The document provides an analysis of Autoglass's business strategies. It includes:
- An organizational audit of Autoglass using SWOT analysis and PESTLE analysis to examine strengths, weaknesses, opportunities, threats, political, economic, social, technological, legal and environmental factors.
- Discussion of three strategic planning techniques for Autoglass: BCG growth share matrix, SPACE matrix, and PIMS analysis.
- Overview of Autoglass's mission, vision, objectives and core competencies in windscreen repair and replacement services.
Here are three alternative strategies for Autoglass relating to substantive growth, limited growth, and retrenchment:
Substantive Growth
- Aggressive market expansion into new geographic regions through acquisitions or partnerships. This allows for rapid growth but carries high risks and capital requirements.
Limited Growth
- Organic growth through increasing market share in existing regions. Open a few new locations each year to gradually expand footprint. Lower risk approach that maintains focus on core business.
Retrenchment
- Exit underperforming locations and focus resources on most profitable regions. Reduce costs through layoffs, outsourcing, or divesting non-core business units. Aims to cut losses and stabilize finances during difficult times
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.
The document provides an executive summary and details of a business strategy assignment submitted for Autoglass Company. It discusses Autoglass' mission, vision, core competencies and strategic intent which is to be the market leader. It analyzes Autoglass' competitive advantages using Ansoff's Growth Model and identifies strategies of market penetration, product development, market development and diversification. It also defines top-down and bottom-up approaches for strategic planning, with Autoglass implementing top-down for product R&D. Autoglass aims to increase customer satisfaction and market share through efficient windshield replacement and repair services.
The document appears to be a strategic business plan for Autoglass, a company that provides windshield repair and replacement services. It covers tasks related to strategic planning, analysis, and implementation for Autoglass. Task 1 discusses Autoglass' mission, vision, objectives, and strategic planning techniques. Task 2 involves organizational and environmental audits of Autoglass using tools like SWOT and PESTLE analyses. Task 3 analyzes growth strategies for Autoglass including mergers, acquisitions, and vertical/horizontal integration. The document provides an in-depth analysis to develop strategies to help Autoglass achieve its goals.
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.
Autoglass is a leading windshield repair and replacement company that aims to provide excellent customer service. It has over 500 branches across Europe and satisfies 92% of customers. The document discusses Autoglass' mission, vision, core competencies, and strategic intent. It also reviews strategic planning issues like competitive advantage, growth strategies, and strategic approaches like top-down and bottom-up planning. Autoglass' goal is to expand its business while maintaining high customer satisfaction.
Here are three possible alternative strategies for Autoglass relating to substantive growth, limited growth, and retrenchment:
Substantive Growth:
1. Horizontal integration: Autoglass could acquire companies that produce complementary products to windshields, such as side mirrors, wipers, etc. This would allow them to offer a more complete auto glass solution.
Limited Growth:
2. Niche marketing: Autoglass could focus on targeting specific customer segments or geographic regions for growth. For example, focusing on luxury or commercial vehicle customers. This allows them to grow within limits.
Retrenchment:
3. Divest underperforming business lines: If some of Autoglass' product
This document discusses strategic planning techniques for Autoglass Company. It begins by outlining Autoglass's mission, vision, objectives and core competencies. It then reviews vital issues in Autoglass's strategic planning, including analyzing strategies using Ansoff's Growth Matrix. Three planning techniques are explained for Autoglass: PIMS, BCG Growth Matrix, and SPACE Matrix. An organizational audit of Autoglass is provided using a SWOT analysis. Environmental audits using PESTLE analysis and Porter's 5 Forces are also carried out. The significance of stakeholder analysis for Autoglass is explained. Finally, possible growth strategies for Autoglass relating to substantive growth, limited growth and retrenchment are analyzed.
Here are three alternative strategies for Autoglass relating to substantive growth, limited growth, and retrenchment:
Substantive Growth
- Aggressive market expansion into new geographic regions through acquisitions or partnerships. This allows for rapid growth but carries high risks and capital requirements.
Limited Growth
- Organic growth through increasing market share in existing regions. Open a few new locations each year to gradually expand footprint. Lower risk approach that maintains focus on core business.
Retrenchment
- Exit underperforming locations and focus resources on most profitable regions. Reduce costs through layoffs, outsourcing, or divesting non-core business units. Aims to cut losses and stabilize finances during difficult times
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.
The document provides an executive summary and details of a business strategy assignment submitted for Autoglass Company. It discusses Autoglass' mission, vision, core competencies and strategic intent which is to be the market leader. It analyzes Autoglass' competitive advantages using Ansoff's Growth Model and identifies strategies of market penetration, product development, market development and diversification. It also defines top-down and bottom-up approaches for strategic planning, with Autoglass implementing top-down for product R&D. Autoglass aims to increase customer satisfaction and market share through efficient windshield replacement and repair services.
The document appears to be a strategic business plan for Autoglass, a company that provides windshield repair and replacement services. It covers tasks related to strategic planning, analysis, and implementation for Autoglass. Task 1 discusses Autoglass' mission, vision, objectives, and strategic planning techniques. Task 2 involves organizational and environmental audits of Autoglass using tools like SWOT and PESTLE analyses. Task 3 analyzes growth strategies for Autoglass including mergers, acquisitions, and vertical/horizontal integration. The document provides an in-depth analysis to develop strategies to help Autoglass achieve its goals.
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.
Autoglass is a leading windshield repair and replacement company that aims to provide excellent customer service. It has over 500 branches across Europe and satisfies 92% of customers. The document discusses Autoglass' mission, vision, core competencies, and strategic intent. It also reviews strategic planning issues like competitive advantage, growth strategies, and strategic approaches like top-down and bottom-up planning. Autoglass' goal is to expand its business while maintaining high customer satisfaction.
Here are three possible alternative strategies for Autoglass relating to substantive growth, limited growth, and retrenchment:
Substantive Growth:
1. Horizontal integration: Autoglass could acquire companies that produce complementary products to windshields, such as side mirrors, wipers, etc. This would allow them to offer a more complete auto glass solution.
Limited Growth:
2. Niche marketing: Autoglass could focus on targeting specific customer segments or geographic regions for growth. For example, focusing on luxury or commercial vehicle customers. This allows them to grow within limits.
Retrenchment:
3. Divest underperforming business lines: If some of Autoglass' product
This document discusses strategic planning techniques for Autoglass Company. It begins by outlining Autoglass's mission, vision, objectives and core competencies. It then reviews vital issues in Autoglass's strategic planning, including analyzing strategies using Ansoff's Growth Matrix. Three planning techniques are explained for Autoglass: PIMS, BCG Growth Matrix, and SPACE Matrix. An organizational audit of Autoglass is provided using a SWOT analysis. Environmental audits using PESTLE analysis and Porter's 5 Forces are also carried out. The significance of stakeholder analysis for Autoglass is explained. Finally, possible growth strategies for Autoglass relating to substantive growth, limited growth and retrenchment are analyzed.
Autoglass provides windshield repair and replacement services. It focuses on customer satisfaction and aims to be the market leader. Autoglass maintains a 92% customer satisfaction rate. It has become the top service provider in its industry through focusing on customer needs and providing affordable services. Looking ahead, Autoglass is well positioned in the industry and prepared to address future challenges productively.
This document provides an overview of Autoglass, a company that provides windscreen repair and replacement services. It discusses Autoglass' mission, vision, goals, and core competencies. Key points include:
- Autoglass' mission is to satisfy customers by providing high quality windscreen services.
- Their vision is to deliver the highest levels of customer service.
- Their core competency is repairing or replacing any type of damaged windscreen.
- Strategic planning techniques like Ansoff's Matrix are discussed for evaluating Autoglass' competitive advantages and growth strategies.
The document provides an assignment on business strategy for Autoglass. It discusses Autoglass's mission, vision, objectives and core competencies. It reviews strategic planning issues like Ansoff's growth matrix and top-down and bottom-up approaches. It explains three planning techniques for Autoglass: PIMS, BCG growth share matrix, and SPACE matrix. It also analyzes organizational audits using SWOT and environmental audits using PESTLE and Porter's five forces. Finally, it analyzes alternative growth strategies for Autoglass relating to substantive growth, limited growth, and retrenchment.
1. Substantive growth: Autoglass could pursue international expansion by opening locations in new countries. This would allow for substantial increases in revenue and market share.
2. Limited growth: Autoglass could focus on growing its market share within its existing geographic regions through increased marketing and promotions. This would provide modest growth without large capital investments.
3. Retrenchment: Autoglass could close underperforming locations and focus resources on its highest performing branches. This strategy would involve downsizing but improve overall efficiency and profits.
This document provides an analysis of the strategic planning of Autoglass Company. It discusses Autoglass' mission, vision, goals, and core competencies which center around high customer satisfaction. It then reviews key issues in Autoglass' strategic planning like their competitive advantages that allow market penetration, product development, and market development. Finally, it explains strategic planning techniques for Autoglass like the BCG growth share matrix, PESTLE analysis, and SWOT analysis.
Autoglass is a leading provider of windshield repair and replacement services. It focuses on customer satisfaction and has a 92% customer satisfaction rating. It has 500 branches across Europe and is the market leader. Autoglass' mission is to provide excellent customer service, and its core competency is repairing and replacing any type of broken windshield. Its strategic goals include maintaining leadership in the industry and continuing to focus on customer needs.
Autoglass is the leading provider of windshield services but relies on an outdated business strategy of simply producing and selling products. The document recommends that Autoglass revise its business policies and strategic objectives to expand into new sectors in a controllable and profitable way. A new business strategy is needed for Autoglass to remain competitive in today's changing market.
This document discusses how business architecture practitioners can link business models and business architecture to drive innovation. It provides an example of a company, Xanadu, that used business model canvas and capability mapping to address declining customer satisfaction and sales. The practitioners helped stakeholders design a new business model focused on new customer segments and strategies. They then used capability mapping and heat mapping to identify gaps between the current and new business models. This allowed them to determine what changes were needed in the organization, roles, processes, and costs to implement the new business model and strategies.
Business models and business architecture are related concepts that can be used together to drive innovation. While business models describe how an organization creates and captures value, business architecture provides a blueprint to align strategy and operational demands. Linking the two allows organizations to communicate strategies more effectively and realize business models through a practice of business architecture. The summary provides an overview of how business models can inform business architecture and be used to solve business problems.
This document outlines a process for management by objectives. It discusses defining a company's value proposition and formulating a vision, mission, and strategic priorities. Divisions then create objectives aligned with priorities and key performance indicators. Individual objectives cascade down as well. Challenges include cultural differences across locations and determining realistic targets. Solutions involve research, leadership commitment, competence development, and incentive structures. Engagement analysis and leadership communication are important for successful implementation. Project milestones include formulating vision and mission, objectives deployment, and status communication.
1) The document discusses the problems that caused some formerly successful companies to fail in global competition, such as short-term restructuring and lack of future vision.
2) It argues that companies need to shift their mindset to focus on capturing future opportunities rather than just market share. They must develop integrated systems and strategies to gain intellectual leadership.
3) There are three levels of competition: for industry foresight, to shorten migration paths to new markets, and for market position/share. To compete effectively at each level requires long-term vision, risk-taking, leveraging resources, and continuously developing new core competencies.
Suntory, a Japanese alcohol company, is considering acquiring Distill, a UK-based liquor brand. A report analyzes the financial and strategic performance of Distill to evaluate the feasibility of the acquisition. Distill has experienced declining revenue but improved profit margins in recent years. The acquisition would expand Suntory's brand portfolio and give it access to Distill's existing markets and skilled employees. A successful integration would require managing cultural differences, developing trust between employees, and controlling costs during the transition.
This document discusses various aspects of strategy formulation, including functional strategies, the sourcing decision of outsourcing and offshoring, strategies to avoid, making strategic choices, and developing policies. It provides details on different types of functional strategies such as marketing, R&D, operations, and HR strategies. It also explains the process of evaluating strategic options, making choices, and setting policies to implement strategies.
IBM held a business partner kickoff event in 2013 to discuss strategy. Jan Simonsen from IBM presented on creating IBM's strategy map to visualize goals, strategies, and tactics. Understanding IBM's strategy helps partners explain their value proposition, understand their own goals and role, and build a smarter business. Partners were asked to analyze, understand, and use the strategy map to improve their skills and grow their business. The strategy map is a tool to keep strategies and tactics aligned to achieve goals.
Strategic intent refers to the long-term goals and aspirations that motivate an organization. It includes elements like vision, mission, business definition, and goals and objectives. A vision statement depicts what the organization wants to achieve, such as Tata Tea's vision to be India's foremost tea-based beverage company. The mission defines the organization's fundamental purpose and scope of operations. Goals are general outcomes while objectives specify how goals will be achieved, helping to measure progress and ensure focus. Together, these components of strategic intent provide direction and motivation for an organization's strategy.
Vskills certification for Corporate Strategy Professional assesses the candidate as per the company’s need for business strategy and strategic management. The certification tests the candidates on various areas in strategic decisions, strategic intent, environmental analysis, competitor analysis, Boston matrix, benchmarking, SWOT, strategy implementation and control process.
Organizations win by developing and working around 'Big Picture'. Japanese firms called it 'Strategic Intent' and supplement it by 'Competitive Innovation'.... Obsession to win and following it up with Changing the rules of the game.
The document discusses various aspects of corporate strategy formulation. It defines corporate strategy as dealing with a company's overall growth orientation, portfolio of industries/markets, and coordination across business units. The key elements discussed include:
1. The 6 steps to effective strategy formulation: defining the organization, mission, objectives, competitive strategy, implementation, and evaluation.
2. Types of directional strategies like growth, stability, and retrenchment and the concentrations, diversifications, and portfolio analysis used within them.
3. Methods for managing strategic alliances, business units, resources, and capabilities across a corporation.
This document is an assignment on business strategy for Autoglass submitted by a student. It contains an executive summary and four tasks analyzing Autoglass' strategy, environment, strategic alternatives, and implementation. Task 1 explains Autoglass' mission, vision, goals and core competencies around windshield repair and replacement. Task 2 performs organizational and environmental audits of Autoglass. Task 3 analyzes growth, limited growth, and retrenchment strategies. Task 4 compares strategy implementation roles and evaluates resource needs to implement a new strategy.
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.
Autoglass provides windshield repair and replacement services. It focuses on customer satisfaction and aims to be the market leader. Autoglass maintains a 92% customer satisfaction rate. It has become the top service provider in its industry through focusing on customer needs and providing affordable services. Looking ahead, Autoglass is well positioned in the industry and prepared to address future challenges productively.
This document provides an overview of Autoglass, a company that provides windscreen repair and replacement services. It discusses Autoglass' mission, vision, goals, and core competencies. Key points include:
- Autoglass' mission is to satisfy customers by providing high quality windscreen services.
- Their vision is to deliver the highest levels of customer service.
- Their core competency is repairing or replacing any type of damaged windscreen.
- Strategic planning techniques like Ansoff's Matrix are discussed for evaluating Autoglass' competitive advantages and growth strategies.
The document provides an assignment on business strategy for Autoglass. It discusses Autoglass's mission, vision, objectives and core competencies. It reviews strategic planning issues like Ansoff's growth matrix and top-down and bottom-up approaches. It explains three planning techniques for Autoglass: PIMS, BCG growth share matrix, and SPACE matrix. It also analyzes organizational audits using SWOT and environmental audits using PESTLE and Porter's five forces. Finally, it analyzes alternative growth strategies for Autoglass relating to substantive growth, limited growth, and retrenchment.
1. Substantive growth: Autoglass could pursue international expansion by opening locations in new countries. This would allow for substantial increases in revenue and market share.
2. Limited growth: Autoglass could focus on growing its market share within its existing geographic regions through increased marketing and promotions. This would provide modest growth without large capital investments.
3. Retrenchment: Autoglass could close underperforming locations and focus resources on its highest performing branches. This strategy would involve downsizing but improve overall efficiency and profits.
This document provides an analysis of the strategic planning of Autoglass Company. It discusses Autoglass' mission, vision, goals, and core competencies which center around high customer satisfaction. It then reviews key issues in Autoglass' strategic planning like their competitive advantages that allow market penetration, product development, and market development. Finally, it explains strategic planning techniques for Autoglass like the BCG growth share matrix, PESTLE analysis, and SWOT analysis.
Autoglass is a leading provider of windshield repair and replacement services. It focuses on customer satisfaction and has a 92% customer satisfaction rating. It has 500 branches across Europe and is the market leader. Autoglass' mission is to provide excellent customer service, and its core competency is repairing and replacing any type of broken windshield. Its strategic goals include maintaining leadership in the industry and continuing to focus on customer needs.
Autoglass is the leading provider of windshield services but relies on an outdated business strategy of simply producing and selling products. The document recommends that Autoglass revise its business policies and strategic objectives to expand into new sectors in a controllable and profitable way. A new business strategy is needed for Autoglass to remain competitive in today's changing market.
This document discusses how business architecture practitioners can link business models and business architecture to drive innovation. It provides an example of a company, Xanadu, that used business model canvas and capability mapping to address declining customer satisfaction and sales. The practitioners helped stakeholders design a new business model focused on new customer segments and strategies. They then used capability mapping and heat mapping to identify gaps between the current and new business models. This allowed them to determine what changes were needed in the organization, roles, processes, and costs to implement the new business model and strategies.
Business models and business architecture are related concepts that can be used together to drive innovation. While business models describe how an organization creates and captures value, business architecture provides a blueprint to align strategy and operational demands. Linking the two allows organizations to communicate strategies more effectively and realize business models through a practice of business architecture. The summary provides an overview of how business models can inform business architecture and be used to solve business problems.
This document outlines a process for management by objectives. It discusses defining a company's value proposition and formulating a vision, mission, and strategic priorities. Divisions then create objectives aligned with priorities and key performance indicators. Individual objectives cascade down as well. Challenges include cultural differences across locations and determining realistic targets. Solutions involve research, leadership commitment, competence development, and incentive structures. Engagement analysis and leadership communication are important for successful implementation. Project milestones include formulating vision and mission, objectives deployment, and status communication.
1) The document discusses the problems that caused some formerly successful companies to fail in global competition, such as short-term restructuring and lack of future vision.
2) It argues that companies need to shift their mindset to focus on capturing future opportunities rather than just market share. They must develop integrated systems and strategies to gain intellectual leadership.
3) There are three levels of competition: for industry foresight, to shorten migration paths to new markets, and for market position/share. To compete effectively at each level requires long-term vision, risk-taking, leveraging resources, and continuously developing new core competencies.
Suntory, a Japanese alcohol company, is considering acquiring Distill, a UK-based liquor brand. A report analyzes the financial and strategic performance of Distill to evaluate the feasibility of the acquisition. Distill has experienced declining revenue but improved profit margins in recent years. The acquisition would expand Suntory's brand portfolio and give it access to Distill's existing markets and skilled employees. A successful integration would require managing cultural differences, developing trust between employees, and controlling costs during the transition.
This document discusses various aspects of strategy formulation, including functional strategies, the sourcing decision of outsourcing and offshoring, strategies to avoid, making strategic choices, and developing policies. It provides details on different types of functional strategies such as marketing, R&D, operations, and HR strategies. It also explains the process of evaluating strategic options, making choices, and setting policies to implement strategies.
IBM held a business partner kickoff event in 2013 to discuss strategy. Jan Simonsen from IBM presented on creating IBM's strategy map to visualize goals, strategies, and tactics. Understanding IBM's strategy helps partners explain their value proposition, understand their own goals and role, and build a smarter business. Partners were asked to analyze, understand, and use the strategy map to improve their skills and grow their business. The strategy map is a tool to keep strategies and tactics aligned to achieve goals.
Strategic intent refers to the long-term goals and aspirations that motivate an organization. It includes elements like vision, mission, business definition, and goals and objectives. A vision statement depicts what the organization wants to achieve, such as Tata Tea's vision to be India's foremost tea-based beverage company. The mission defines the organization's fundamental purpose and scope of operations. Goals are general outcomes while objectives specify how goals will be achieved, helping to measure progress and ensure focus. Together, these components of strategic intent provide direction and motivation for an organization's strategy.
Vskills certification for Corporate Strategy Professional assesses the candidate as per the company’s need for business strategy and strategic management. The certification tests the candidates on various areas in strategic decisions, strategic intent, environmental analysis, competitor analysis, Boston matrix, benchmarking, SWOT, strategy implementation and control process.
Organizations win by developing and working around 'Big Picture'. Japanese firms called it 'Strategic Intent' and supplement it by 'Competitive Innovation'.... Obsession to win and following it up with Changing the rules of the game.
The document discusses various aspects of corporate strategy formulation. It defines corporate strategy as dealing with a company's overall growth orientation, portfolio of industries/markets, and coordination across business units. The key elements discussed include:
1. The 6 steps to effective strategy formulation: defining the organization, mission, objectives, competitive strategy, implementation, and evaluation.
2. Types of directional strategies like growth, stability, and retrenchment and the concentrations, diversifications, and portfolio analysis used within them.
3. Methods for managing strategic alliances, business units, resources, and capabilities across a corporation.
This document is an assignment on business strategy for Autoglass submitted by a student. It contains an executive summary and four tasks analyzing Autoglass' strategy, environment, strategic alternatives, and implementation. Task 1 explains Autoglass' mission, vision, goals and core competencies around windshield repair and replacement. Task 2 performs organizational and environmental audits of Autoglass. Task 3 analyzes growth, limited growth, and retrenchment strategies. Task 4 compares strategy implementation roles and evaluates resource needs to implement a new strategy.
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.
The document provides an analysis of the Autoglass company and its business strategies.
[1] It outlines Autoglass's mission to satisfy customers, vision to provide the highest quality service, and core competency of repairing or replacing any moderately damaged glass.
[2] Key issues in strategic planning are analyzed, including Autoglass's competitive advantages of providing low-cost service and high customer satisfaction. Various strategic analysis tools are also applied.
[3] Alternative strategies for Autoglass are considered, including organic growth, mergers, acquisitions, and strategic alliances to expand in the market.
Here are 3 possible alternative strategies for Autoglass relating to substantive growth, limited growth, and retrenchment:
Substantive Growth:
- Expand into new geographic markets through strategic alliances or franchising agreements in other countries/regions. This allows for rapid substantive growth internationally.
Limited Growth:
- Focus on market penetration and increasing market share in existing markets through more aggressive marketing/advertising campaigns. This achieves limited, controlled growth within current operations.
Retrenchment:
- Divest underperforming business lines and locations to streamline operations. Resources from divested areas can be reinvested in core, higher-growth business segments to facilitate turnaround with reduced scope.
Autoglass has established itself as the leading provider of windshield repair and replacement services in Europe. It has over 92% of the market share and 500 branches across Europe. Autoglass focuses on customer satisfaction by providing high quality services at low prices. It maintains good relationships between customers and employees to ensure customers receive effective service. Autoglass is the current market leader and is expanding steadily. It is well positioned compared to other companies in the industry and is well equipped to address future challenges effectively.
Autoglass is a leading company in the windshield repair and replacement industry. It has over 500 outlets across Europe and provides excellent customer service, with 92% of customers satisfied. Autoglass focuses on satisfying both customers and employees to provide high quality service. As the market leader, Autoglass is in a strong position but will need to address challenges to maintain its leadership.
Autoglass is a windshield repair and replacement company operating in the UK and Europe. It began as a family business and has since expanded to 500 branches through various growth strategies. Some key points:
1) Autoglass has achieved substantial growth organically and through mergers and acquisitions. It aims to continue expanding its market share and diversifying its product offerings.
2) Strategic planning techniques like BCG matrix, SPACE, and PIMS are used to evaluate Autoglass' portfolio, competitive position, and market strategies.
3) SWOT and PESTLE analyses indicate opportunities for increased promotion and geographic expansion, while threats include competition and regulations.
4) Stakeholder analysis
The document discusses strategic planning for Autoglass, a leading windscreen repair and replacement company. It outlines Autoglass's mission to provide excellent customer service, vision to deliver industry-leading customer satisfaction, and core competency of repairing or replacing any type of glass. Strategic planning issues for Autoglass include potential new entrants in the innovative service industry and maintaining a competitive advantage through strong customer focus, new product development, market development, and diversification. The document also covers strategic planning techniques like top-down and bottom-up approaches and informal planning.
Autoglass began in 1984 through the merging of two companies. It focuses on high customer satisfaction through quality service and products. The company uses several strategic planning techniques to achieve its mission of customer loyalty, including analyzing its products using the BCG matrix and conducting organizational and environmental audits using SWOT and PESTLE analyses. Alternative growth strategies for Autoglass include organic growth through horizontal or vertical integration, as well as strategic alliances or franchising to expand internationally.
Autoglass provides windshield repair and replacement services across Europe. To maintain its leadership position, Autoglass uses strategic planning techniques like SWOT analysis, PESTLE analysis, Porter's Five Forces, and stakeholder analysis. These help Autoglass evaluate its strengths, weaknesses, opportunities, threats in the market and with stakeholders to develop effective growth strategies. Some strategies Autoglass may pursue include organic growth, strategic alliances, licensing, and mergers or acquisitions to achieve substantive or limited growth.
Autoglass provides windscreen repair and replacement services. It has achieved high customer satisfaction ratings and won awards for its services. Autoglass has expanded from a small family business to operating 500 branches across Europe through excellent services and products focused on customer satisfaction. Strategic planning techniques like BCG matrix, SPACE matrix and PIMS can help Autoglass analyze its portfolio, position in the market, and principles. A SWOT analysis identifies strengths in low costs and safety, while weaknesses include lack of promotion. PESTLE and Porter's Five Forces analysis examine the external environment and industry factors. Overall, Autoglass is well positioned to face competition through strong customer focus and strategic planning.
This document discusses the strategic planning of Autoglass, a company that repairs and replaces windshields. It outlines Autoglass' mission to ensure maximum customer satisfaction. Their vision is to provide the highest quality customer service and they currently satisfy 92% of customers. Autoglass' core competencies include the ability to repair any type of vehicle glass. Their strategic goals are to provide global service and expand their business throughout Europe. The document then reviews vital issues in Autoglass' strategic planning, including maintaining a focus on customer satisfaction and using Ansoff's Growth Matrix to guide product and market development strategies. It also discusses top-down and bottom-up planning approaches used by Autoglass.
This document appears to be a business strategy assignment submitted by a student for the company Autoglass. It includes an executive summary that provides background on Autoglass and its operations. The document is then broken into 4 tasks that analyze various aspects of Autoglass' strategy, including its mission/vision, strategic planning issues, environmental analysis, growth strategies, and implementation plans. A variety of strategic planning techniques are discussed such as SWOT analysis, BCG matrix, SPACE matrix, and PESTLE analysis. The roles of various stakeholders are also examined.
This document appears to be a business strategy assignment submitted by a student for the Autoglass Company. It includes an executive summary that outlines Autoglass' mission to provide quality windshield service and its growth from a small family business to a large international company. The document is divided into four tasks that analyze Autoglass' strategy, perform organizational and environmental audits, analyze alternative growth strategies, and discuss strategy implementation. Planning techniques like Ansoff's Matrix and Porter's Five Forces are applied. The roles of various stakeholders are also assessed. In summary, the document conducts a thorough strategic analysis of Autoglass to develop recommendations for its future direction.
This document appears to be an assignment on business strategy for Autoglass submitted by a student. It contains an executive summary on Autoglass' focus on customer needs and strong market position. The document is then divided into four tasks:
Task 1 explains Autoglass' mission, vision, objectives and strategic planning techniques. Task 2 includes an organizational audit and environmental analysis of Autoglass using SWOT and PESTLE. Task 3 discusses strategic alternatives and selecting a future strategy. Task 4 covers strategy implementation, resource requirements, and monitoring targets. In conclusion, the assignment analyzes Autoglass' strategy and makes recommendations.
Autoglass provides windshield repair and replacement services. It has established itself as the market leader through high quality service and customer satisfaction. Autoglass uses strategic planning techniques like Ansoff's model to penetrate existing markets and develop new products. It analyzes its competitive advantages and conducts organizational audits using SWOT and PESTLE analysis to understand opportunities and threats in the industry environment. Stakeholder analysis helps Autoglass understand different stakeholder groups to effectively engage them in strategic decision making.
This document provides a strategic analysis of Autoglass, a company that provides windscreen repair and replacement services. It discusses Autoglass' mission, vision, objectives and core competencies. It also reviews strategic planning issues such as competitive advantages and growth strategies. Environmental scanning tools like PESTLE and Porter's Five Forces are applied to analyze Autoglass' external business environment. Finally, the document proposes strategic options and evaluates Autoglass' resources and ability to implement new strategies.
Here are three possible alternative strategies for Autoglass relating to substantive growth, limited growth, and retrenchment:
Substantive Growth Strategy:
- Aggressively expand into new geographic markets through acquisitions or partnerships to increase market share. Open 50+ new locations over the next 5 years across Europe and internationally.
- Develop and launch new product lines beyond windshield repair/replacement such as auto body repair and painting.
- Make significant investments in marketing, advertising, and brand building to raise awareness and drive more customers to locations.
- Hire additional technicians and staff to support rapid expansion plans.
- Require large capital investments and carries high financial and execution risks but offers significant upside if successful.
Autoglass provides windscreen replacement and repair services, focusing on customer satisfaction which has helped them become a leader in their industry. They have expanded from a small family business to serving over 500 locations across Europe through strategic planning techniques like analyzing their competitive advantages using Ansoff's Matrix. The case study shows that Autoglass is well positioned to address future challenges through their strong customer focus and strategic growth.
The document appears to be a strategic analysis report for the company Autoglass. It begins with an introduction that discusses how Autoglass was formed through a merger in 1984 and has since become a leading provider of vehicle glass services in the UK by prioritizing customer satisfaction and business development. The report will analyze Autoglass's business strategies that have led to their success. It contains a table of contents outlining the various tasks and sections to be covered in the analysis.
This document discusses human resource management and training at Marks & Spencer. It covers learning theories, styles, and the learning curve. It also discusses how Marks & Spencer plans and evaluates training events. Some key points:
- Marks & Spencer uses various learning styles like pragmatist, theorist, and reflector to enhance employees' skills and efficiency. Training methods include role playing, workshops, and performance coaching.
- Training needs differ for management, operations, and customer service roles. Events aim to improve areas like leadership, decision making, and teamwork.
- Training is evaluated using methods like productivity measures, manager observations, and participant feedback. Documentation includes knowledge sharing assessments and customer observations.
- The
This document outlines a training event evaluation for Marks & Spencer employees. It discusses learning styles, theories, and the company's current training methods. The assigned person will implement a problem-solving training program to evaluate decision making. The event will introduce employees to a real problem, allow time for analysis and solutions, and have management evaluate the best solution. The training will be evaluated using a five-step methodology including need assessment, monitoring, program clarification, progress, and long-term impact. Feedback from trainers, trainees, and customer comments will also be used to document the program's effectiveness.
The document appears to be a report on human resource management and training at Marks & Spencer. It discusses learning styles and theories that inform M&S's training approach. It also outlines their current training methods, including performance reviews, role playing, and induction programs. It then describes a proposed group training event where employees would analyze a case study scenario and present solutions. Key aspects of evaluating the event are identified, like assessing needs, monitoring progress, and measuring impacts on areas like quality, customer service and productivity. In summary, the report covers M&S's learning-focused training approach and a proposed event aimed at developing employee skills through collaborative problem-solving.
This document provides information about planning and evaluating a training event for employees at Marks & Spencer. It discusses comparing different learning styles and theories that were used to design training. It also examines the training needs at different organizational levels and compares current training methods used at M&S, including advantages and disadvantages. A proposed group training event on problem solving and decision making is described. The document outlines an evaluation methodology using questionnaires, interviews, productivity measures, and manager observations to assess the training program and identify areas for improvement.
The document discusses a training event conducted by Marks & Spencer to improve employee performance. It outlines the methodology used to plan, implement and evaluate the training program, which included setting standards, measuring outcomes, comparing results to expectations, and observing progress. The training aimed to enhance employees' skills in areas like complaint handling, production efficiency, and customer service through methods such as role playing, discussion, and performance reviews.
This document provides an analysis of training programs at the retail company Marks & Spencer. It discusses learning styles and theories that influence training design. Marks & Spencer uses a variety of training methods tailored to different employee levels, including workshops, performance reviews, and attachments to managers. The document evaluates a sample training event involving management, employees, and external experts developing solutions. It also explores how evaluating training events can identify successes and areas for improvement.
The document provides details about a human resource development assignment on Marks and Spencer. It discusses learning theories and styles, training needs at different levels, evaluation of training events, and government skills initiatives. Key points include:
1) Marks & Spencer analyzed learning patterns and theories to design HR strategies and training events to develop their 65,000 employees' skills amid organizational changes.
2) Training programs include performance appraisal, workshops, and attachments to help employees improve capabilities in a challenging work environment.
3) The government contributes to skills development to increase national output and quality of private sector organizations, introducing initiatives to provide successful training and improve working conditions.
The document discusses human resource development at Marks and Spencer. It begins with an executive summary that outlines how learning theories, styles, and government initiatives inform Marks & Spencer's training programs. It then covers several learning objectives: understanding learning theories and styles and their role in planning training; explaining the learning curve and knowledge transfer; evaluating a training event; and understanding government skills initiatives. For each objective, it provides details on Marks & Spencer's current training methods, how they assess needs at different levels, and how learning theory is applied. It concludes by emphasizing the importance of systematically planning, documenting, and analyzing training to effectively meet organizational goals.
This document discusses human resource management and training at Marks & Spencer. It covers several topics:
1. Learning types at M&S and how they categorize employees to tailor training.
2. The different types of training provided at various levels, including on-the-job and off-the-job.
3. How training is evaluated using methods like monitoring participation, assessing the program, and measuring employee improvement.
4. Recommendations for future training programs, such as role-playing activities to develop new skills.
5. Tools used to evaluate training programs, such as feedback from trainers, observation of employees, and measuring impacts on customer service and productivity.
This document discusses human resource development at Marks and Spencer. It begins with an executive summary that outlines the importance of human capital development for organizational success. It then covers several learning objectives related to understanding learning theories, styles and evaluating training events. Specific topics discussed include comparing different learning styles, explaining the learning curve and importance of transferring learning. The document also assesses current training methods used at Marks and Spencer and provides a systematic approach to planning training and development events.
This document discusses human resource development at Marks & Spencer. It covers several topics:
1. It compares different learning styles and explains that Marks & Spencer emphasizes a pragmatic learning style focusing on on-the-job training.
2. It explains the role of learning curves in tracking employee performance improvements as experience increases. Transferring learning from experienced to new employees is also important.
3. When planning training events, considering learning theories and styles helps tailor the events to different employee needs and skills. Marks & Spencer uses different training programs based on employee expertise.
This document provides details about a human resource management assignment on Marks and Spencer. It includes an executive summary and covers several learning outcomes related to understanding learning theories and styles, the learning curve, training needs at different levels, evaluating training events, and government skills initiatives. The assignment appears to analyze Marks and Spencer's training programs and evaluates the effectiveness of a specific event using documentation and feedback from customers, experts, and employees.
This document discusses human resource development at Marks & Spencer. It covers several topics:
1) It compares different learning styles employees may have and explains how Marks & Spencer uses a combination of on-the-job and off-the-job training to develop skills in employees with different styles.
2) It explains the importance of the learning curve and knowledge transfer in helping employees adapt to changes at Marks & Spencer and continuously improve.
3) When planning training events, it's important to assess learning styles and theories to design effective training tailored to employee needs and the company's objectives.
The document discusses human resource management and training at Marks & Spencer. It begins with an executive summary that outlines key learning objectives around understanding learning theories, evaluating training events, and government skills initiatives. It then provides details on Marks & Spencer's training methods, which follow a pragmatic learning style and focus on on-the-job and off-the-job training. Training needs and methods are compared for different employee levels. A systematic approach to training involving problem scenarios, discussion, and evaluation is also outlined. Methods for evaluating training events like the five-tiered approach are explained.
Marks and Spencer is a large UK retailer with over 65,000 employees. It provides both on-the-job and off-the-job training to improve employee performance and adaptability. The document discusses learning theories like Kolb's model that identifies different learning styles like accommodating, converging, diverging, and assimilating. It explains how M&S follows a diverging style using real-world experience and group work. The learning curve and knowledge transfer are important for improving skills as employees gain experience. Assessing learning styles helps M&S design effective training to develop employees and gain a competitive advantage.
This document provides an analysis of human resource management and training practices at Marks & Spencer. It discusses different learning styles and theories that influence training design. It also examines the importance of the learning curve and knowledge transfer for developing skills to address changing workplace needs. Government initiatives to support skills development are also assessed. The training evaluation methodology, analysis of a specific event, and review of evaluation methods are documented. Overall the document aims to understand how Marks & Spencer utilizes training to enhance employee performance and adapt to challenges in the retail industry.
This document provides an analysis of training and development practices at Marks & Spencer. It discusses:
1. Different learning styles (activist, theorist, pragmatist, reflector) and how M&S follows a pragmatic style to help employees gain confidence through on-the-job training.
2. The importance of the learning curve and knowledge transfer for improving employee skills and career development as the company changes its strategies.
3. How assessing learning styles and theories contributes to planning effective training events by defining needs, learning types, and the most appropriate design to meet objectives.
This document provides an analysis of human resource management and training practices at Marks & Spencer. It discusses various learning theories and styles that influence training design. It also examines the learning curve and importance of transferring knowledge between experienced and new employees. Different training needs for staff levels are compared, and advantages and disadvantages of current training methods are assessed. Steps for systematic training planning are outlined. The document evaluates a training event using various techniques and documents the methodology, analysis, and review of the success of the event.
Autoglass is a successful windshield replacement company that has expanded from a small family business to 500 branches across Europe. It focuses on customer satisfaction and aims to be the best in the industry. Autoglass has shown it is in a strong position to face competition and future challenges based on its strategic planning, which includes understanding its mission to satisfy customers, vision of excellent customer service, and core competency of repairing any glass. Part of Autoglass's strategic planning also involves analyzing its competitive advantages using Ansoff's Matrix and considering strategies like market penetration, product development, market development, and diversification to continue its growth.
This document discusses strategic planning at Autoglass, a company that provides windshield repair and replacement services. It begins by outlining Autoglass's mission, vision, core competencies, and strategic intent, which is to maintain its position as the market leader. It then examines some key issues in Autoglass's strategic planning, including using Ansoff's matrix to analyze growth options and balancing top-down and bottom-up approaches. Finally, it discusses techniques Autoglass can use for strategic planning, such as scenario planning, SWOT analysis, and balanced scorecard.
Recent years have seen a disturbing rise in violence, discrimination, and intolerance against Christian communities in various Islamic countries. This multifaceted challenge, deeply rooted in historical, social, and political animosities, demands urgent attention. Despite the escalating persecution, substantial support from the Western world remains lacking.
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2. 1
Table of content
Content serial
Content name
Page no.
Executive summary
3
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
Page no.
2.1
Produce an organizational
Audit for Autoglass
10
2.2
Carry out an environmental
audit for Autoglass using at
least two approaches
Explain the significance of
stakeholders’ analysis in
relation to Autoglass
11
2.3
14
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
15
3.2
18
Task 4
Content serial
Content name
Page no.
4.1
Compare the roles and
19
Business Strategy
3. 2
4.2
4.3
Content serial
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
20
21
Content name
Page no.
Conclusion
Reference
22
23
Business Strategy
4. 3
Executive Summary:
Autoglass is acknowledged as the mortal union providing assort in the work business
scrutiny to the phytologist and different service providers. In the windshield pairing
manufacture Autoglass has shown a outstandingly large job in substantial the customers
and providing the unsurpassable windshield commutation or repairing assist. During a
summary in the industry 92% of the Autoglass customers were mitigated at their
assistance. Autoglass maintains a harmonic relationship between the customers and
employees because they anticipate that if employees are mitigated working in Autoglass
then they gift aid the customers many expeditiously and it gift c
providing services in an {efficient way. Autoglass is now the industry leader in the
industry and they are healthy in a becalm stride. They now hold 500 branches serving in
the Collection. Supported on the granted scenario and exploit through the Autoglass it can
be inferred that Autoglass is in a beardown function in the screen replacing business and
gift be healthy to grappling later challenges in a efficient and powerful mode.
Business Strategy
5. 4
Task 1
1.1 Explain the role of strategy, mission, visions, objective, goals and
core competencies of Autoglass
Autoglass Company Mission
Mission of the system is based on the verbalize situation and action guidelines according
which the employees are to fulfill to discover the objectives of the activity (Kotler, P.,
2000). The water emphasis of the Autoglass Organization is on the client's spirit and
providing the champion windscreen services to the customers (AutoglassCompany). By
fulfilling the missions, the vision of an organization takes concretize and the neutral
becomes clearer.
AutoglassCompanyVision:
Vision of the company is the succeeding intentions and reference that an organizations try
to succeed by defining the missions and mounting goals and objectives to attain (Kotler,
P., 2000). The modality of The Autoglass Organization is to nurture the customers
efficiently and cater the maximal train of satisfaction to the customers (Autoglass Set).
The sensation of delivery customers with integrity present further them to raise and set
boundaries in the manufacture.
AutoglassCore Competency:
A core competency is a idea of theory that specifies the factors that a commercialism sees
as focal to the way the friendship or its employees convert (Parceling M. R., 2010). Core
ability defines the core computation of an orderliness that make the enterprise missions
and visions of that peculiar organization (Kotler, P., 2000). In housing of Autoglass the
core ability is that they can supersede or amend any kindly of confused or damaged
screen of any work (Autoglass Indispensable Concerns Interested in Strategic thinking.
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,
Business Strategy
6. 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
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 status organization strategies and obligate strategies there are few alive issue that
pauperization to be advised. Supported on the casing, Ansoff's work can be victimized to
analyze the capitalistic advantages (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
Business Strategy
7. 6
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'sCompetitive Benefits
Autoglass provides the reward copulate of substitution windscreens. They are providing
individual services to customers regarding rotation screens and grabbing a antimonopoly
portion of the activity (Autoglass Set). As Auto glass is healthy day by day they can use
the Ansoff's pattern to analyze their agonistic advantages. The Ansoff's simulate is
donated below:
Autoglass are providing services to statesman than one cardinal customers having
problem with their windshields every year. Ansoff's helper of Maturation suggests digit
assorted sets of alternatives (Cornetist, G., &Kotler, P., 2006). Supported on the scenario
and investigate we scholarly that Autoglass is expanding its marketplace gradually and
has the potentiality to cater solon than they are doing now. So supported on the scenario,
Autoglass can couple customers with their existing products and also can introduce a new
associate of services (Moving Business, 2013). This quarter deciding strategies and
tackling the diametric types of risks. The strategies are:
Business Strategy
8. 7
Market penetration: By masses this strategy Autoglass can overmuch its
actual marketplace separate by selling and attracting solon of their
products. If it is through extensively Autoglass power regress centering on
their primary oblique.
Product development:Autoglass can inform to the industry a new product
that would workforce the existing products. But this strategy has a stark
drawback. If the customers unsuccessful to repeat the new product then it
would ensue in losing income.
Market employment:Autoglass is the marketplace feature in this screen
repairing manufacture. So they can variety Autoglass solon extensively
and try to snatch new customers to gain its marketplace divide.
Diversification:Autoglass can make a portfolio that testament open the
risks and limit the exit of revenue.
Autoglass also should give precedence to the geographic location where they should
manipulate and specify the minimum requirements of the suppliers to get the calibre set.
Autoglass Accompany is in top of its operative manufacture so they can growth the
growing grade in a stabilize fashion by satisfying both existing as advantageously as new
customers and growth its industry portion. Autoglass can set a five age maturation
strategy design based on the Ansoff's Growing Modeling to attain the take.
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 act is essentially the breaking strike of a system to realize
sensibility into its compositional sub-systems (Wheelen& Drive, T.L. &J.D., 2013).
Autoglass is using this formulation in their quantity utilization and they are pretty roaring
in using this formulation.
Business Strategy
9. 8
Bottom-Up: A bottom-up timing is the piecing together of systems to spring appear to
many interlacing systems, thusly making the daring systems sub-systems of the aborning
grouping (Wheelen& Hungriness, T.L. & J.D., 2013). Autoglass is using this way in their
bringing exercise to fill the customers and they are pretty winning in using this
approaching.
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.
ii.
iii.
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.
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.
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.
Business Strategy
10. 9
The organization should also be careful of incurring any unnecessary
costs.
Figure: BCG Matrix
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.
Business Strategy
11. 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
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.
The replaced or repaired windscreen provides the high visual clarity
The glasses replaced or repaired by Autoglass is capable of reducing further
damage.
Weaknesses
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
firms are providing such services.
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.
Threats
Business Strategy
12. 11
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.
Business Strategy
13. 12
2.2 Carry out an environmental audit for Autoglass using at least two
approaches
PESTLE psychotherapy is conducted to learn the process strategy in the industry and to
hear the attractiveness of the industry of process (Trumpeter, G., &Kotler, P., 2006). In
status to treat in an industry there are individual factors that needs to be accounted for
(Automotive Business, 2013). Organizations can increase opportunities and minify threats
by conducting Muller analysis.
PESTEL Analysis
• 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.
Environmen
tal
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14. 13
Porter’s Five forces analysis helps the direction to find and understand the boilersuit
environment of the manufacture (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.
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15. 14
2.3 Explain the significance of stakeholders’ analysis in relation to
Autoglass
The Stakeholders’ Grid:
High
Influence
(Latents)
High
Influence
High Interest
(Promoters)
Low
Influence
Low Interest
(Apathetic)
Low
Influence
High Interest
(Defenders)
Low Interest
Figure: Stakeholders’ Grid
1. The top right part refers to the stake holders who influences the strategies and
promote the products.
2. The top left part refers to the stakeholder who influences strategies but they
posses’ low interest in the organization.
3. The bottom right part refers to the stakeholders who have high interest but low
influence in the organization.
4. The bottom left part refers to the stakeholders who have low influence and low
interest in the organization.
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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16. 15
Task 3
3.1 Analyze possible alternatives strategies relating to substantive
growth, limited growth and retrenchment
Market Entry Strategy
Organic Growth
Merger
• 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 is the process by which two companies gets
united and turns into one entity through legal
consolidation. The beginning of Autoglass was through
such merger
Acquisition
• This is the process where one particular company
purchases another entire company and establishes itself
as the owner. In this process 100% or near 100%
ownership has to be bought
Strategic Alliance
• This is the process where two or more companies agree
upon a number of common objectives and share each
other’s resources to meet those objectives. This
approach is actually an idea that stays between the
concept of organic growth and merger or acquisition
Licensing
• It is the process through which a mother company
(licensor) allows another company (licensee) to use its
trademark and sell the products or services on the basis
of agreements on several terms. The terms include the
licensing fee that has to be paid to the licensor
Franchising
• It is the process, through which a company earns the
right to use another company’s trademark, business
model, operations where the franchisor gives the right to
the franchisee. For acquiring market share abroad,
Autoglass might use this approach by assigning
franchises in different locations
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17. 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 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
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18. 17
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
Michel Porter explained the popular strategies for anmethodology to control in the
manufacture. Companies use these strategies to make combative advantages (Kotler, P.,
2000). The strategies are:
a) Overall Cost Leadership
Based on the example it can be inferred that Autoglass is following the toll body in the
industry and they are message their services in the worst expenditure getable (Cosmonaut,
G., &Kotler, P. 2006). It is assistive to pull author customers and begin in the new mart.
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19. 18
b) Differentiation
Outlay leaders exclusive cannot help an system to enjoy profit from the market.
Differentiation is essential to alter in much profits and grabbing more customers
(Trumpeter, G., &Kotler, P. 2006). The Autoglass is offering 24/7 customer services to
specialize them from the others.
c) Focal Point
To turn activity in the business organizations needs to adapt on a circumstantial oblique
(Armstrong, G., &Kotler, P., 2006).Autoglass is absorption on serving the customers and
fit them for their money worth. Autoglass has prettify the superior screen repairing or
exchange force providers.
3.2 Select an appropriate future strategy for Autoglass
Considering future strategy Autoglass 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.In order to expand the market segment they need new strategies and new
products which can be helpful for them to thrive the market. So 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. 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.Because this
strategy is appropriate for the organizations growth and their core capabilities match with
the strategy.
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.
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20. 19
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.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.
Task 4
4.1 Compare the roles and responsibilities for strategy implementation
of Autoglass
Executing the policies within the methodology is incredibly obligatory and it carries a
distinct meaning for the organization's goodness (Arazy, O, &Gellatly, I., 2012). Within
the exploit of the policies it indicates to the policies that object chosen and thought of to
get acquire for the methodology. Considering the tactics policies are symptomless
formulated and reliable to ascertain if those policies are organization eligible or not
(Acquire Behavior, 2013). If the policies break to harmonize useful success then it's
turned trailing and thought of as bootless one. Autoglass necessary to use in depth
filtering procedures of the policies to snap and continue the marketplace apportion.
CEO of company is in propellant for motion the ideas into experience and creating a cue
within the business (Arazy, O, &Gellatly, I., 2012). To use efficient and strong policies
all the teams within the structure are one in the lowest stages of the belief and plan of
proceeding telephony which ends up in a very compartment ordered set up and also the
diversification or change of the techniques are assert able (Schultz, H.2006).
In order to attain the targeted activity share unobstructed and true statements are
indispensable. Communal visualizations are advantageously needful in indentifying and
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21. 20
inspecting the hypotheses, bases of the policies and take actions (Ivanauskiene, N,
&Auruskeviciene, V., 2009).
Managers ought to get and persuade the workers to effect the policies that are undertaken
expeditiously and effectively. Satisfying the spot, acquirement can end in employee spirit
and link in job ambience.
4.2 Evaluate resource requirements to implement a new strategy for
Autoglass
In tell to set the resources of Autoglass, the administration staleness superior prudish
materials and put them in the verbatim departments to engage the services. Autoglass has
prioritized its weak resources as a finish it became the prizewinning couple
businessperson of windscreens Autoglass additionally has fleet pairing which needs man
state additionally and that they quadrate instrument unadventurous concerning their
guardianship (Dessler, G., 2000). Hence Autoglass spends a lot in employment and
developing the abilities of the staff (Dessler, G., 2000).
In mentation of materials and instant part Autoglass is that the mastermind in the job as a
ensue of their discourse the most trenchant materials to reassert the sturdiness and country
of the customers and conjointly maintaining quantify in delivering the pairing (Autoglass
Consort).
In the specified situation the Autoglass Accompany is system in their resources and
efficient in evaluating the resources to make the most impelling and wholesome
conjugation. The quantity has also the try of state a dog set if it does not activity in any
receipts.
4.3 Discuss targets and timescales for achievement for Autoglass to
monitor a given strategy:
Evaluation of the benchmark outcomes:
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22. 21
Quarter Company need to bring up with the new strategies and look for the
1
feasibility of the new strategies whether the strategies would show in the
desired outcome. They could take the response of the customers and
determine what else the customers are looking for in case of the
windscreen repairing and replacing service. There have to be weekly and
monthly monitory working by the managers of the brunch.
Quarter During the other period Autoglass need to review their customer’s feedback as
well as they need to implement the desired strategies to expand their business.
2
The managers are responsible for collecting those feedbacks and take actions
towards it.
Quarter This is the quarter to gather information and collects research notes on the
executed strategies. The management has to find out gaps between the
3
estimated outcomes in response with the actual outcome. The GAP may occur
because of the lack of coordination or immaturity of the employees as well as
the managers.
Quarter Management is bound to organize more training programs to fill up the gap.
Thus the employees are able to achieve the organizational goal by the desired
4
manner.
Quarter
Through this quarter the company may achieve the expected results based on
5
the strategy making and the implementation method. If management fails in
achieving their objectives through the decided strategies, then they could
initiate new actions based on information like training methods of the
employees or rapid providing supporting hands to them.
Table: Evaluation of the outcomes
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23. 22
Conclusion
Autoglass has made the windscreen repairing or replacement easier for the customers and
providing services to the customers to their full satisfaction. The Autoglass Company has
the potential to grow and become one of the best windscreen replacement organizations in
the world. But in order to do that they need to re-organize their operations and follow the
prescribed path.
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24. 23
References
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