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
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.
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.
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.
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.
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 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
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.
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.
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.
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.
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 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 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.
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 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 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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
Substantive growth: Pursue international expansion by entering new markets in Europe and Asia through mergers and acquisitions.
Limited growth: Focus on market penetration and product development within the UK by offering new auto glass technologies and expanding services.
Retrenchment: Divest underperforming business units, cut costs, and downsize operations to improve profitability during an economic downturn.
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 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.
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 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 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.
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 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.
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 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 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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
Substantive growth: Pursue international expansion by entering new markets in Europe and Asia through mergers and acquisitions.
Limited growth: Focus on market penetration and product development within the UK by offering new auto glass technologies and expanding services.
Retrenchment: Divest underperforming business units, cut costs, and downsize operations to improve profitability during an economic downturn.
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 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.
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 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 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.
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.
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 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.
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.
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.
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.
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.
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.
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.
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.
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
Autoglass provides windshield repair and replacement services across Europe. They have grown from a small family business to 500 branches through focusing on customer satisfaction and effective service. The case analysis shows that Autoglass is well positioned to face competition and future challenges due to its strong market position and customer-centric approach.
Autoglass is a leading provider of windshield repair and replacement services in Europe. It focuses on meeting customer demands in a cost-effective manner. An analysis found that 92% of Autoglass customers were satisfied with the service. It currently has 500 branches across Europe. Given its strong position in the industry, Autoglass is well-positioned to face future challenges and continue growing steadily. It is the current market leader.
Autoglass is a leading provider of windshield repair and replacement services. It has 500 branches across Europe [SENTENCE 1]. An organizational audit of Autoglass found strengths in its low costs and safety standards, but weaknesses in promotion and advertising [SENTENCE 2]. Environmental analyses using PESTLE and Porter's Five Forces found that Autoglass is influenced by factors such as government policies, bargaining power of customers, and competitive rivalry in the industry [SENTENCE 3].
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 & 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.
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.
The document provides an analysis of Autoglass's business strategy, including its mission, vision, objectives, and core competencies. It examines strategic planning techniques for Autoglass like SWOT analysis, PESTLE analysis, Porter's Five Forces, and stakeholder analysis. The document also evaluates Autoglass's competitive advantages and provides recommendations for strategic growth using models like BCG matrix, PIMS, and SPACE. Overall, the document analyzes Autoglass's current strategy and provides suggestions to strengthen its market position.
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Architectural and constructions management experience since 2003 including 18 years located in UAE.
Coordinate and oversee all technical activities relating to architectural and construction projects,
including directing the design team, reviewing drafts and computer models, and approving design
changes.
Organize and typically develop, and review building plans, ensuring that a project meets all safety and
environmental standards.
Prepare feasibility studies, construction contracts, and tender documents with specifications and
tender analyses.
Consulting with clients, work on formulating equipment and labor cost estimates, ensuring a project
meets environmental, safety, structural, zoning, and aesthetic standards.
Monitoring the progress of a project to assess whether or not it is in compliance with building plans
and project deadlines.
Attention to detail, exceptional time management, and strong problem-solving and communication
skills are required for this role.
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1. AN Assignment On
BUSNINESS STRATEGY
Submitted:
Name:
ID:
Submitted To:
Date of Submission
Submitted To:
Date of Submission
1
2. Table of Contents:
Executive summary:........................................................................................................................ 3
Task 1 .............................................................................................................................................. 4
1.1 The Strategic contexts and Terminology: Missions, Visions, and Core Competencies: ...... 4
1.2 REVIEW THE VITAL ISSUES INVOLVED IN STRATEGIC PLANNING IN
AUTOGLASS ............................................................................................................................. 5
1.3 EXPLAIN MINIMUM THREE PLANNING TECHNIQUE FOR AUTOGLASS............. 8
Task 2: ........................................................................................................................................... 10
2.1 PRODUCE AN ORGANIZATIONAL AUDIT FOR AUTOGLASS ............................... 10
2.2 CARRY OUT AN ENVIRONMENTAL AUDIT FOR AUTOGLASS USING AT LEAST
TWO APPROACHES .............................................................................................................. 11
2.3 EXPLAIN THE SIGNIFICANCE OF STAKEHOLDERS’ ANALYSIS IN RELATION
TO AUTOGLASS .................................................................................................................... 13
Task 3: ........................................................................................................................................... 15
3.1 ANALYZE POSSIBLE ALTERNATIVES STRATEGIES RELATING TO
SUBSTANTIVE GROWTH, LIMITED GROWTH AND RETRENCHMENT..................... 15
3.2 SELECT AN APPROPRIATE FUTURE STRATEGY FOR AUTOGLASS ................... 18
Task 4: ........................................................................................................................................... 20
4.1 COMPARE THE ROLES AND RESPONSIBILITIES FOR STRATEGY
IMPLEMENTATION OF AUTOGLASS ................................................................................ 20
4.2 EVALUATE RESOURCE REQUIREMENTS TO IMPLEMENT A NEW STRATEGY
FOR AUTOGLASS .................................................................................................................. 21
4.3 DISCUSS TARGETS AND TIMESCALES FOR ACHIEVEMENT FOR AUTOGLASS
TO MONITOR A GIVEN STRATEGY .................................................................................. 21
Conclusion: ................................................................................................................................... 22
References: .................................................................................................................................... 23
2
3. Executive summary:
Autoglass Company, a windshield repair and replacement company has proven themselves as the
leading company through providing exquisite and dependable services to the customers in the
most effective, efficient and secured manner.
Various results and statistics indicate that they are being able to satisfy 92% of their customers.
Starting from a small family business they have become the most leading company consisting
five hundred branches not only in UK but also all over the Europe.Autogass emphasize on their
customer demands and conforming those demands in most economical mean.
Autoglass also focus on creating a positive workplace environment and attachment between the
workers and the customers. As a result Autoglass has become the leading service providing
company compared to others.
3
4. Task 1
1.1 The Strategic contexts and Terminology: Missions, Visions, and
Core Competencies:
Mission of the AutoglassCompany:
Providing maximum satisfaction to customers is the main mission of Autoglass Company
(AutoglassCopmany).This specific mission of customer satisfaction is accomplished by always
aiming to deliver best windscreen service requires planning of the perception of the organization
(Arazy, O, &Gellatly, I., 2012).
Vision of the AutoglassCompany:
Ensuring highest level of customer service is given most priority while preparing the vision of
Autoglass Company keeping its mission in mind. Although there is close competition among
organizations now a days, Autoglass Company is expanding its network rapidly while
maintaining customer satisfactory level of an excellent 92%. So this vision aids the company to
mark and define what should be the strategic boundaries (Arazy, O, &Gellatly, I., 2012).
Core Competency:
The ability of repairing or replacing any kind of broken or damaged glass of any kind of modelis
the core competency of the Autoglass Company (Arazy, O, &Gellatly, I., 2012). The company is
also providing brisk service to the customer which ensures customer satisfaction (Autoglass
Company).
Strategic Intent:
The concept of strategic intent suggests that there's a general outlook on while the enterprise
should to be going instead of a accurate affirmation of Associate in Nursing expected conclusion
and this suggests that there should to be galore of flexibility interior the declaration to permit for
employees start, cluster help and adaptation in light-weight of altered attenuating constituents
(Ivanauskiene, N, & Auruskeviciene, V., 2009). The strategic intent of Autoglass is to ascertain
itself because the market foremost constantly. They are doing all the undertakings to stay leader.
4
5. Role of Strategy of Autoglass:
The prime task in strategic administration is often the compilation and dissemination of the
illusion and thus the procedure affirmation. This summarizes, in essence, the understanding of a
business (Ivanauskiene, N, & Auruskeviciene, V., 2009). Autoglass has assembled their purposes
in theme conceiving in an exceedingly approach that the concepts sustain a unquestionable time
span interior the execution (Autoglass Company).
Objective and goals of Autoglass:
The foremost target of Autoglass is to guide their purchaser by repairing or refurbishing broken
windshield of any vehicle. The aim of Autoglass is to pattern their enterprise augment and aid
the international persons (Autoglass Company). They are expanding their enterprise by winning
the hearts of the purchasers.
1.2 REVIEW THE VITAL ISSUES INVOLVED IN STRATEGIC
PLANNING IN AUTOGLASS
While planning the strategies a few issues need to be identified (Armstrong, G., &Kotler, P.
2006). Autoglass is putting their aim on the customer’s fondness and clientele service. They have
come to the largest satisfaction grade in the service commerce just by restoring the windscreen in
a cost effective way. Now we will discuss the competitive advantage of Autoglass Company
from the given situation of this case.
Competitive advantage of Autoglass
Autoglass Company has been able to capture a huge share of the market regarding any kind of
service of windscreen (Arazy, O, &Gellatly, I., 2012). Now we need to analyze its competitive
advantage as it’s expanding day by day and Ansoff’s Growth Matrix technique will be used here
for this purpose (Armstrong, G., &Kotler, P. 2006).
5
6. Existing Product
Existing
Market
Market
Penetration
New
Market
New Product
Market
Development
Product
Development
Diversification
Figure: Ansoff’s Model
Ansoff’s Growth Matrix is a marketing tool that suggests four alternatives. Analyzing the case
study we have known that Autoglass Company can serve almost 1 million problem having
problem with their windscreen (Arazy, O, &Gellatly, I., 2012). So Autoglss Company can
introduce new product of side view mirrors concurrently with the present product. Various risks
are associated with the four Ansoff’s matrix strategies.
1. Market penetration:
A market design herewith a business searches for to recognize bigger dominance in the
market throughout which they currently are giving (Melody, Y. & Kevin, H., 2000). This
design typically focuses on apprehending a larger share of aide degree living market.
2. Product development:
A new product of “side view mirror” can be introduced to the existing market of
windscreen which aids to capture more customers
.
6
7. 3. Market development:
To capture new customers by attracting new customer groups helps to increase the
market share of the company which is the strategy of market development.
4. Diversification:
This strategy refers to the introduction of new product to minimize the risk associated
with old products.
Autoglass can have a fast growth by providing customer satisfaction, attracting and keeping
them. They can also develop new product to match the market demand and also set targets for a
time period of three years. For this time period selection of the suitable geographical area to
capture the market and efficient suppliers is necessary.
Definition of Top-Down and Bottom-Up
Informal Planning: Informal planning is that the methods while the supervisor or foremost of a
group evolves an inspiration with no one acknowledged structure and rigid organizations (Grant
M.R. 2010). Certain as shooting instant things managers use this approach while it's
conditionally significant to conceive any prescribed structure of coming up with or the timeline
for conceiving isn't sufficient. It’s important to command short allowance objectives of the
association.
Top-Down: A top-down approach is essentially the breaking down of a system to gain insight
into its compositional sub-systems (Grant M. R., 2010).Autoglass hasbeen successful in using
the approach in their product development.
Bottom-Up: A bottom-up approach is the piecing together of systems to give rise to more
complex systems, thus making the original systems sub-systems of the emergent system (Grant
M. R., 2010).Autoglass is successful in using this approach to provide the services to the
customers.
Behavioral Approach for Autoglass: Autoglass should to approach interior the top-down
procedure in alignment to capitalize their assets and to handle the affray within the future.
Autoglass could be a growing enterprise inside the commerce and therefore the service they're
undertaking won't be decent for them to contain on to the location inside the market. They have
7
8. to reach up with some expansion for his or her merchandise and market in alignment that they
could a wide-ranging marketplace for the purchasers.
1.3 EXPLAIN MINIMUM THREE PLANNING TECHNIQUE FOR
AUTOGLASS
1. BCG Growth Share Matrix:
Products of the Autoglass Company can be divided according to their priority and
maintain a harmony in the portfolio. The above matrix shows the 4 kind of consequences
that are faced by an organization (Armstrong, G., &Kotler, P. 2006). It also aids to
determine when to invest in the present product or when to withdraw all the earning form
the market and or whether to introduce a new deal.
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
Managers need to take decisions for a great quantity of cost from which the cash
will be generated and used.
The company will result in the cash cow and the Company can harvest cash from
the business if managers can make the business profitable and maintain a steady
market share.
ii.
Cash Cows: Low Growth but High Market Share
Applying this strategy may result in low market growth of the product but it will
also have the highest market share from which the organization will turn in
revenues and maintain income.
iii.
Dogs: Low Growth and Low Market Share
A time may arise after a certain period when revenue generation from the product
gradually stops. The organization should withdraw it’s invest from the business.
The organization should be able to eliminate any unnecessary cost.
iv.
Question Marks: High Growth but Low Market Share
It indicates to the products that are newly introduced in the market and will
gradually increase its acceptance rate to the customers.
8
9. There is a risk associated with this which is if market shared is not increased in
the future the organization will have to incur a loss. This is called making a dog
product.
2. Strategic Position & Action Evaluation Matrix (SPACE):
SPACE planning technique can be used to figure out the market requirements. This
matrix consists of four quadrants indicating the positions of the business organization and
what should be the reaction of the organization (Armstrong, G., &Kotler, P. 2006).
Taking Autoglass’s position in the market into consideration, aggressive strategy can be
used which also acts as the base for SWOT analysis.
3. Profit Impact of Market Strategy (PIMS):
PIMS is actually a type of database that supplies material evidence to facilitate policies
and principles for acquiring and maintaining competitive advantage. Autoglass would
possibly sustain people service information in alignment to research their values and
designing method in order that they will keep pathway of their accomplishment and
implementation of the methods.
9
10. Task 2:
2.1 PRODUCE AN ORGANIZATIONAL AUDIT FOR AUTOGLASS
SWOT Analysis
Strengths
Opportunities
•Low cost
•Safety
•Visual Clarity
•Avoiding further damage
•Increasing growth rate
•High presence in emerging economy
•New Product
SWOT
Weaknesses
Threats
•Less promotion of the brand
•Lack of advertisement
•Suppliers Competition
•Geographic Location
•Government Policy
Strengths
Figure: SWOT Analysis
Autoglass is providing services at relatively low price.
Sufficient safety features are included in the product
The replaced or repaired windscreen has high visual transparency.
Replaced or repaired glasses reduce the probability of further damage.
Weaknesses
Promotional activities of the brand are relatively slow.
Insufficient amount of advertisement.
Opportunities
As competition is less in the market because a few number of other windscreen
companies exist, Autoglas possess a huge possibility of expansion.
10
11. New products such as side view mirrors or rear view mirrors can be developed
concurrently with repairing and replacing the windscreen.
Large opportunity to grab the market.
Threats
It is always difficult to identify and select quality suppliers of raw materials.
Selection of geographical location is vital while selecting the location of the business.
The role of government policies is crucial in shaping the business market.
2.2 CARRY OUT AN ENVIRONMENTAL AUDIT FOR AUTOGLASS
USING AT LEAST TWO APPROACHES
The strategic decisions of an organization are influenced by the environment where the
organization will operate (Gómez, L, & Ballard, D., 2013).To understand the scenario of the
environmentPESTLE analysis is required to help the organization to maximize the opportunities
and minimize the threats.
Political
Different Political climate in differentcountries influences the business strategies.
Stability of governments:which refers to the future conditions in a country
Various taxation and subsidy policies.
Economical
Income level of people influences the organizational purchase
Level of economic activity that affects need for windscreen.
Socio-cultural
Attitude to a product, lifestyle and preferences influences the industry.
Culture and norms of a society influences the decision whether to own and use
automobiles or use other means of transport.
11
12. Technological
Available design technology.
Manufacturing technology.
Any tangible development in technology which will decrease the rate of windscreen
repairing.
Legal
Local rules and regulations relating to safety measures.
Product consuming and employment law.
Environmental
Various environmental features such as weather, climate, and climate change can affect
in the business.
To determine and help the management to understand the overall context of the industry, Porter’s
5 forces analysis is necessary (Gómez, L, & Ballard, D., 2013).
Porter’s 5 forces are:
1. The threat associated with new entrants.
Economies of Scale: This means scale economies in the production which is
generally considered as a relatively low threat in this industry.
Access to Distribution Channel:It refers to the ability to create demand and
distribution of product to the market.
Government Policy: Governments can limit amount of entry to an industry through
licensing requirements by restricting access to raw materials.
2. The bargaining power of customers
Number of supplier Companies: The purchasing power of the customers is mostly
controlled by no. of supplier companies.
Threat of Backward Integration:A threat always exists that a buyer can buy a
product and reproduces it by backward integration.
3. The threat of substitute products
12
13. Prices:Price is the most influencing factor. Customers will switch to the company
which offers products with lower price.
Access: Industryis now more accessible to the potential buyers.
4. The amount of bargaining power suppliers have
Number of Buyer Companies: This refers to the number of companies which are
purchasing raw materials for windscreen manufacturing from number of suppliers.
Threat of forward Integration: Suppliersalso pose a threat to integrate the same
product trough forward integration.
5. The intensity of the competitive rivalry
Number of Competitors: the number of competitors is comparatively low in this
industry.
Rate of Industry Growth:This industry possesses a large potential to become a huge
and vastly expanded industry.
Diversity of Rivals: The rivals may come with new and different ideas and it is most
likely to cross each other’s path and challengeeach other’s position.
2.3
EXPLAIN
THE
SIGNIFICANCE
OF
STAKEHOLDERS’
ANALYSIS IN RELATION TO AUTOGLASS
The stakeholders’ grid:
1. The top right part indicates the stake holders influencing the strategies and promoting 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 having high interest but low influence in
the organization.
4. The bottom left part indicates the stakeholders having low influence and low interest in
the organization.
13
14. Figure: Stakeholders’ Grid
Autoglass has mapped the stakeholders inside the association in order that the stakeholders will
gift their obligation in contemplate of the organization’s profit.
14
15. Task 3:
3.1
ANALYZE
POSSIBLE
ALTERNATIVES
STRATEGIES
RELATING TO SUBSTANTIVE GROWTH, LIMITED GROWTH
AND RETRENCHMENT
Market Entry Strategy
Organic Growth: When an enterprise association accomplishes development over its own
enterprise that is as identical because the starting of the organization, it's known as organic
development. It omits any development that's profited by pacing into the other enterprise or
amalgamation or acquisition.
Merger: Merger is that the method by two enterprises gets united and turns into one entity
through lawful consolidation. The start of Autoglass was through such amalgamation.
Acquisition: This is the method where one exact enterprise buys another entire enterprise and
sets up itself because the proprietor. Throughout this method 100% or near 100% ownership
needs to be acquired.
Strategic Alliance: This is the method while 2 or more companies acquiesce upon kind of
widespread objectives and share every other’s assets to fulfill those objectives. This approach is
wholeheartedly a notion that resides between the notion of organic development and connecting
or acquisition.
Licensing: It is the scheme through that a mother enterprise (licensor) allows another enterprise
(licensee) to use its trademark and deal the merchandise or services on the foundation of
affirmations on numerous time spans. The time span adopts the authorizing ascribe that desires
to be paid to the licensor.
Franchising: It is the strategy, through that a enterprise profits from the correct to use another
company’s trademark, enterprise kind, procedures while the franchisor supplies the correct to the
franchisee. For getting market share overseas, Autoglass may use this approach by circulation
franchises in distinct locations.
15
16. Substantive Growth
Horizontal Integration: In grade integration enterprise diversity or arrives by output facility of
affiliated or complementary merchandise (Melody, Y. & Kevin, H., 2000). Rarely it's going to
additionally occur that a corporation buys one amidst its competitors and pattern integration.
Autoglass would likely pattern such integration by connecting with alternate yield that's
affiliated with its dwelling merchandise.
Vertical Integration: In integration a corporation attachments with the enterprises or partners of
the offer string of links and in some situations all the partners of the string of attachments hold
below one proprietor (Melody, Y. & Kevin, H., 2000). Autoglass would likely recruit into
integration by linking with the suppliers and vendors.
Related Diversification: When a business elaborates its business with some diversification
within the dwelling line of merchandise (Arazy, O, & Gellatly, I., 2012). The new productions
rectangle measure alike to the present merchandise.
Unrelated Diversification: It is the procedure one times a enterprise recruits into diversification
by injecting new merchandise and services that doesn’t accept as true the dwelling merchandise
(Arazy, O, & Gellatly, I., 2012). It will be unrelated diversification if Autoglass starts
mercantilism home window crystal or attractiveness mirrors.
Limited Growth
Market Penetration: It means that penetrating the comparable market by giving comparable
worth against the worth of the competitors. This approach is engaged to instantly hit the
competitors by benefiting their customers. It’s normally utilised to complete sales development.
Market Development: It suggests that targeting new persons phases and appealing the nonbuying customers of that segment. It assists to extend the market share by adding new part of
shoppers. It’s pledge for Autoglass to develop the market by geographically increasing the
enterprise and returning to the shoppers.
Product Development: It means that evolving new merchandise that do not reside presently and
so appealing customers to get a lot of diversity of merchandise or services.
16
17. Innovation: It suggests that seeking out an solely new would like of the shoppers interior the
market and innovating replacement merchandise or service to rendezvous that need.
Disinvestment:
Retrenchment: A theme utilized by companies to scale back the variety or the last dimensions
of the methods of the business. This scheme is generally utilized so as to slash prices with the
aim of altering into an added financial steady enterprise.
Turn around: Turnaround may be a method dedicated to company renewal. It utilizes
investigation and progressing to save distressed companies and returns them to economic status.
Turnaround management involves management rethink, activity based mostly cost accounting,
origin malfunction determinants enquiry, and SWOT investigation to work out why the
enterprise is dropping short. So as to pattern a comeback inside the business associations got to
verify the base of the adversities and supported those adversities they have to pattern up new
procedures and values to trounce those matters.
Liquidation: When a firm is terminated or bankrupted, its assets rectangle measure recorded and
furthermore the advances pay creditors. Any leftovers rectangle measure distributed to
shareholders. Liquidating a firm is that the last stage of the firm’s survival. If no alternate
designs befit the organizations then it must deal its assets then ante up the shareholders and
stakeholders.
Divestment: The method of departure of buying into. Furthermore mentioned to as divestiture,
it's conceived for either economic or communal goals. Divestment is that the converse of buying
into. It the method of dragging out the assets operational and deals those to rendezvous the gap
inside the monetary matters and so as to liquidate the association divestment is significant for
any association.
Porter’s Generic Strategy
A scheming described by Michael Porter that contains three general strategies which are used by
companies to gain the competitive advantage (Armstrong, G., &Kotler, P. 2006). The standard
strategies are:
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18. Overall Cost Leadership
Differentiation
Focal Point
Overall Cost Leadership
AutoglassCompany uses the cost leadership approach to enter the market and helps to grab
attain customers than the competitors considering the situation mentioned in the case(Arazy,
O, &Gellatly, I., 2012).
Differentiation
Differentiation is necessary along with cost leadership to aid an organization to flourish its
business (Armstrong, G., &Kotler, P. 2006). Differentiation was introduced to the service of
theAutoglass Company by introducing 24/7 customer advising operations and the fleet
servicing.
Focal Point
Autoglassis now focusing on customer satisfaction and the services they are providing as
they are the market leader and best service provider in the UK market in repairing and
replacing windscreen (Arazy, O, &Gellatly, I., 2012).
3.2 SELECT AN APPROPRIATE FUTURE STRATEGY FOR
AUTOGLASS
In alignment to perplex the market segment Autoglass enterprise needs new designs and new
items which can be cooperative for them to flourish the market. So considering future design
they can investigate their market need and come to up with some development of the new
merchandise to diversify their services and apprehend a new market segment.
Autoglass should be following the vertical augments design to augment their enterprise. They
can accelerate with coalition with automakers to arrest the new market segment. Autoglass is in a
powerful location and they might be able to advance with the coalition with new associations.
Because this conceive is befitting for the associations development and their centre capabilities
agree with the conceive. Coalition with associated associations will endow Autoglass to put more
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19. aim on the customer’s preference and can develop new merchandise class to fulfill the desires of
the customers.
Only starting new merchandise line and increasing the market will not solely help the Autoglass
enterprise to expand in the market. Autoglass should absolutely reassess the answer of the
customers so that they might recognize what the customers are looking for and to what grade of
acceptance customer’s crave. Autoglass management yearns to differentiate the purposes and
responsibilities to the workers so that they can supply the largest degree of approval to the
customers.
The Autoglass is at present have a 92% acceptance rate amidst the customers. But with
expansion of the enterprise the acceptance rate might fluctuate and Autoglass need to assemble a
timescale for the new goals and elongation of the new services. Contemplating the location in the
business, Autoglass can provide a 5 quarters conceive that will be plentiful for Autoglass to
argue up with the affray and maintain coalition with the automakers to perplex the enterprise.
Autoglass can standard next 5 quarters to obey with concepts they have taken and fulfill the firm
promise to the customers.
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20. Task 4:
4.1 COMPARE THE ROLES AND RESPONSIBILITIES FOR
STRATEGY IMPLEMENTATION OF AUTOGLASS
Implementation and execution of the policy and principles of an organization has a significant
impact on the profit level (Gómez, L, & Ballard, D., 2013). Implementation means selection of
process which results in profit earning. The next phase is the tactical phase. In this phase policies
are reviewed to test the expediency of the policies that whether they have practical utility or not
(Ivanauskiene, N, &Auruskeviciene, V., 2009). Then a score is assigned to each policy and if
any policy fails to achieve successful score then it is rejected and most effective and efficient
policies are selected.
All the groups in the organization are united at all stages of the policy making and tactical
decision to implement most efficient and effective policies (Dessler, G., 2000). This procedure
results in plan coherency and tactics diversification or necessary modification becomes
possible.CEO of an organization makes a mark in the industry by turning these concepts into
reality.
Autoglass administration must compute the trading and sales ways to double-check the best
market share and sales. The sales cluster should to be developed during a means which will
continue with the affray inside the market. Creative advertisements in relevant localities would
probably facilitate an allotment throughout this regard. The centre competencies should to be
clearly concentrated to attractiveness the shoppers.
Transparent and unswerving statements are necessary to secure the targeted market share.
Communal visualizations are required in detecting and checking the propositions, bases of the
policies and propose actions (Gómez, L, & Ballard, D., 2013).
It is the job of a manager to motivate and influence the employees to ensure proper execution of
established plans. Target achievement fulfillingwill result in coherency in job environment and
job satisfaction within the employees.
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21. 4.2 EVALUATE RESOURCE REQUIREMENTS TO IMPLEMENT A
NEW STRATEGY FOR AUTOGLASS
Precisely choosing the right materials and making them available to the right departments when
necessary is important to evaluate the resources of Autoglass. As Autoglass is a service
providing company, careful handling of its large amount of employed human resources is
another major task. It already has 159 customer advisors working constantly to meet the varied
customers demand (Arazy, O, &Gellatly, I., 2012). So Autoglass requires a huge amount of
investment in proper training and developing the skills of the employees to maintain the best
service provision to the customers (Dessler, G., 2000). Autoglass emphasizes on maintaining the
highest standard of NVQ.
Timeliness in service schedule ensures highest order of company good will. One of the main
reasons Autoglass is now the leading Company is that it is maintaining its time schedule properly
and choosing best raw materials as well as ensuring enough safety features.
Autoglass Company is efficient in their resource planning and evaluating the resources
thoroughly to provide the best service in this given case situation.
4.3 DISCUSS TARGETS AND TIMESCALES FOR ACHIEVEMENT
FOR AUTOGLASS TO MONITOR A GIVEN STRATEGY
Evaluation of the benchmark outcomes:
Quarter 1
The company should be bring up with the strategies and find out the feasibility
of the strategies whether the strategies would reflect in the expected outcome.
They can take the feedback of the customers and find out what else they are
looking for in the windscreen repairing service. There should be weekly and
monthly monitoring by the line managers of the divisions.
Quarter 2
During the period Autoglass should review the customer’s feedback and
implement the desired plan to expand the business. The line managers should be
responsible for collecting the feedbacks and acting towards it.
Quarter 3
This is the quarter of gathering information and takes research note on the
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22. implemented strategies. The management should find out the gap between the
expected outcome and actual outcome. The GAP might occur because of lack of
coordination or inefficiency of the employees and line managers.
Quarter 4
Management should organize a training program to fill in the gap. So that the
employees can achieve the organization goal in desired manner.
Quarter 5
In this quarter the organization might achieve the desired results based on the
strategy making and the implementation method. If the management fails to
achieve the objectives through the strategies, then they have to initiate actions
based on information like training the employees or providing support to them.
Table: Evaluation of the outcomes
Conclusion:
Certain qualities are required to gain market share which have been accomplished by Autoglass.
Autoglass has valued their customer’s need as well as the employee’s. Customers are much
happier with the services of Autoglass than other companies of this industry. Autoglass has
conveyed discovery and excellence in their services as well as in the commerce. Their dedication
to win market share through clientele share has verified much more powerful than their
competitors. But in up to date world customers are much pickier and brain changing. They are
not as trusted as previous decades. So Autoglass has to initiate more discoveries in their business
to support the current place and to profit from more reputation.
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23. References:
Thibaut, J. and Laurens W.2012, 'Corporate Wikis: The Impact of Autoglasss in the Windscreen
industry, vol. 29, no. 3, pp. 87-116.
Armstrong, G., & Kotler, P. (2006). Marketing: An introduction (8th Ed.). New York: Prentice
Hall.
Autoglass Company. [ONLINE] Available at: http://www.autoglass.co.uk/Glass-repair-andreplacement.186.0.html. [Accessed 05 December, 2013].
Dessler, G., 2000. Human Resource Management. 5th ed. Delhi: Pearson.
Gómez, L, & Ballard, D., 2013, 'Communication for the Long Term: Information Allocation and
Collective Reflexivity as Dynamic Capabilities', Journal Of Business Communication,
vol. 50, no. 2, pp. 208-220
Grant M. R., (2010) – Contemporary Strategy Analysis, Amazon.co, Wiley Higher Ed; 7th
edition.
Schwarz, N., 2009, Change Management and Its preparation', Economics & Management, pp.
407-412.
Wheelen & Hunger, T.L. &J.D., 2013.Strategic Management and Business Policy. 5th ed. Delhi:
Pearson.
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