use this approach where it is not essential to form any
formal structure of planning or the timeline for planning is not enough. It is important to
ensure short term objectives of the organization.
Top Down: A top-down approach is essentially the breaking down of a system to gain
insight into its compositional sub-systems (Wheelen& Hunger, T.L. &J.D., 2013). Autoglass
is implementing this approach in their product R&D and they are pretty successful. This
approach would help them to attain their goals.
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
(Wheelen& Hunger, T.L. & J.D., 2013). Autoglass is using this approach in their service
development to satisfy the customers and they have been pretty successful by using this
approach.
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.
7|Page

9. 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:
i.
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.
ii.
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.
iii.
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.
8|Page

10. iv.
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.
9|Page

11. Task 2
2.1 Produce an Organizational Audit for Autoglass
SWOT Analysis
Strengths
Unlike others, Autoglass provides high quality products at low cost.
The safety features in the product are high.
They produce windshields with highest possible visual clarity.
Weaknesses
Autoglasshas very poor promotion system.
They hardly advertise their product.
Opportunities
Windshield replacing or repairing is present in emerging economy.
Development of new products creates new opportunities.
10 | P a g e

12. Threats
Operation in unnecessary locations is loss of capital.
Government policies shape the business environment.
2.2 Carry out an environmental audit for Autoglass using at least
two approaches
PESTLE analysis is conducted to determine the operational strategy of an organization. It
also helps to learn the attractiveness of operation of that company (Armstrong, G., &Kotler,
P., 2006). In order to operate in an industry, an organization needs to be accounted for a
several factors (Automotive Industry, 2013). Organizations can maximize opportunities and
minimize threats by conducting PESTLE analysis.
What is PESTLE analysis?
Political Econo
mical
Political climate
in any country
determines the
attractiveness of
the business.
Purchasing
capacity of the
people
determines cost
and level of
service in the
industry.
Socio- Technol
cultural
ogical
Lifestyle and
preferences
shapes an
industry.
Technology
relating the
designs.
Legal
mental
Law regarding
safety measures
is important.
Some things are
beyond control
of the
organizations
such as
weather, climate
and climate
change.
Government
stability is
important
because it may
affect the future
decisions.
Organizations
need to pay
taxes and
taxation policies
affect the
industry.
Environ
The need for
replacing
windshield is
represented by
the level of
economical
activity
The decision to
own an
automobile and
need to replace
windshield
depends on the
social norm.
Technology of
windshield
manufacture.
Employment and
consumer law is
highly
emphasized.
11 | P a g e

13. Porter’s five forces
Porter’s five forces analysis helps the management to determine and understand the overall
context of the industry (Kotler, P., 2000).
Porter’s five forces are:
1. The threat of new entrants
Economies of Scale: This is generally a low threat and it measures the scale of
economy in the production.
Government Policy: Government policy can limit the entry and exit barrier in
an industry.
2. The bargaining power of customers
Threat of Backward Integration: Organizations face the risk of backward
integration with the suppliers.
3. The threat of substitute products
Prices: Prices play an important role in any industry. Buyers may shift from one
product to another just because of price sensitivity.
Access: Buyers access in the industry is now a day’s much easier than before.
4. The amount of bargaining power suppliers
have
Threat of forward Integration: Organizations face the risk of forward
integration with the suppliers. With the help suppliers, buyers can make the
same products that are offered by another company.
5. The intensity of the competitive rivalry
Number of Competitors: Competitor’s number plays an important role in
pricing strategy.
Diversity of Rivals: The rivals challenge and cross each other’s path in making
and implementing strategies.
12 | P a g e

14. 2.3 Explain the significance of stakeholders’ analysis in relation to
Autoglass
The 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
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.
13 | 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 a business organization achieves growth over its own business
which is as same as the beginning of the organization, it is called organic growth. It excludes
any growth that is gained by getting into any other business or merger or acquisition.
Merger: Merger is the process by which two companies gets united and turns into one entity
through legal consolidation. The beginning of Autoglass was through such merger.
Acquisition: This is the process where one particular company purchases another entire
company and establishes itself as the owner. In this process 100% or near 100% ownership
has to be bought.
Strategic Alliance: This is the process where two or more companies agree upon a number
of common objectives and share each other’s resources to meet those objectives. This
approach is actually an idea that stays between the concept of organic growth and merger or
acquisition.
Licensing: It is the process through which a mother company (licensor) allows another
company (licensee) to use its trademark and sell the products or services on the basis of
agreements on several terms. The terms include the licensing fee that has to be paid to the
licensor.
Franchising: It is the process, through which a company earns the right to use another
company’s trademark, business model, operations where the franchisor gives the right to the
franchisee. For acquiring market share abroad, Autoglass might use this approach by
assigning franchises in different locations.
14 | P a g e

16. Substantive Growth
Horizontal Integration: In horizontal integration a company forms or acquires production
facility of related or complementary products (Melody, Y. & Kevin, H., 2000). Sometimes it
may also happen that a company purchases one of its competitors and form integration.
Autoglass might form such integration by linking with other production that are related to its
existing products.
Vertical Integration: In vertical integration a company links with the companies or partners
of the supply chain and in many cases all the partners of the chain stay under a single owner
(Melody, Y. & Kevin, H., 2000). Autoglass might engage into vertical integration by linking
with the suppliers and distributors.
Related Diversification: When a company expands its business with some diversification in
the existing product line (Arazy, O, &Gellatly, I., 2012). The new productions are similar to
the existing products.
Unrelated Diversification: It is the process when a company engages into diversification by
introducing new products and services that doesn’t match with the existing product line
(Arazy, O, &Gellatly, I., 2012). It can be unrelated diversification if Autoglass starts selling
home window glasses or beauty mirrors
Limited Growth
Market Penetration: It means penetrating the competitive market by offering competitive
price against the price of the competitors. This approach is used to instantly attack the
competitors by gaining their customers. It is often used to gain sales growth.
Market Development: It means targeting new customer segments and attracting the nonbuying customers of that segment. It helps to increase the market share by adding new
portion of customers. It is possible for Autoglass to develop the market by geographically
expanding the business and reaching the customers.
Product Development: It means developing new products that do not exist currently and
thus attracting customers to buy more varieties of products or services.
15 | P a g e

17. Innovation: It means searching out an entirely new need of the customers in the market and
innovating a new product or service to meet that need. Autoglass might try to sort out such
need in the market and introduce an innovated product or service.
Disinvestment:
Retrenchment: A strategy used by corporations to reduce the diversity or the overall size of
the operations of the company. This strategy is often used in order to cut expenses with the
goal of becoming a more financial stable business.
Turn around: Turnaround management is a process dedicated to corporate renewal. It uses
analysis and planning to save troubled companies and returns them to solvency. Turnaround
management involves management review, activity based costing, root failure causes
analysis, and SWOT analysis to determine why the company is failing. In order to make a
comeback in the industry organizations need to find out the root of the problems and based on
those problems they need to make up new strategies and policies to overcome those
problems.
Liquidation: When a business or firm is terminated or bankrupt, its assets are sold and the
proceeds pay creditors. Any leftovers are distributed to shareholders. Liquidating a firm is the
last stage of the firm’s survival. If no alternative strategies comply with the organizations
then it needs to sell its assets and then pay up the shareholders and stakeholders.
Divestment: The process of selling an asset. Also known as divestiture, it is made for either
financial or social goals. Divestment is the opposite of investment. It is the process of pulling
out the assets in operation and sells those to meet the gap in the financial problems and in
order to liquidate the organization divestment is necessary for any organization.
16 | P a g e

18. Porter’s Generic Strategy
Overall Cost Leadership
Differentiation
Focal Point
Overall Cost
Leadership
• Based on the case it
can be inferred that
Autoglass is following
the cost leadership in
the industry and they
are offering their
services in the lowest
cost possible
(Armstrong, G., &Kotle
r, P. 2006). It is helpful
to attract more
customers and enter
in the new market.
Differentiation
•Cost leadership alone
cannot help an
organization to enjoy
profit from the market.
Differentiation is
necessary to bring in
more profits and
grabbing more customers
(Armstrong, G., &Kotler,
P. 2006). The Autoglass is
offering 24/7 customer
services to differentiate
them from the others.
Focal Point
•To improve business in
the industry
organizations needs to
focus on a specific
objective
(Armstrong, G., &Kotler,
P., 2006). Autoglass is
focusing on serving the
customers and satisfy
them for their money
worth. Autoglass has
become the best
windshield repairing or
replacing service
providers.
3.2 Select an appropriate future strategy for Autoglass
Autoglass can go with alliance with automakers to capture the new market segment. They
should be following the vertical growth strategy to grow their business. 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.
17 | P a g e

19. 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. 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
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
18 | P a g e

20. strategies are one huge responsibility of the management where they have to play a real
significant role. .
The organization figure-head like CEO or President or Managing Director has to play a very
much complex yet significant role. He has to be able to analyze situations before he gives
green signal to any decision suggested by the board. On the other hand the senior managers
have to be willing enough to keep a harmony in the workforce and the output of the
employees that is important for ensuring the success of the initiated decisions.
Moreover, to design a realistic strategy, the strategy makers have to have access to reliable
and updated information and statistics. Because, outdated or fabricated numbers can easily
ruin any objective. So, besides working inside the organization, the management has to keep
an eye on what’s happening outside and make sure that all the relevant news to their concern
gets into their acknowledgement.
4.2 Evaluate resource requirements to implement a new strategy for
Autoglass
An important key to success in business is to allocate resources that are necessary for
production and the supportive activities. A company management has to have the clear idea
about the place from where the resources and materials will be allocated, the cost for
allocation and the time needed to allocate. Moreover, it has to prioritize the key resource on
which the maximum portion of production and service depends. For Autoglass, they have
prioritized human resources as the key resource as they are willing to keep their customer
service better than any other else. Therefore, they developed 159 customer advisors who
would serve the customers anytime they need. The fleet service is another addition to their
effort to develop customer satisfaction. In the process, Autoglass is sanctioning considerable
amount of budgets to increase their service quality and moreover to train their employees. It
has already resulted into 92% customer satisfaction.
19 | P a g e

21. However, to ensure that the customers get the best product with the highest safety and
durability, Autoglass put much concentration in allocating the best quality raw materials for
their glasses. As per the given case description, Autoglass has been successful to maintain the
quality and efficient allocation of their required materials and services in both production and
service.
4.3 Discuss targets and timescales for achievement for Autoglass to monitor
a given strategy
Evaluation of the benchmark outcomes:
Quarter
The company has to bring up with new strategies and they also need to find
1
out the feasibility of their selected strategies; whether the selected strategies
reflect as expected outcome or not. They can collect their customer’s
feedback to find out the information about what else they are still looking for
the windscreen repairing and replacing service by the company.
Quarter
Autoglass should review their customer’s feedback in order to implement the
2
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
This is known as the quarter of gathering the information and taking research note
3
on the area of the implemented strategies. Management should find up the lacking
between the expected outcomes comparing with the actual outcome. This lacking
may occur because of the lacking of the coordination or incompetency of the
employees as well as line managers.
Quarter
Management need to organize new training program in order to fill up the gap.
4
With that the employees would be able to achieve the confidence to attain the
organizational goal effectively.
Quarter
5
In course of this quarter the organization might achieve the desired results based
on the strategy making and the implementation method. If management panel
fails to acquire the objectives using the selected strategies, then they could initiate
20 | P a g e

22. new actions and decisions based on the information determined form training the
employees and providing support.
Conclusion:
Who have got their windshield broken; they can be out of worried because there is a company
named Autoglass who are making some high quality glass. For years the company earned a
huge trust form their customer by providing quality product. They are providing best glasses
with best services. They improved their services as high as it pressed away the other
competitors far behind. Autoglass initiated the required and effective strategies to keep ahead
in the race. Surely they are going more far ahead in the coming future.
21 | P a g e

23. Reference
Armstrong, G., &Kotler, P., (2006). Marketing:An introduction (8thed.). New York: Prentice
Hall.
Autoglass Company. [ONLINE] Available at: http://www.autoglass.co.uk/Glass-repair-andreplacement.186.0.html. [Accessed 11 November, 2013].
Automotive Industry: Market Research Reports, Statistics and Analysis. 2013. Automotive
Industry: Market Research Reports, Statistics and Analysis. [ONLINE] Available at:
http://www.reportlinker.com/ci02294/Automotive.html. [Accessed 19 November,
2013].
Kotler, P., 2000. Marketing Management. 5th ed. New Delhi: Prentice hall of India.
Wheelen& Hunger, T.L. &J.D., 2013.Strategic Management and Business Policy. 5 thed.
Delhi: Pearson.
22 | P a g e