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.
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 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
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 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.
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 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.
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 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
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 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.
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 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.
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.
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.
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.
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.
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.
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.
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.
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.
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 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.
The document provides a sample business plan format consisting of 5 sections: 1) the business, 2) the entrepreneurs, 3) the sustainability impact, 4) the financial plan, and 5) supplemental data. The business section elaborates on the business proposal, production process, market structure, marketing and sales, company structure, and risks. The entrepreneurs section describes the team's experience and roles. The sustainability impact section quantifies the project's environmental and social benefits. The financial plan includes profit/loss, cash flow, and balance sheet statements. Supplemental data provides additional industry or market research.
The document provides a sample business plan format consisting of 5 sections: 1) the business, 2) the entrepreneurs, 3) the sustainability impact, 4) the financial plan, and 5) supplemental data. The business section elaborates on the business proposal, production process, market structure, marketing and sales, company structure, and risks. The entrepreneurs section describes the team's experience and roles. The sustainability impact section quantifies the project's environmental and social benefits. The financial plan includes profit/loss, cash flow, and balance sheet statements. Supplemental data provides additional industry or market research.
1) The document provides an overview of strategic planning and marketing concepts including defining strategic business units, identifying strategic alternatives using matrices, describing elements of the marketing mix and target market strategies, and explaining the importance of implementation, evaluation, and control of the marketing plan.
2) Key learning outcomes are identified relating to strategic planning, developing a mission statement, conducting a situation analysis to identify competitive advantages, setting objectives, and techniques for effective strategic planning.
3) Various exhibits and examples are referenced to illustrate strategic concepts like Ansoff's matrix, the BCG matrix, target market selection, and the marketing mix.
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.
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.
Entrepreneurship 2: Executive Summary & Business PlanBernard Leong
The document provides an overview of key components for an executive summary and business plan, including an introduction to the type of business, problem and opportunity, technology/product, management team, business strategy and route to market, operations timeline and milestones, financials and valuation, and exit strategy. It emphasizes concisely communicating the mantra, mission, and value proposition while avoiding excessive jargon when describing the technology or idea. Tips are also provided for discussing the management team, target customers and market research, market size and trends, and competitive advantages.
International Journal of Computational Engineering Research(IJCER)ijceronline
International Journal of Computational Engineering Research(IJCER) is an intentional online Journal in English monthly publishing journal. This Journal publish original research work that contributes significantly to further the scientific knowledge in engineering and Technology.
This document outlines the requirements for a stand-alone business plan project for an entrepreneurship class. Students must submit a 25-page business plan plus appendices for a new business venture of their choosing. The business plan must include 14 major sections (A-L) covering topics such as the executive summary, management team, market analysis, financial plan, and growth strategy. Each section specifies the type of information and level of detail required. The project is worth a total of 300 points and students are advised to work on it progressively throughout the course.
Product Portfolio Planning And Analysis PowerPoint Presentation SlidesSlideTeam
The document appears to be a slide deck for a product portfolio planning presentation. It includes slides on topics like the product launch process, market research findings, SWOT analysis, target customer profiles, marketing mix considerations, distribution channels, and pricing strategies. The slides provide templates and prompts for a presenter to customize with specifics about their product, market, and business.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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 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.
The document provides a sample business plan format consisting of 5 sections: 1) the business, 2) the entrepreneurs, 3) the sustainability impact, 4) the financial plan, and 5) supplemental data. The business section elaborates on the business proposal, production process, market structure, marketing and sales, company structure, and risks. The entrepreneurs section describes the team's experience and roles. The sustainability impact section quantifies the project's environmental and social benefits. The financial plan includes profit/loss, cash flow, and balance sheet statements. Supplemental data provides additional industry or market research.
The document provides a sample business plan format consisting of 5 sections: 1) the business, 2) the entrepreneurs, 3) the sustainability impact, 4) the financial plan, and 5) supplemental data. The business section elaborates on the business proposal, production process, market structure, marketing and sales, company structure, and risks. The entrepreneurs section describes the team's experience and roles. The sustainability impact section quantifies the project's environmental and social benefits. The financial plan includes profit/loss, cash flow, and balance sheet statements. Supplemental data provides additional industry or market research.
1) The document provides an overview of strategic planning and marketing concepts including defining strategic business units, identifying strategic alternatives using matrices, describing elements of the marketing mix and target market strategies, and explaining the importance of implementation, evaluation, and control of the marketing plan.
2) Key learning outcomes are identified relating to strategic planning, developing a mission statement, conducting a situation analysis to identify competitive advantages, setting objectives, and techniques for effective strategic planning.
3) Various exhibits and examples are referenced to illustrate strategic concepts like Ansoff's matrix, the BCG matrix, target market selection, and the marketing mix.
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.
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.
Entrepreneurship 2: Executive Summary & Business PlanBernard Leong
The document provides an overview of key components for an executive summary and business plan, including an introduction to the type of business, problem and opportunity, technology/product, management team, business strategy and route to market, operations timeline and milestones, financials and valuation, and exit strategy. It emphasizes concisely communicating the mantra, mission, and value proposition while avoiding excessive jargon when describing the technology or idea. Tips are also provided for discussing the management team, target customers and market research, market size and trends, and competitive advantages.
International Journal of Computational Engineering Research(IJCER)ijceronline
International Journal of Computational Engineering Research(IJCER) is an intentional online Journal in English monthly publishing journal. This Journal publish original research work that contributes significantly to further the scientific knowledge in engineering and Technology.
This document outlines the requirements for a stand-alone business plan project for an entrepreneurship class. Students must submit a 25-page business plan plus appendices for a new business venture of their choosing. The business plan must include 14 major sections (A-L) covering topics such as the executive summary, management team, market analysis, financial plan, and growth strategy. Each section specifies the type of information and level of detail required. The project is worth a total of 300 points and students are advised to work on it progressively throughout the course.
Product Portfolio Planning And Analysis PowerPoint Presentation SlidesSlideTeam
The document appears to be a slide deck for a product portfolio planning presentation. It includes slides on topics like the product launch process, market research findings, SWOT analysis, target customer profiles, marketing mix considerations, distribution channels, and pricing strategies. The slides provide templates and prompts for a presenter to customize with specifics about their product, market, and business.
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.
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 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 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.
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.
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 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 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 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 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.
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 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.
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.
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.
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 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 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 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 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.
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.
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.
2. Table of content
Content serial
Content name
Page no.
Executive summary
2
Content serial
Content name
Page no.
1.1
Missions, Visions, and Core 3
Competencies
Vital Concerns Involved in 3
Strategic planning
Three
techniques
for 5
Autoglass
Task 1
1.2
1.3
Task 2
Content serial
Content name
2.1
Organizational
Autoglass
2.2
Environmental Audit for 8
Autoglass
Significance of stakeholders
9
2.3
Audit
Page no.
on 6
Task 3
Content serial
Content name
Page no.
3.1
3.2
Alternative Strategies
Future Strategies
10
11
Task 4
Content serial
4.1
Content name
Page no.
Roles and Responsibilities 13
4.2
for Strategy Implementation
Evaluation of the Resources
13
Content serial
Content name
Page no.
Reference
15
1
3. Executive Summary:
From the very beginning of the growth of Autoglass; they are emphasizing the major concern on customer’s
satisfaction and to provide services in the most efficient and effective way. According to the customers
opinion Autoglass is number one service provider among all other opponents in the market. Relating with
other companies they are way ahead in course of customer demand. In the windshield servicing industry
Autoglass has become a brand name not only for satisfying the customers but also for providing the best
windshield replacement or repairing service. It was statistically estimated that with the service of Autoglass
92% customers are well satisfied. The company maintains a sound and professional relationship among the
customers and employees. Their core value is, if the employees are satisfied by working in Autoglass, they
would provide more efficient service and quality finishing and ultimately customers will like that and would
be satisfied.
Autoglass is currently the market leader in their sphere of the industry and they are growing in a steady pace.
They are now operating with almost 500 branches serving in the Europe. Under the above circumstances it is
clear that Autoglass holds a very strong base in the market and are well prepared to take some challenges to
boost their revenue. They surely hold a good fortune for their upcoming future and will be more prosperous.
2
4. Task 1
1.1 Missions, Core Competencies, and Visions:
Autoglass Company Mission:
All the future missions of an organization are fixed before starting to execute strategies to fulfill all the
missions and those missions are formed based on the ongoing situations of the organization. Autoclass
Company prepare all those activities by focusing on customer satisfaction. By fulfilling the missions, an
organization takes shape and the objective becomes clearer.
Autoglass Company Core Competency:
Core competencies characterize the core operations of an organization. A core competency is a concept of
theory that specifies the factors that a business sees as central to the way the company or its employees work
(Grant M. R., 2010). It shapes the business missions and visions of that particular organization (Kotler, P.,
2000). In case of Autoglass the core competency is that they can replace or repair any kind of broken or
damaged windshield of any model, no matter what (Autoglass Company).
Autoglass Company Vision:
Vision of an organization is the future intentions and target that an organizations try to achieve by defining
the missions and setting goals and objectives to accomplish (Kotler, P., 2000). It’s like foreseeing the future.
The vision of The Autoglass Company is to serve the customers efficiently and provide their customers with
the highest level of satisfaction (Autoglass Company). The vision of serving their customers with integrity
and loyalty is expected to lead them to grow and set the boundaries higher in the industry.
Strategic Intent:
The notion of strategic intent proposes that there is a general outlook on where the business should be going
rather than a decisive affirmation of an anticipated outcome and this means that there should be abounding of
flexibility inside the statement to allow for employees start, group contribution and adaptation in
lightweightweight of changed attenuating factors (Ivanauskiene, N, &Auruskeviciene, V., 2009). The
strategic intent of Autoglass is to see itself as the market foremost habitually. They are doing all the
undertakings to remain foremost.
Role of strategy of Autoglass:
The major task in strategic management is commonly the compilation and dissemination of the illusion and
the method affirmation. This outlines, in essence, the raison d'etre of an association (Ivanauskiene, N,
&Auruskeviciene, V., 2009). Autoglass has amassed their purposes in scheme making in a way that the
designs maintain an exact time span in the execution (Autoglass Company).
3
5. Objective and goals of Autoglass:
The foremost target of Autoglass is to satisfy their clientele by fixing or refurbishing broken windscreen of
any vehicle. The aim of Autoglass is to make their enterprise augment and aid the global clientele (Autoglass
Company). They are increasing their enterprise by triumphant the hearts of the customers.
Strategic Architecture of Autoglass:
The strategic architecture of any association is the method of answering the five rudimentary inquiries of
making the scheme. The inquiries are compilation of “What”, “What Else”, “What More”, “What Now”,
“How” (Grant M. R., 2010). By responding these questions Autoglass forms their strategic organisations of
the company.
1.2 Vital Concerns Involved in Strategic planning
In order plan strategies and implement operations there are some vital issues that are needed to be
considered. Based on the case, Ansoff’s model can be used to analyze the competitive advantages of
Autoglass Company (Kotler, P., 2000).
Autoglass is putting their focus on the customer’s preference and customer service. They have reached the
highest satisfaction level in the service industry just by replacing the windscreen in a cost effective way.
Autoglass should be customer oriented and try to increase their service portfolio in order to meet with the
competition.Given the circumstances in the case we can enquiry the competitive benefits of Autoglass.
Autoglass’s Competitive Benefits:
Autoglass offers the premium service of replacing or repairing windscreens. Not only that, they are also
providing their customers with several other services regarding wind screens problems. By doing so they are
grabbing a fair share of the market (Autoglass Company). As Autoglass is growing day by day, they can use
the Ansoff’s model to analyze their competitive advantages over others. The Ansoff’s model is given below:
4
6. Autoglass is providing services to more than one million customers who are having problems with their
windshields every year. Ansoff’s model of Growth suggests four different sets of alternatives (Armstrong,
G., &Kotler, P., 2006). Based on the scenario and research, we learned that Autoglass is expanding its
market gradually and has the capability to serve more than they are doing now. So based on the present
scenario, Autoglass can serve customers with their existing products and can also introduce them with new
means of services (Automotive Industry, 2013). These four alternative strategies face different types of risks.
The strategies are:
Market penetration:A marketing strategy hereby an organization hunt for gain greater ascendency in a
market in which it even now has an offering (Melody, Y. & Kevin, H., 2000). This strategy frequently
focuses on seizing a larger share of a dominant market. In this strategy Autoglass can rise its market
segments by selling more of their products and attract more customers.
Product development: By product development we mean either inventing a new product or improving old
products with new features. Autoglass can introduce a new product to the market that would complement the
existing products. But this strategy has a severe drawback. If the customers failed to interpret the new
product features, then it would result in losing revenue.
Market development: Market development means to improve and retain market position for the products of
a company. Autoglass is the current market leader in this windshield repairing industry. So they can brand
Autoglass more extensively and try to grab new customers to increase its market share.
Diversification:Autoglass can create a portfolio of products that will divide up the risks and reduce the
chance of revenue loss.
Autoglass also should emphasize on the geographic location where they should operate and specify the
minimum requirements of the suppliers to get the quality products and the quantity required. Autoglass
Company is in top of its operating industry. So they have the options to increase the growth rate in a steady
manner by satisfying both existing as well as potential customers and increase its market share. Autoglass
can set a five years growth strategy plan based on the Ansoff’s Growth Model to achieve their target.
5
7. Definition of Top-Down and Bottom-Up
Informal planning:Informal planning is the method where the manager or foremost of a group evolves a
design without any accepted structure and rigid structures (Grant M.R. 2010). For certain instant positions
managers use this approach where it is not absolutely vital to pattern any patternal structure of designing or
the timeline for designing is not enough. It is important to double-check short term objectives of the
organization.
Top Down: A top-down approach is essentially the breaking down of a system to gain insight into its
compositional sub-systems (Wheelen& Hunger, T.L. &J.D., 2013). Autoglass is implementing this approach
in their product R&D and they are pretty successful. This approach would help them to attain their goals.
Bottom-Up: A bottom-up approach is the piecing together of systems to give rise to more complex systems,
thus making the original systems sub-systems of the emergent system (Wheelen& Hunger, T.L. & J.D.,
2013). Autoglass is using this approach in their service development to satisfy the customers and they have
been pretty successful by using this approach.
Behavioral Approach for Autoglass:
Autoglass ought to approach in the Top-Down process in order to take advantage of their assets and to grip
the rivalry in the future. Autoglass is a rising company in the service business and the facility they are
providing will not be adequate for them to clench on to the situation in the market. They need to arise with
some developments for their merchandise and market so that they might an expanded market for the clients.
1.3 Three techniques for Autoglass
In order to grow in the industry, Autoglass can use three techniques, and they are:
1. BCG Growth Share Matrix
Autoglass can design their products in such a manner where they can differentiate their products and also
maintain a harmony in the product portfolio (Kotler, P., 2000). It will also help Autoglass to determine the
time and place of a new investment in new product development and when to extract all the earnings from
that product.
6
8. High Growth and
High Market Share
(STARS)
Low Growth but
High Market Share
(CASH COWS)
•This strategy deals with
high amount of cash
and the management
determine the overall
cash flow in business.
•The star businesses are
prior to become cash
cows in the future and
management can
harvest from the
business venture.
•When the products
starts to lose its market
share and growth rates
decline then the
product falls into dogs
category. The
organizations should
divest from the business
at this moment.
•Management should
watch over any
unnecessary expenses.
High Growth but
Low Market Share
(QUESTION
MARKS)
•The newly introduced
products are the
member of this
category and have the
potential of growth
maximization.
•The product has also
the risk of being a
trouble product if any
revenue is not received
from it.
7
Low Growth but
High Market Share
(CASH COWS)
•From the matrix, we can
see the product which
has low growth but high
market share is the
steady business and
generates steady
revenue
9. 2. Strategic Position & Action Evaluation Matrix (SPACE)
Autoglass can use the SPACE matrix to determine the demand and requirements of the customers to operate
and make strategies to expand the market for their product (Armstrong, G., &Kotler, P., 2006). SPACE
matrix has four different segments. Each quadrant explains the organizations position and the course of
actions required (Kotler, P., 2000). As Autoglass is holding a strong position in the market, they can use the
aggressive strategies to capture and spread their market. It will also help them in determining the SWOT of
the organizations.
3. Profit Impact of Market Strategy (PIMS)
PIMS is a kind of database that gives solid information and evidence to support the policies that are
undertaken to gain competitive advantages.
8
10. Task 2
2.1 Organizational Audit on Autoglass:
SWOT Analysis
•Visual Clarity
•Low cost
•Safety
•New Product
•Emerging
economy
Strengths
Opportunities
Weaknesses
Threats
•Promotion
•Advertisement
•Geographic
Location
•Government
Policy
Strengths
Unlike others, Autoglass provides high quality products at low cost.
The safety features in the product are high.
They produce windshields with highest possible visual clarity.
Weaknesses
Autoglass has very poor promotion system.
They hardly advertise their product.
Opportunities
Windshield replacing or repairing is present in emerging economy.
Development of new products creates new opportunities.
Threats
9
11. Operation in unnecessary locations is loss of capital.
Government policies shape the business environment.
2.2 Environmental Audit for Autoglass
10
12. PESTLE analysis is helpful to find out the accurate operational strategy of an organization. It also glorifies
the operation methods of the company. Several factors are needed to be accounted to operate an organization.
By using the PESTLE analysis organizations can maximize their opportunities and nullify the threats.
What is PESTLE analysis?
Political
Political
climate in any
country
determines the
attractiveness
of the business.
Economical
Socio-cultural
Technological
Legal
Purchasing
capacity of the
people
determines
cost and level
of service in
the industry.
Lifestyle and
preferences
shapes an
industry.
Technology
relating the
designs.
Law regarding
safety
measures is
important.
Some things
are beyond
control of the
organizations
such as
weather,
climate and
climate change.
Government
stability is
important
because it may
affect the
future
decisions.
Organizations
need to pay
taxes and
taxation
policies affect
the industry.
The need for
replacing
windshield is
represented by
the level of
economical
activity
Environmental
The decision to
own an
automobile
and need to
replace
windshield
depends on the
social norm.
Technology of
windshield
manufacture.
Employment
and consumer
law is highly
emphasized.
Porter’s five forces
Porter’s five forces analysis helps the management to determine and understand the overall context of the
industry (Kotler, P., 2000).
Porter’s five forces are:
11
13. 1. The threat of new entrants
Economies of Scale: This is generally a low
threat and it measures the scale of
economy in the production.
Government Policy: Government policy
can limit the entry and exit barrier in an
industry.
2. The bargaining power of customers
Threat of Backward Integration: Organizations face the risk of backward integration with
the suppliers.
3. The threat of substitute products
Prices: Prices play an important role in any
industry. Buyers may shift from one
product to another just because of price
sensitivity.
Access: Buyers access in the industry is
now a day’s much easier than before.
4. The amount of bargaining power suppliers have
Threat of forward Integration: Organizations face the risk of forward integration with
the suppliers. With the help suppliers, buyers can make the same products that are
offered by another company.
5. The intensity of the competitive rivalry
Number of Competitors: Competitor’s
number plays an important role in pricing
strategy.
Diversity of Rivals: The rivals challenge
and cross each other’s path in making and
implementing strategies.
12
14. 2.3 Significance of stakeholders
The stakeholders’ grid:
1. Promoters: It refers to the stakeholders who influence the strategies and also has high interest.
2. Latent’s: It refers to the stakeholders who influence strategies but has low interest.
3. Apathetic: It refers to the Stakeholders who has low interest and seldom influences the strategies.
4. Defenders: It refers to the stakeholders who have low influence in the strategy making but high interest.
The stakeholders are reserved in four arrangements so that every stakeholder has their exact rights and burdens in
esteem of the making the policies for the organization which will be applied for the improvement of the organization.
Autoglass has charted the stakeholders in the business so that the stakeholders can complete their duty in esteem of the
organization’s advantage.
13
15. Task 3
3.1 Alternative Strategies
Organic Growth: Aback a business alignment achieves beforehand over its own business which is as above
as the alpha of the organization, it is declared amoebic growth. It excludes any beforehand that is acquired by
accepting into any added business or accord or acquisition.
Merger: Accord is the activity by which two companies gets affiliated and turns into one commodity
through accustomed consolidation. The alpha of Autoglass was through such merger.
Acquisition: This is the activity breadth one authentic accession purchases accession complete accession and
establishes itself as the owner. In this activity 100% or beside 100% diplomacy has to be bought.
Strategic Alliance: This is the activity breadth two or added companies accept aloft a basal of accustomed
objectives and allocation ceremony other’s assets to accommodated those objectives. This admission is
actually an absorption that stays amidst the absorption of amoebic beforehand and accord or acquisition.
Licensing: It is the activity through which a mother accession (licensor) allows accession accession
(licensee) to use its cast and accustom the accessories or casework on the abject of agreements on several
terms. The acceding board the licensing fee that has to be paid to the licensor.
Franchising: It is the process, through which a accession earns the adapted to use accession company’s
trademark, business model, operations breadth the franchisor gives the adapted to the franchisee. For
accepting exchange allocation abroad, Autoglass adeptness use this admission by allocation franchises in
adapted locations.
Substantive Growth:
Horizontal Integration: In accumbent amalgamation a accession forms or acquires accession adeptness of
accompanying or accustomed accessories (Melody, Y. & Kevin, H., 2000). Sometimes it may additionally
arise that a accession purchases one of its competitors and appraisal integration. Autoglass adeptness
appraisal such amalgamation by bandage with added accession that are accompanying to its complete
products.
14
16. Vertical Integration: In vertical amalgamation a accession links with the companies or accessory of the
accession alternation and in abounding cases all the accessory of the alternation breach below a audible client
(Melody, Y. & Kevin, H., 2000). Autoglass adeptness accredit into vertical amalgamation by bandage with
the suppliers and distributors.
Related Diversification: Aback a accession expands its business with some changeabout in the complete
achievement bandage (Arazy, O, &Gellatly, I., 2012). The new productions are affiliated to the complete
products.
Unrelated Diversification: It is the activity aback a accession engages into changeabout by introducing new
accessories and casework that doesn’t bender with the complete achievement bandage (Arazy, O, &Gellatly,
I., 2012). It can be altered changeabout if Autoglass starts diplomacy home window glasses or adorableness
mirrors.
Limited Growth
Market Penetration: It bureau bitter the advancing exchange by alms advancing bulk abut the bulk of the
competitors. This admission is acclimated to instantly beforehand the competitors by accepting their
customers. It is about acclimated to accession sales growth.
Market Development: It bureau targeting new chump segments and adorable the non-buying bargain of that
segment. It helps to admission the exchange allocation by abacus new allocation of customers. It is attainable
for Autoglass to beforehand the exchange by geographically accession the business and all-encompassing the
customers.
Product Development: It bureau developing new accessories that do not accept currently and appropriately
adorable bargain to buy added varieties of accessories or services.
Innovation: It bureau attractive out an actually new allegation of the bargain in the exchange and innovating
a new achievement or annual to accommodated that need. Autoglass adeptness try to arrangement out such
allegation in the exchange and accustom an innovated achievement or service.
Disinvestment:
Retrenchment:An activity acclimated by corporations to allay the array or the all-embracing admeasurement
of the operations of the company. This activity is about acclimated in acclimation to cut costs with the
appetite of adequate an added cyberbanking constant business.
15
17. Turn around: Turnaround administering is a activity committed to accumulated renewal. It uses appraisal
and planning to save afflicted companies and allocation them to solvency. Turnaround administering
involves administering review, activity based costing, base aborticide causes analysis, and SWOT appraisal
to activate why the accession is failing. In acclimation to achieve a advance in the industry organizations
allegation to accession out the base of the problems and based on those problems they allegation to achieve
up new strategies and behavior to afflicted those problems.
Liquidation: Aback a business or abutting is assured or bankrupt, its assets are ample and the accretion pay
creditors. Any array are advertisement to shareholders. Liquidating a abutting is the aftermost date of the
firm’s survival. If no addition strategies accept with the organizations afresh it needs to accustom its assets
and afresh pay up the shareholders and stakeholders.
Divestment: The activity of diplomacy an asset. Additionally accustomed as divestiture, it is bogus for either
cyberbanking or agreeable goals. Abnegation is the adverse of investment. It is the activity of diplomacy out
the assets in operation and sells those to accommodated the gap in the cyberbanking problems and in
acclimation to banknote the alignment abnegation is all-important for any organization.
Porter’s Generic Strategy
Michael Porter explained the general strategies for an organization to operate in the industry. Companies
usethese strategies to gain competitive advantages (Kotler, P., 2000). The strategies are:
Overall Cost Leadership
Differentiation
Focal Point
16
18. Overall Cost
Leadership
Differentiation
Focal Point
Based on the case it
can be inferred that
Autoglass is following
the cost leadership in
the industry and they
are offering their
services in the lowest
cost possible
(Armstrong, G.,
&Kotler, P. 2006). It is
helpful to attract more
customers and enter in
the new market.
Cost leadership alone
cannot help an
organization to enjoy
profit from the market.
Differentiation is
necessary to bring in
more profits and
grabbing more
customers (Armstrong,
G., &Kotler, P. 2006).
The Autoglass is
offering 24/7 customer
services to differentiate
them from the others.
To improve business in
the industry
organizations needs to
focus on a specific
objective (Armstrong,
G., &Kotler, P., 2006).
Autoglass is focusing on
serving the customers
and satisfy them for
their money worth.
Autoglass has become
the best windshield
repairing or replacing
service providers.
3.2 Future Strategies
In instruction to increase the market section Autoglass Company wants new policies and new products which
can be cooperative for them to flourish the market. So in view of future policy they can mature a BCG
growth share matrix and arrange a product assortment from which they can decide their upcoming strategies
(Gudonaviciene, R. &Rutelione, A., 2009).
Autoglass should be following the vertical growth approach to raise their business. They can go with
association with automakers to apprehension the new market segment. Autoglass is in a strong place and they
might be capable to go with the association with new organizations. As this strategy is suitable for the
organizations evolution and their core competences match with the policy. Alliance with connected
organizations will allow Autoglass to put additional focus on the client’s preference and can grow new
product group to achieve the needs of the clienteles.
Only opening new product streak and expanding the marketplace will not single-handedly help the Autoglass
Company to enlarge in the market. Autoglass should continually review the response of the clienteles so that
they might distinguish what the customers are watching for and to what level of gratification customers want.
Autoglass management prerequisites to describe the roles and accountabilities to the staffs so that they can
deliver the highest level of gratification to the customers.
17
19. The Autoglass is currently have a 92% satisfaction rate amongst the customers. But with growth of the
business the gratification rate might vary and Autoglass need to shape a period for the new aims and
extension of the new facilities. Considering the location in the business, Autoglass can deliver a 5 year plan
that will be adequate for Autoglass to cope up with the rivalry and maintain association with the automakers
to enlarge the business. Autoglass can benchmark 2019 to comply with policies they have taken and achieve
the pledge to the customers.
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20. Task 4
4.1 Comparison of Roles and Responsibilities for Implementing Strategies:
Now a day’s one of the vital issues of doing business is “Strategy and Policy Execution”. If the decisions are
taken perfectly and wisely; and if those decisions are executed properly then the organization will must
flourish with a vast growth and big amount of profit. The top level management is not for doing only their
own job, rather they need to spread their eye throughout the whole organization and have a vision of every
single threat of distant future. They have to prepare new plans and execute various strategies to overcome
every obstacle of anomaly market situations. For any company like Autoglass, to understand the market
situations and to evaluate every possible strategy is the foremost duty and responsibility of management and
this is a very significant role for the organization.
The figure-head of any organization, CEO or President or Managing Director has to play a vital role in the
organization. Though that is a complex job but is a significant one. Before attending any formal discussion
he need to analyze the present and future condition of the organization compared with the market situation.
He also needs to be willing to maintain a harmony in the workplace and the output of the employees which
ensures success of his decisions.
Autoglass administration has to actuate the business and sales strategies to ensure the best bazaar allotment
and sales. The sales aggregation should be developed in a way that can accumulate up with the antagonism in
the market. Effective advertisements in accordant areas ability advice a lot in this regard. The amount
competencies should be acutely focused to allure the customers.
Moreover, before finalizing any strategy the figure-head need to have real access to the reliable statistics and
information. Outdated or fabricated information can cause ruin to any objective. So apart from the internal
duties the management needs to keep eye on the outside world and concern about all the relevant news of the
market.
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21. 4.2: Resource Evaluation for New Strategy:
Allocation of sufficient resources is the most important key for the production and supportive activities. A
company management needs to have a clear idea about the place from where he will produce or import
necessary resources and how could he allocate those resources. Here management should identify the
common place where maximum portion of the production are being produced and what are the services
depends on that sector. For Autoclass, they give the most priority on human resources and they think that is
the key resource and using that resource they serve the customer better than their competitors. That’s why
they posses 159 customer advisors working 24/7 for serving their customers. Fleet service is one of their
additional customer services which make them special. Autoglass is sanctioning more money for their further
improvement in employee training and quality services. They already scored 92% customer satisfaction.
To provide the best product they ensure highest safety and durability. Autoglass put much more allocation
than other companies to posses the best raw materials for glass. As per the given case description, Autoglass
is a successful company for maintaining the quality and allocating sufficient and good quality of raw
materials.
20
22. 4.3 Discuss targets and timescales for achievement for Autoglass to monitor a given
strategy:
Evaluation of the benchmark outcomes:
Quarter
The company ought to be point out with the methods and conclude the
1
practicability of the methods whether or not the methods would replicate within
the expected outcome. They will take the feedback of the shoppers and conclude
what else they're searching for within the screen repairing service. There ought to
be weekly and monthly observance by the road managers of the divisions.
Quarter
During the amount Autoglass ought to review the customer’s feedback and
2
implement the required conceive to expand the business. The road managers
ought to be answerable for aggregation the feedbacks and acting towards it.
Quarter
This is the quarter of gathering data and takes analysis note on the enforced
3
methods. The management ought to conclude the gap between the expected
outcome and actual outcome. The GAP would possibly occur owing to lack of
coordination or unskillfulness of the workers and line managers.
Quarter
Management ought to organize an educational program to fill within the gap. So
4
the workers are able to do the organization goal in desired manner.
Quarter
In this quarter the organization would possibly deliver the goods the required
5
results supported the strategy creating and therefore the implementation
technique. If the management fails to attain the objectives through the methods,
then they need to initiate actions supported data like coaching the workers or
providing support to them.
21
23. Conclusion:
All owners of houses with broken windows can stay in calm and have some relaxation because all their
tension are being handled by Autoglass, the best glass making Company. For several years Autoglass is
making high quality glasses and earning more and more trust from their customer. Surely they are providing
the best products with best services (Schultz 2013). They have proved their potentiality by putting their
competitors far behind them. Autoglass initiated the required and effective strategies to keep ahead in the
race. Surely they are going more far ahead in the coming future.
22
24. Reference
Armstrong, G., & Kotler, P., (2006). Marketing: An introduction (8thed.). New York: Prentice Hall.
Autoglass
Company.
[ONLINE]
Available
at:
http://www.autoglass.co.uk/Glass-repair-and-
replacement.186.0.html. [Accessed 11 November, 2013].
Automotive Industry: Market Research Reports, Statistics and Analysis. 2013. Automotive Industry: Market
Research
Reports,
Statistics
and
Analysis.
[ONLINE]
Available
http://www.reportlinker.com/ci02294/Automotive.html. [Accessed 19 November, 2013].
Kotler, P., 2000. Marketing Management. 5th ed. New Delhi: Prentice hall of India.
Schultz, H., (2006). Discover the Traits of Top Management [online]. S.N.[Accessed 30 November, 2013].
Wheelen& Hunger, T.L. &J.D., 2013.Strategic Management and Business Policy. 5thed. Delhi: Pearson.
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