This document analyzes the market for hybrid and electric vehicles in the United Kingdom using several frameworks. It first provides an overview of the UK car manufacturing market and people's perceptions of Volkswagen in the country. It then summarizes Porter's five forces model and the competitive climate model for analyzing an industry's structure and competitive environment. The majority of the document involves a PESTEL analysis of the political, economic, social, technological, environmental, and legal factors affecting the hybrid/electric vehicle market in the UK. Key points analyzed include the government's purchase incentives for these vehicles, investments in battery technology, emissions regulations, and demographic trends. Finally, it examines growth drivers and performs five forces analyses of new entrants, supplier power
This document discusses the growing importance of purpose for organizations. It argues that having a clear purpose provides alignment, connects an organization more meaningfully to key audiences, and provides an essential foundation for planning. Purpose can no longer just be about outputs or profits, but must focus on creating positive human outcomes. Customers and society increasingly expect organizations to have a meaningful purpose that improves lives and makes a positive impact. The document examines the types of purposes organizations can have and the implications of becoming a purpose-led company, including the need to demonstrate authenticity, simplicity, visibility and using purpose as an anchor for all communications and decisions.
Intuit is an American software company headquartered in California that develops financial and tax preparation software. It employs over 8,200 people. Intuit is known for its high focus on research and development and creating user-friendly products based on customer needs, resulting in loyal customers. However, it faces threats of intense competition and economic slowdowns. Intuit's success is attributed to its aggressive customer research through visiting customers' homes and incorporating customer feedback into products, which helped it gain significant market share over Microsoft's competing product and remain the leader in its industry.
Royal Philips Electronics is a Dutch multinational conglomerate founded in 1891. Headquartered in Amsterdam, Philips has diversified operations in healthcare, lighting, and consumer electronics. In 2014, Philips reported revenues of €21.39 billion from its 105,365 employees across more than 60 countries. Philips has undergone restructuring initiatives to address financial struggles and shift to a more technology-focused brand known for innovation in areas like lighting solutions, healthcare equipment, and male grooming products.
A Study on Nike (Portfolio, SBU Analysis, Marketing Mix, Strategic Alliance)Mohiur Rahman Adnan
Nike is a leading sports brand that uses sports to inspire people and drive innovation. It has footwear, sportswear, equipment, and accessories divisions. It sells products through authorized retailers and showrooms in countries like the US and India. Nike sees opportunities to grow through new product development, expanding into new markets and regions like North America, strategic alliances for products, promotions, logistics and pricing, and bringing inspiration to all athletes worldwide.
Strategic Management Report on Automotive sector.Nayan Momaya
This document provides a summary of the automotive industry in India and globally. It discusses the size and growth of the Indian automobile market. It outlines the production and export trends in India and provides global production statistics. It also describes the various components that make up the automotive industry supply chain and discusses some of the major players in the Indian car manufacturing market like Maruti Suzuki, Mercedes Benz, BMW and others.
Nike is the world's largest supplier of athletic shoes and apparel. It was founded over 50 years ago and owns several other brands. While Nike dominates many sports markets, it faces challenges such as a declining basketball business and increased competition in women's athleisure. The document analyzes Nike's brand architecture, portfolio, extensions and revitalization efforts. It also compares Nike to its main competitor, New Balance, on their brand elements, marketing programs, and inventory. Recommendations are made to help Nike strengthen its brand against rivals.
NTT Docomo launched i-mode in 1999, becoming Japan's dominant mobile internet service provider. Key to i-mode's success were affordable prices, small handsets, an email system optimized for mobile use, and a large selection of content from partners. However, i-mode soon faced challenges from competitors gaining market share and complaints about its control over the mobile content market in Japan. When trying to expand internationally, i-mode encountered different consumer behaviors and business models in the US and European markets.
This document discusses the growing importance of purpose for organizations. It argues that having a clear purpose provides alignment, connects an organization more meaningfully to key audiences, and provides an essential foundation for planning. Purpose can no longer just be about outputs or profits, but must focus on creating positive human outcomes. Customers and society increasingly expect organizations to have a meaningful purpose that improves lives and makes a positive impact. The document examines the types of purposes organizations can have and the implications of becoming a purpose-led company, including the need to demonstrate authenticity, simplicity, visibility and using purpose as an anchor for all communications and decisions.
Intuit is an American software company headquartered in California that develops financial and tax preparation software. It employs over 8,200 people. Intuit is known for its high focus on research and development and creating user-friendly products based on customer needs, resulting in loyal customers. However, it faces threats of intense competition and economic slowdowns. Intuit's success is attributed to its aggressive customer research through visiting customers' homes and incorporating customer feedback into products, which helped it gain significant market share over Microsoft's competing product and remain the leader in its industry.
Royal Philips Electronics is a Dutch multinational conglomerate founded in 1891. Headquartered in Amsterdam, Philips has diversified operations in healthcare, lighting, and consumer electronics. In 2014, Philips reported revenues of €21.39 billion from its 105,365 employees across more than 60 countries. Philips has undergone restructuring initiatives to address financial struggles and shift to a more technology-focused brand known for innovation in areas like lighting solutions, healthcare equipment, and male grooming products.
A Study on Nike (Portfolio, SBU Analysis, Marketing Mix, Strategic Alliance)Mohiur Rahman Adnan
Nike is a leading sports brand that uses sports to inspire people and drive innovation. It has footwear, sportswear, equipment, and accessories divisions. It sells products through authorized retailers and showrooms in countries like the US and India. Nike sees opportunities to grow through new product development, expanding into new markets and regions like North America, strategic alliances for products, promotions, logistics and pricing, and bringing inspiration to all athletes worldwide.
Strategic Management Report on Automotive sector.Nayan Momaya
This document provides a summary of the automotive industry in India and globally. It discusses the size and growth of the Indian automobile market. It outlines the production and export trends in India and provides global production statistics. It also describes the various components that make up the automotive industry supply chain and discusses some of the major players in the Indian car manufacturing market like Maruti Suzuki, Mercedes Benz, BMW and others.
Nike is the world's largest supplier of athletic shoes and apparel. It was founded over 50 years ago and owns several other brands. While Nike dominates many sports markets, it faces challenges such as a declining basketball business and increased competition in women's athleisure. The document analyzes Nike's brand architecture, portfolio, extensions and revitalization efforts. It also compares Nike to its main competitor, New Balance, on their brand elements, marketing programs, and inventory. Recommendations are made to help Nike strengthen its brand against rivals.
NTT Docomo launched i-mode in 1999, becoming Japan's dominant mobile internet service provider. Key to i-mode's success were affordable prices, small handsets, an email system optimized for mobile use, and a large selection of content from partners. However, i-mode soon faced challenges from competitors gaining market share and complaints about its control over the mobile content market in Japan. When trying to expand internationally, i-mode encountered different consumer behaviors and business models in the US and European markets.
Lenovo acquired IBM's personal computer business in 2005 in order to globalize and expand beyond its success in China. This gave Lenovo the ThinkPad and ThinkCentre brands to leverage. However, it also introduced challenges in merging cultures and establishing Lenovo's brand identity globally against strong competitors like HP and Dell. Lenovo addressed this by focusing on a master Lenovo brand, restructuring to integrate IBM and Lenovo teams, and a phased branding strategy that transitioned awareness from IBM/ThinkPad to the Lenovo brand over time. By 2014, Lenovo had become the largest personal computer manufacturer in the world with 19.2% of the global market.
The document provides an overview of Cadbury Schweppes PLC, including its operations strategy, processes, human resource management, capacity planning, lean systems, supply chain design, and location planning. Cadbury originated in Birmingham in 1824 and has since expanded globally, operating in over 60 countries with around 65,000 employees. It faces competition from other large confectionery companies and must manage various constraints in its business operations.
Research Report on Unilever Globally (By Seetal Daas and Group)Seetal Daas
This document is a presentation by Group 3 on Unilever. It summarizes that Unilever is a British-Dutch multinational consumer goods company with over 400 brands and a turnover of €48.4 billion in 2014. It operates in 190 countries and has over 174,000 employees. Unilever aims for responsible growth through programs improving handwashing, water, oral health and self-esteem that reached over 300 million people by 2013. The presentation includes information on Unilever's history, logo, vision, objectives, organizational structure, global ranking, product offerings across foods, beverages and home/personal care, marketing, pricing, SWOT analysis, and advertising and selling techniques.
A formal innovation strategy can help firms achieve success in new product development. This presentation presents Merle C Crawford's (1980) four innovation strategies and mentions some of the myths associated with each. For more on innovation and innovation management in Asia and beyond, check out http://www.brokenbulbs.com
Thanks a lot!
Maruti Suzuki has grown significantly over the past 25 years from a time when the Indian auto industry was stagnant. It established joint ventures to develop the component industry in India and introduced new management practices. Today it is a major contributor to Suzuki's global business and is working to become a research and development hub outside of Japan. Maruti focuses on developing its suppliers through programs like Maruti Production System to continuously improve operations across the supply chain.
Infosys case study by Harvard for Infosys consultingAswin Roy
Infosys is an Indian multinational corporation that provides business consulting and information technology services. It has a wide range of clients across different industries and does work such as software development, independent validation services, and consulting. Infosys has a vision to be a globally respected corporation that provides best-in-class business solutions using technology. It uses strategies like expanding into new markets, moving up the value chain, and focusing on high value services to achieve its business goals.
This document proposes an integrated online marketing campaign for Maggi noodles to rebuild its reputation after a food safety controversy. The campaign includes online reputation management through social media responses and blogs, as well as social media campaigns around festivities and mothers. It also outlines plans for search engine optimization, mobile apps, customer loyalty programs, and integrated online and offline advertising approaches like a "Test My Maggi" mobile van campaign. The goal is to engage customers, attract new audiences, convert leads and delight customers through an always-on, integrated marketing strategy.
Asian Paints aims to become one of the top five decorative coatings companies worldwide by leveraging its expertise in emerging markets and building long term value in industrial coatings through global partnerships. It intends to provide paints according to market demand and ensure desired levels of quality customer service. Titanium dioxide and petroleum-based raw materials constitute 30-50% of Asian Paints' total manufacturing costs. Asian Paints has efficient supply chain, inventory, and logistics management practices that help reduce costs and increase profit margins relative to competitors. It utilizes information technology systems like SAP and I2 to integrate its supply chain and improve customer satisfaction.
Presentation on 'Competing on Resources', article by David J. Collins & Cynth...Himanshu Arora
This document summarizes the resource-based view of strategy. It discusses:
1. The evolution of strategic theories from focusing on industry structure to recognizing the importance of a firm's internal resources.
2. How the resource-based view sees firms as collections of tangible and intangible assets that determine effectiveness and competitive advantage.
3. Five tests to determine if a resource is competitively valuable - inimitability, durability, appropriability, substitutability, and competitive superiority.
4. Strategic implications around identifying, investing in, upgrading, and leveraging resources to meet the five tests and gain competitive advantage.
This document provides an overview of Bayerische Motoren Werke (BMW) Group. It discusses BMW's history beginning in 1916 as an aircraft engine manufacturer. It expanded into motorcycles and automobiles after World War I. The document outlines BMW's corporate governance structure and organizational structure. It also details BMW's various brands including BMW, Mini, and Rolls-Royce vehicles. BMW's product portfolio across brands is examined. The document summarizes BMW's international activities, operating in over 140 countries with production, research, dealership and sales networks spread globally.
NIKE's brand equity is a major intangible asset that contributes significantly to the company's overall valuation. In its annual reports, NIKE represents its strong brand equity through figures like goodwill, trademarks, and identifiable intangible assets. NIKE's senior management believes investments in areas like product innovation, personalization, and manufacturing are crucial to increasing brand equity and driving profitable growth. They cite the brand's leadership position and foundation for long-term expansion. Recent acquisitions like Virgin Mega further NIKE's commitment to digital innovation and serving athletes. Proper reporting of brand equity in annual reports can boost investor confidence by clarifying its impact on market performance and strategic decisions.
As a team, we had to provide a PowerPoint presentation with audio narration that includes the following:
A summary of the problems facing Luis Morales as he began implementing Ben Fisher's international expansion strategy.
A summary of the organizational changes he made in response to those problems.
A summary of the true value of the Sterling Partners consulting services that they provided.
An overview of what Morales should recommend.
A call to action regarding what Ben Fisher should decide.
LG Electronics began in 1958 as Goldstar, producing electronics and appliances. It is now a global leader, with over 83,000 employees worldwide. LG aims to be a leader in digital technology through innovation. It has a wide product line including TVs, computers, mobile phones, and home appliances. While it faces strong competition from Samsung and others, LG has strengths in its technology focus, brand recognition, and large distribution network. It looks to increase market share through new markets, products, and maintaining high quality.
The document provides a PESTEL analysis of India. It discusses the following key points in 3 sentences:
India has a stable federal republic government system with several national political parties. Economically, India has a market-based economy and is one of the fastest growing major economies in the world. Socially, India has a large and growing population that is increasing the purchasing power of Indian consumers.
Nike was established in 1960 in Oregon by Phil Knight and Bowerman and has since expanded from the US to international markets. It takes its name from the Greek goddess of victory. Initially starting small with limited resources, Nike was able to grow significantly through endorsement contracts with top athletes and guerrilla marketing tactics. However, it failed to recognize emerging markets like aerobics and women customers. It has since strengthened its brand through sponsorship of sporting events and established brand personality and equity.
Maruti suzuki - Operations Management New Product Launch .Prasoon Jadhav
This document discusses Maruti Suzuki's operations and recommendations for expanding production of its Pegasus SUV model. It provides details on the vehicle's dimensions and performance. It recommends expanding production capacity to 6000 units per month across two shifts. A new plant site in Pantnagar, Uttarakhand is proposed due to its developed infrastructure, proximity to suppliers and labor, and room for future expansion. Layout, scheduling, and critical success factors are also discussed. Risks from macroeconomic, political, and micro-level factors are examined.
The document provides an analysis of Maruti Suzuki India Limited (MSIL). It includes an analysis of the general environment, automotive industry, MSIL's competitors, and MSIL's value chain, operations, and capabilities. Key points analyzed include MSIL's manufacturing excellence, strong distribution network, customer relationship management initiatives, and focus on safety, quality, and productivity. The document also discusses MSIL's facilities and production processes as well as its green philosophy of reducing, reusing, and recycling resources.
Perfetti adopted a distribution strategy focused on small retailers and pop outlets. It created a multi-tiered distribution system dividing its 11 brands into two non-conflicting groups (P1 and P2) to be purchased separately. This addressed retailers' unwillingness to buy substitute brands together. While its incentives structure upset channel members, it aimed to keep products flowing through specific focused areas by tailoring margins and incentives.
Siemens Corporate Strategy and Proposed AcquisitionFrancesco Colombo
Siemens is considering acquiring KiteGen, a company focused on harnessing high altitude wind energy through kite technology. Siemens is a global technology leader with businesses in electrification, automation, and digitalization. The acquisition of KiteGen could provide Siemens a competitive advantage in renewable energy and allow it to exploit an untapped energy source. KiteGen relies on numerous patents for its kite technology but requires significant financial resources for development. The proposed acquisition price of €260 million is based on the market value of KiteGen's patents and could provide attractive returns given Siemens' large operating cash flows. The acquisition fits with Siemens' strategic focus on innovation and renewable energy.
This case study analyzes the compensation plan of Asahi India Glass. [1] Previously, compensation was straight commission based on performance, which led to job insecurity. [2] The new plan includes a 70% basic salary plus 30% point-based commission structure. [3] This provides greater job security while still incentivizing performance through incremental commissions. The new plan addresses issues with the previous straight commission plan.
General Overview and Forecasting of Factors Affecting the Use of Electric Veh...ijtsrd
This document summarizes factors that influence the adoption of electric vehicles. It discusses that while many countries are promoting EVs to reduce emissions, the adoption rate varies significantly between countries. It identifies several key factors that affect EV energy usage and adoption rates, including vehicle technology, infrastructure and charging availability, climate and weather, driver behavior, trip characteristics, and public policy support like incentives. The document concludes that a mix of policies is needed to further promote EVs, such as continuing to reduce costs of EVs and charging infrastructure.
Rolls-Royce Motor Cars Ltd (RR) manufactures and distributes luxury automobiles globally. The document analyzes how political, economic, social and technological factors impact RR. It finds that the Conservative party best supports RR's growth through tax cuts and reduced regulations to allow expansion. However, environmental policies from other parties pose challenges to RR's carbon footprint. Intercultural communication is also vital as 90% of RR's sales are international.
Lenovo acquired IBM's personal computer business in 2005 in order to globalize and expand beyond its success in China. This gave Lenovo the ThinkPad and ThinkCentre brands to leverage. However, it also introduced challenges in merging cultures and establishing Lenovo's brand identity globally against strong competitors like HP and Dell. Lenovo addressed this by focusing on a master Lenovo brand, restructuring to integrate IBM and Lenovo teams, and a phased branding strategy that transitioned awareness from IBM/ThinkPad to the Lenovo brand over time. By 2014, Lenovo had become the largest personal computer manufacturer in the world with 19.2% of the global market.
The document provides an overview of Cadbury Schweppes PLC, including its operations strategy, processes, human resource management, capacity planning, lean systems, supply chain design, and location planning. Cadbury originated in Birmingham in 1824 and has since expanded globally, operating in over 60 countries with around 65,000 employees. It faces competition from other large confectionery companies and must manage various constraints in its business operations.
Research Report on Unilever Globally (By Seetal Daas and Group)Seetal Daas
This document is a presentation by Group 3 on Unilever. It summarizes that Unilever is a British-Dutch multinational consumer goods company with over 400 brands and a turnover of €48.4 billion in 2014. It operates in 190 countries and has over 174,000 employees. Unilever aims for responsible growth through programs improving handwashing, water, oral health and self-esteem that reached over 300 million people by 2013. The presentation includes information on Unilever's history, logo, vision, objectives, organizational structure, global ranking, product offerings across foods, beverages and home/personal care, marketing, pricing, SWOT analysis, and advertising and selling techniques.
A formal innovation strategy can help firms achieve success in new product development. This presentation presents Merle C Crawford's (1980) four innovation strategies and mentions some of the myths associated with each. For more on innovation and innovation management in Asia and beyond, check out http://www.brokenbulbs.com
Thanks a lot!
Maruti Suzuki has grown significantly over the past 25 years from a time when the Indian auto industry was stagnant. It established joint ventures to develop the component industry in India and introduced new management practices. Today it is a major contributor to Suzuki's global business and is working to become a research and development hub outside of Japan. Maruti focuses on developing its suppliers through programs like Maruti Production System to continuously improve operations across the supply chain.
Infosys case study by Harvard for Infosys consultingAswin Roy
Infosys is an Indian multinational corporation that provides business consulting and information technology services. It has a wide range of clients across different industries and does work such as software development, independent validation services, and consulting. Infosys has a vision to be a globally respected corporation that provides best-in-class business solutions using technology. It uses strategies like expanding into new markets, moving up the value chain, and focusing on high value services to achieve its business goals.
This document proposes an integrated online marketing campaign for Maggi noodles to rebuild its reputation after a food safety controversy. The campaign includes online reputation management through social media responses and blogs, as well as social media campaigns around festivities and mothers. It also outlines plans for search engine optimization, mobile apps, customer loyalty programs, and integrated online and offline advertising approaches like a "Test My Maggi" mobile van campaign. The goal is to engage customers, attract new audiences, convert leads and delight customers through an always-on, integrated marketing strategy.
Asian Paints aims to become one of the top five decorative coatings companies worldwide by leveraging its expertise in emerging markets and building long term value in industrial coatings through global partnerships. It intends to provide paints according to market demand and ensure desired levels of quality customer service. Titanium dioxide and petroleum-based raw materials constitute 30-50% of Asian Paints' total manufacturing costs. Asian Paints has efficient supply chain, inventory, and logistics management practices that help reduce costs and increase profit margins relative to competitors. It utilizes information technology systems like SAP and I2 to integrate its supply chain and improve customer satisfaction.
Presentation on 'Competing on Resources', article by David J. Collins & Cynth...Himanshu Arora
This document summarizes the resource-based view of strategy. It discusses:
1. The evolution of strategic theories from focusing on industry structure to recognizing the importance of a firm's internal resources.
2. How the resource-based view sees firms as collections of tangible and intangible assets that determine effectiveness and competitive advantage.
3. Five tests to determine if a resource is competitively valuable - inimitability, durability, appropriability, substitutability, and competitive superiority.
4. Strategic implications around identifying, investing in, upgrading, and leveraging resources to meet the five tests and gain competitive advantage.
This document provides an overview of Bayerische Motoren Werke (BMW) Group. It discusses BMW's history beginning in 1916 as an aircraft engine manufacturer. It expanded into motorcycles and automobiles after World War I. The document outlines BMW's corporate governance structure and organizational structure. It also details BMW's various brands including BMW, Mini, and Rolls-Royce vehicles. BMW's product portfolio across brands is examined. The document summarizes BMW's international activities, operating in over 140 countries with production, research, dealership and sales networks spread globally.
NIKE's brand equity is a major intangible asset that contributes significantly to the company's overall valuation. In its annual reports, NIKE represents its strong brand equity through figures like goodwill, trademarks, and identifiable intangible assets. NIKE's senior management believes investments in areas like product innovation, personalization, and manufacturing are crucial to increasing brand equity and driving profitable growth. They cite the brand's leadership position and foundation for long-term expansion. Recent acquisitions like Virgin Mega further NIKE's commitment to digital innovation and serving athletes. Proper reporting of brand equity in annual reports can boost investor confidence by clarifying its impact on market performance and strategic decisions.
As a team, we had to provide a PowerPoint presentation with audio narration that includes the following:
A summary of the problems facing Luis Morales as he began implementing Ben Fisher's international expansion strategy.
A summary of the organizational changes he made in response to those problems.
A summary of the true value of the Sterling Partners consulting services that they provided.
An overview of what Morales should recommend.
A call to action regarding what Ben Fisher should decide.
LG Electronics began in 1958 as Goldstar, producing electronics and appliances. It is now a global leader, with over 83,000 employees worldwide. LG aims to be a leader in digital technology through innovation. It has a wide product line including TVs, computers, mobile phones, and home appliances. While it faces strong competition from Samsung and others, LG has strengths in its technology focus, brand recognition, and large distribution network. It looks to increase market share through new markets, products, and maintaining high quality.
The document provides a PESTEL analysis of India. It discusses the following key points in 3 sentences:
India has a stable federal republic government system with several national political parties. Economically, India has a market-based economy and is one of the fastest growing major economies in the world. Socially, India has a large and growing population that is increasing the purchasing power of Indian consumers.
Nike was established in 1960 in Oregon by Phil Knight and Bowerman and has since expanded from the US to international markets. It takes its name from the Greek goddess of victory. Initially starting small with limited resources, Nike was able to grow significantly through endorsement contracts with top athletes and guerrilla marketing tactics. However, it failed to recognize emerging markets like aerobics and women customers. It has since strengthened its brand through sponsorship of sporting events and established brand personality and equity.
Maruti suzuki - Operations Management New Product Launch .Prasoon Jadhav
This document discusses Maruti Suzuki's operations and recommendations for expanding production of its Pegasus SUV model. It provides details on the vehicle's dimensions and performance. It recommends expanding production capacity to 6000 units per month across two shifts. A new plant site in Pantnagar, Uttarakhand is proposed due to its developed infrastructure, proximity to suppliers and labor, and room for future expansion. Layout, scheduling, and critical success factors are also discussed. Risks from macroeconomic, political, and micro-level factors are examined.
The document provides an analysis of Maruti Suzuki India Limited (MSIL). It includes an analysis of the general environment, automotive industry, MSIL's competitors, and MSIL's value chain, operations, and capabilities. Key points analyzed include MSIL's manufacturing excellence, strong distribution network, customer relationship management initiatives, and focus on safety, quality, and productivity. The document also discusses MSIL's facilities and production processes as well as its green philosophy of reducing, reusing, and recycling resources.
Perfetti adopted a distribution strategy focused on small retailers and pop outlets. It created a multi-tiered distribution system dividing its 11 brands into two non-conflicting groups (P1 and P2) to be purchased separately. This addressed retailers' unwillingness to buy substitute brands together. While its incentives structure upset channel members, it aimed to keep products flowing through specific focused areas by tailoring margins and incentives.
Siemens Corporate Strategy and Proposed AcquisitionFrancesco Colombo
Siemens is considering acquiring KiteGen, a company focused on harnessing high altitude wind energy through kite technology. Siemens is a global technology leader with businesses in electrification, automation, and digitalization. The acquisition of KiteGen could provide Siemens a competitive advantage in renewable energy and allow it to exploit an untapped energy source. KiteGen relies on numerous patents for its kite technology but requires significant financial resources for development. The proposed acquisition price of €260 million is based on the market value of KiteGen's patents and could provide attractive returns given Siemens' large operating cash flows. The acquisition fits with Siemens' strategic focus on innovation and renewable energy.
This case study analyzes the compensation plan of Asahi India Glass. [1] Previously, compensation was straight commission based on performance, which led to job insecurity. [2] The new plan includes a 70% basic salary plus 30% point-based commission structure. [3] This provides greater job security while still incentivizing performance through incremental commissions. The new plan addresses issues with the previous straight commission plan.
General Overview and Forecasting of Factors Affecting the Use of Electric Veh...ijtsrd
This document summarizes factors that influence the adoption of electric vehicles. It discusses that while many countries are promoting EVs to reduce emissions, the adoption rate varies significantly between countries. It identifies several key factors that affect EV energy usage and adoption rates, including vehicle technology, infrastructure and charging availability, climate and weather, driver behavior, trip characteristics, and public policy support like incentives. The document concludes that a mix of policies is needed to further promote EVs, such as continuing to reduce costs of EVs and charging infrastructure.
Rolls-Royce Motor Cars Ltd (RR) manufactures and distributes luxury automobiles globally. The document analyzes how political, economic, social and technological factors impact RR. It finds that the Conservative party best supports RR's growth through tax cuts and reduced regulations to allow expansion. However, environmental policies from other parties pose challenges to RR's carbon footprint. Intercultural communication is also vital as 90% of RR's sales are international.
Externalities of the Car Industry - First Ch. MSc Thesisserena boccardo
This document discusses the environmental and social externalities of the car industry and mobility. It notes that while cars have benefited society, they have also led to issues like air pollution, climate change, and health problems. Cars are responsible for about 12% of EU CO2 emissions. Air pollution from cars is a major concern, as greenhouse gases like CO2 are the leading cause of climate change. Other pollutants like carbon monoxide, oxides of nitrogen, and fine particles are also emitted. While efforts have been made to increase fuel efficiency and reduce emissions, rising traffic and larger vehicles have counteracted some of these gains. Sustainable solutions are needed to transition to cleaner transportation while still meeting mobility needs.
Bracing for Impact: Assessing the impact of the automotive trends on the chem...Surabhi Shankar
As the automotive sector braces for MADE+ (Mobility, Autonomous Driving, Digital, Electrification, Light weighting) trends, chemicals and materials companies supplying into the industry must deal with some major shifts in industry dynamics.
In this new study – Bracing for Impact – we analyze the impact of MADE+ on the chemicals and materials used in an archetypal car and we model its evolution through 2030. The study covers the usage of the full-suite of materials families across key car systems as new types of vehicles and business models emerge in the future and discusses key implications for chemicals and materials players.
We look forward to your comments and questions
comprehensive project - I on cement industry PPTMansi Bhimani
India is the second largest cement producer in the world after China. The cement industry in India is dominated by around 20 major companies that produce around 70% of India's total cement. The key drivers of cement demand are the real estate sector, infrastructure projects, and industry expansion projects, with real estate being the largest driver of cement consumption. The demand for cement is closely tied to growth in the construction sector.
The document discusses how automotive manufacturers in Europe are facing changes to their end of life vehicle processes due to new EU directives on recycling and hazardous materials. It describes trends in the growing automotive industry and the need for flexible solutions to address regulations. The directives require targets such as 85% reuse/recovery by 2006 and 95% by 2015. The document proposes using Product Lifecycle Management, Business Process Management, and Business Activity Monitoring methods and technologies to optimize solutions for auditing vehicles for hazardous materials and monitoring recycling efforts to meet regulations.
This document summarizes an IPEEC meeting held September 20-22, 2011.
The International Partnership for Energy Efficiency Cooperation (IPEEC) is a high-level forum that aims to promote energy efficiency globally. IPEEC members include major economies that collectively account for over 75% of global GDP and energy use. IPEEC works to identify and share best practices in energy efficiency policies and programs.
The document discusses IPEEC's structure and modes of cooperation. It also summarizes trends showing that energy efficiency improvements have significantly reduced energy use and emissions. Energy efficiency provides large, cost-effective emissions reductions but significant untapped potential remains. IPEEC aims to accelerate efficiency efforts through international cooperation
“Comparative analysis of consumer preference between Hyundai’s i-10 and Marut...BHOMA RAM
The document discusses several key challenges facing the automobile industry:
1) Reducing greenhouse gas emissions and improving fuel efficiency to meet climate targets and regulations like the Kyoto Protocol. Over 75% of automotive emissions occur from vehicle use.
2) Complying with tightening emissions regulations for air pollutants from vehicles like particulate matter, hydrocarbons, and nitrogen oxides in Europe.
3) Improving road safety as traffic accidents remain a leading cause of death, especially for young people. Speed is a major factor.
4) Managing costs and restructuring and outsourcing operations while maintaining innovation, quality, and a skilled workforce. Dependence on suppliers is increasing.
Electric vehicles and electric utilities – a clear opportunity with many shapesCarlo Stella
While several stakeholders are supportive of the widespread adoption of electric vehicles, we have looked specifically at electric utilities to understand the opportunities that such a change in the transportation landscape can generate, and define the key questions to be addressed in order to embrace them. We have identified four business models – by no means evolutionary – that can be looked at independently, and eventually combined to fit the company’s strategy and the specific market conditions (e.g., regulation, competition, ecosystem, customer readiness). We strongly believe electric utilities are ideally positioned to leverage the opportunities offered by the adoption of electric vehicles on a mass-market scale, but they need to act fast, as many other players are addressing the same opportunity
Challenge Bibendum conferences since 1998 have brought together industry and governments to discuss sustainable road transport and reducing greenhouse gas emissions. The document discusses how road mobility must adapt to growing urbanization and address issues like energy efficiency, diversified energy sources, pollution, and oil dependency. It notes that current road transport is not sustainable and that solutions proposed so far are not commensurate with the challenges. Key issues that must be addressed are urban pollution, greenhouse gas emissions, congestion, and oil dependency.
The document discusses the key lessons learned from Challenge Bibendum events over 10 years about making road transportation more sustainable and reducing greenhouse gas emissions. It outlines the major issues that need to be addressed like urban pollution, congestion, and oil dependency. If changes are not made, carbon dioxide emissions from transportation are projected to double rather than reduce. Electric vehicles and hybrid technologies need to be further developed and adopted to help meet emission reduction targets.
Impact of Paris Agreement on India's Automobile industry pranjulgupta20
This document summarizes the impact of the Paris Agreement on India's automobile industry. It discusses key points of the Paris Agreement, including commitments by India to reduce greenhouse gas emissions and increase renewable energy. It then discusses how electric vehicles will disrupt the automotive ecosystem by changing automakers, dealers and suppliers, end customers, and government regulations. It also covers issues around expanding electric vehicle range and charging infrastructure. Finally, it summarizes the impact of transitioning to stricter BS-6 emission standards in India on increasing vehicle prices and requiring automakers to invest over $10 billion in new technology.
Carbon Strategies in the U.S. 2001-2009Carlos Rymer
The document compares and contrasts the US voluntary approach to reducing carbon emissions and the European Union Emissions Trading Scheme. The US approach relies on partnerships and voluntary targets while providing tax incentives. However, emissions are still projected to rise. The EU ETS establishes a cap-and-trade system covering major industrial sectors across 25 countries. It provides flexibility but also has disadvantages like limited sectors covered and a complex administration system. Transportation emissions are a challenge for both approaches.
Final Ethiopia reportweb regarding the ethiopian economy and finance during.pdfKIBRU12
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Running head AUTOMOTIVE INDUSTRY ANALYSIS13.docxtoddr4
Running head: AUTOMOTIVE INDUSTRY ANALYSIS 1
3
Automotive Industry Analysis
Team 5
Automotive Industry Analysis
Executive Summary
The following report is a strategic analysis of the Automotive Industry. This report will use several resources to analyze the industry and overall market. Additionally, including the information gathered from strategic and analytical recommendations are considered for the Automotive Industry analysis which could help achieve a greater market share in this industry.
The report analysis includes the external industry environment which includes, …. Additionally, a PESTEL analysis as well as Five Forces analysis has been conducted. These are important to understand the market environment of the industry needed by anyone trying grow or enter this market.
Introduction
The automotive industry is an industry that has been steadily growing over the several decades due to rising demand for vehicles. There is a considerable market share for the supply which occurs although the industry faces immense challenges to do with governance and political interests (Wells & Rawlinson, 2009). The consumers of the automotive sector mostly include individuals, organizations, governments, and institutions. The industry has been steadily marked by around five hundred players who have been regularly producing cars over the last few decades. The first boom that was related to the automobile industry was in the nineteen-hundred where the demand for vehicles shot up due to the change of governance and industrialization.
Background
The first dominant players in the market were France and closely followed by Germany. Eventually, Germany was the most significant car producers. The needs for mass production lead to the emergence of Japanese brands and the United States as well (Winkelhake, 2018). Many companies that first started as the most desirable brands are being phased out while others are barely making enough profit due to factors associated with the external environment of the industry. Strategic choices have to be considered to ensure survival in a highly competitive market. The industry has faced an immense shift in the external environment that has led to the market players having to be innovative to keep their competitive advantage.
Part 1: External Environmental Analysis
General Environmental Analysis
A PESTEL analysis was conducted to evaluate all relevant external factors and evaluating macro-economic influences the industry may have.
Political factors
The automobile industry has been having challenges of a political nature due to the interests that the governments have on the industry (Kaplan & Smolkin, 2009). The benefits are but of a positive and negative environment. For instance, fuel emissions from guzzlers are a significant issue of concern to the politics in a country such a United States of America. It has led to the imposition of tax on vehicles that have high emissions, and this affects the production a.
This report brings to discussion the broad impact of (EV)s on the automotive industry, conveying information from and about (EVI) members and partners to assemble an accurate image of the current and forecasted structure of the industry, assessing the dynamism and industry competitiveness through the lens of Porter’s five competitive forces.
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6. Porter’s five forces model
Entrants
Industry
Suppliers Buyers
Rivalry
Substitutes
Porter, 1979
Limitation
Overstressed macro analysis
Oversimplified industry value chains
Fails to link possible management actions
Cooperation between rivals
Source: Grundy, 2006
7. Competitive climate model
Economic
factors
Political Social
factors GROWTH factors
FIVE
COMPETITIVE
ADVANTAGE
INDUSTRY LIFE CYCLE
FORCES
Legal DRIVERS Technological
factors factors
Environment
factors
Grundy, 2006
8. PESTEL factors analysis
Economic
factors
Political Social
factors factors
INDUSTRY LIFE CYCLE
Legal Technological
factors factors
Environment
factors
Grundy, 2006
9. PESTEL factors analysis
Political factors: Economic factors: Social factors:
Discount policy encourages Implementation of a wide- Statistics shows older people
motorists to buy hybrid and ranging policy program is in Europe tend to take action
electric cars. underway, aiding the post- to protect environment more
crisis repair of the economy. and the population in the UK
is aging.
Source: SMMT Motor Industry 2011 Facts Source: SMMT Motor Industry 2011 Facts Souce: Eurobarometer, Attitudes of European citizens
towards the environment, 2008
Technological factors: Environmental factors: Legal factors:
The technology of hybrid and The CO2 emissions generated legislation committing
electric vehicles is growing by cars in 2009 accounted for vehicle manufacturers to
significantly due to the huge 14% of all the CO2 emissions specific CO2 emission targets
investments. in the UK. for new car registrations was
passed.
Souce: Commission of the European Source: SMMT Motor Industry 2011 Facts Source: SMMT Motor Industry 2011 Facts
communities, 2009
10. PESTEL factors analysis
Political factors:
Discount policy encourages
motorists to buy hybrid and
electric cars.
“ On 1 January 2011, the UK government announced that motorists will be entitled to
25% (up to £5,000) off the list price of an electric, plug-in hybrid or hydrogen fuel cell
car, providing it emits less than 75g/km of CO2 and meets safety, reliability, performance
and warranty standards set by the Office for Low Emissions Vehicles (OLEV) in
consultation with industry.”
Source: SMMT Motor Industry 2011 Facts
11. PESTEL factors analysis
Economic factors:
Implementation of a wide-
ranging policy program is
underway, aiding the post-
crisis repair of the economy.
Source: Mintel
2011, Alternative Fuel Vehicles
12. PESTEL factors analysis
Social factors:
Statistics shows older people
in Europe tend to take action
to protect environment
more.
Souce:
Eurobarometer, Attitudes
of European citizens
towards the
environment, 2008
13. PESTEL factors analysis
Social factors:
The left graph from UK
parliament indicates that the
population in the UK is aging.
Source: The ageing
population, Parliament
14. PESTEL factors analysis
European automotive industry is investing €24 billion in R&D, which represents around
30% of whole European industrial R&D. Significant amount is invested in battery-powered
hybrid vehicles, electric vehicles and hydrogen.
Source: Commission of the European communities, 2009
Technological factors:
The technology of hybrid and
electric vehicles is growing
significantly due to the huge
investments.
15. PESTEL factors analysis
Source: SMMT Motor Industry 2011 Facts
Environmental factors:
The CO2 emissions generated
by cars in 2009 accounted for
14% of all the CO2 emissions
in the UK.
16. PESTEL factors analysis
Subject to their individual targets, vehicle manufacturers will have to comply with new car
average CO2 emission targets of 130g/km CO2 by 2015 and 95g/km CO2 by 2020. The legislation
sets out an exacting programme for car manufacturers with 65% of new cars averaging the 130g/
km target by 2012, 75% by 2013, 85% by 2014 and 100% by 2015.
Source: SMMT Motor Industry 2011 Facts
Legal factors:
legislation committing
vehicle manufacturers to
specific CO2 emission targets
for new car registrations was
passed in 2008.
18. Growth drivers analysis
Battery costs at
mass production Inexpensive
Today’s new infrastructure
lifestyle
A fundamental Growth
system change drivers
Electricity cost Growth
brakes
Source: Matthies et al 2010; Crane et al, 2008
20. Five forces analysis
Threats of New Entrants
High costs of R&D and other technological advances
Require high capital
Strong customer network
Unequal access to distribution channels
Plug-In Car Grant
Verdict – overall threats of new entrants is very high.
Source: Pasternack, 2009, Department of
Transport, 2011; Datamonitor, 2011.
21. Five forces analysis
The Power of Suppliers
Low differentiation of raw materials
Little to distinguish between suppliers
Increasing power of suppliers when demand for better quality
Short-term supply disruptions
Verdict – overall suppliers have high power
Source: Department of Energy, 2010;
Datamonitor, 2011.
22. Five forces analysis
The Power of the Buyer
Contractual agreements with a particular manufacturer
Relatively weak power of buyers
Buyers are generally less price-sensitive
Verdict – overall buyers have little power
Source: Datamonitor, 2011; Matthies et
al, 2010
23. Five forces analysis
The Treat of Substitutes
Main substitute: public transport/bicycle
Customer has a certain predisposition of buying a hybrid car
Verdict – overall little threats of substitutes
Source: Datamonitor, 2011; Matthies et al,
2010
24. Five forces analysis
Rivalry among existing competitors
Market is showing signs of recovery
Utilizing different brands and model
Huge operating cost to cover
Competitors: Lexus RX 450h and Mercedes ML 450 Hybrid (not yet released in the UK)
Verdict – Overall rivalry is high
Source: Datamonitor, 2011
26. Sustainable Competitive advantage analysis
Definition of RBV
Explain‘ WHY some firms enjoy a competitive advantage over rivals’
(Barney, 1991)
Resources those are heterogeneous and imperfectly mobile, dynamic
capabilities are able to sustain SCA (Barney, 1991)
28. Sustainable Competitive advantage analysis
Limitations of Resource based view (RBV)
Alternative elements of achieving Issues associated with
sustainable competitive advantage the RBV model
29. Sustainable Competitive advantage analysis
Alternative elements of achieving SCA
Information technology (Mata, Fuerst, & Barney, 1995; Powell, 1997 cited in Hooley, 2012)
Strategic planning (Michalisin et al., 1997; Powell,1992a cited in Hooley, 2012)
Organizational alignment (Powell, 1992b cited in Hooley, 2012)
Human resources management (Flood, Smith, &Derfus, 1996; Wright & Mc-Mahan, 1992 cited in Hooley, 2012)
Organizational culture (Fiol, 1991;Oliver, 1997 cited in Hooley, 2012)
Top-management skills (Castanias & Helfat, 1991 cited in Hooley, 2012)
Administrative skills (Powell, 1993 cited in Hooley, 2012)
30. Sustainable Competitive advantage analysis
Issues associated with the RBV model
Barriers to apply imitation
Isolating mechanisms ,include casual ambiguity (difficulty to identify how an advantage was created )
Complexity (arising from interplay of multiple resources)
Tacitness (intangible skills and knowledge resulting from learning and doing )
Path dependency (need to pass through critical time dependencies to create advantage )
Economics (Cost of imitation)
Legal barriers (Property rights and patents)
Source: Hooley, 2012
31. Sustainable Competitive advantage analysis
Issues associated with the RBV model
Neglects the influence of market dynamism
Source: Priem and Butler,2001;Wang and Ahmed,2007;Lippman and Rumelt,1982;Dierickx and
Cool,1989;Reed and DeFillippi,1990;Hooley et la.,2008
32. Sustainable Competitive advantage analysis
Insights from the resource-based view (RBV)
Emphasis on dynamic capabilities, marketing assets and marketing capability
Hooley, 2012
34. Sustainable Competitive advantage analysis
Marketing Assets
Customer-based Reputational Assets
Brand Volkswagen Lexus
Brand Value 47th Not in Top 100
Best Global Green 6th Not in Top 50
Most considered buying 3rd Not in Top 29
by UK consumers
Source: Interbrand 2011; GMI/Mintel
36. Sustainable Competitive advantage analysis
Marketing Assets
Customer-based Reputational Assets
Brand Volkswagen Toyota group(lexus)
Brand Perception Reliable but high servicing A reliable but uninspiring brand
costs
Country of origin Germany Japan(Consumers rated the quality of
Japanese cars to be the highest and Australian
cars to be the lowest )
Superior products Product:8 gears, four wheel Product: continuous variable, front wheel
and services drive, turbo charged; drive , automatic transmission
Services :3 year warranty+3 2 years basic warranty +lots of restrictions
year paint warranty towards the warranty
Market 8.6% 0.31%
Dominance
Source: Elliott and Cameron, 1994; Mintel,
2009; Car Magazine, 2010
38. Sustainable Competitive advantage analysis
Marketing Assets
Supply Chain Assets
E.g. B2B Platform: www.vwgroupsupply.com
Supplier Programme “Priority A”
Volkswagen: Over 250 retailers in UK
Lexus: 56 retails in UK
39. Sustainable Competitive advantage analysis
Marketing Assets
Internal Marketing Support Assets
Existing Customer Base:
2010 Volkswagen Lexus
UK Sales 174,655 6202
Market Share 8.6% 0.31%
Technological Skills:
2010 Volkswagen Group Toyota Group
Investment in R&D € 6.9 B ¥ 725.3 B ≈ € 6.63 B
Account for Revenue 6.1% 3.8%
e.g. Eco-friendly Mobility helps significantly reduce fuel consumption and CO2 emissions
by 15% in five years
Source: Car Magazine, 2010
40. Sustainable Competitive advantage analysis
Marketing Assets
Internal Marketing Support Assets
Expanding our product portfolio and improving the
functionality, quality, safety and environmental compatibility of our
Group products. Source: Factbook, 2011
41. Sustainable Competitive advantage analysis
Marketing Assets
Internal Marketing Support Assets
Partnerships
Volkswagen
Audi, Bentley, Bugatti, Lamborghini, SEAT, Skoda, Scania and Volkswagen
Commercial Vehicles
Toyota
Lexus, Daihatsu and Hino Motors (the rest are not automotive
Source: VW, 2012; Toyota, 2012
42. Sustainable Competitive advantage analysis
Marketing Assets
Alliance-based Marketing Assets
a) Cooperation arrangements with Porsche AG, Daimler AG and the Chrysler
Group on the development and production of vehicles.
b) Joint Venture with VARTA Microbattery GmbH, Ellwangen for researching
and developing battery cells for hybrid drivers.
c) Cooperation with many universities e.g. the Institute of Physical
Chemistry at the University of Münster (expertise in the field of electric
traction)
d) Alliance breaking up with Suzuki Motor Corporation, which mainly focus
on the diesel motor
Source: VW Annual Report, 2011
43. Sustainable Competitive advantage analysis
Marketing Capabilities
Product and Price
Touareg Hybrid. 3.0 litre V6 TSI 333 PS Lexus RX 450h 3.5 litre V6 TSI 333 PS
Price: £55985 (Official website of VW) Price £48,405 (Official website of Lexus)
CO2 Combined (g/km) 193 CO2 Combined (g/km) 145
Combined mpg (l/100km) 34.4 / 8.2 Combined mpg (l/100km) 44.8 (6.3)
Acceleration 0-62 mph (s) 6.5 Acceleration 0-62 mph (s) 7.8
Maximum Speed mph (km/h) 149 (200) Maximum Speed mph (km/h) 124 (200)
Engine type :Six cylinder Engine type: six cylinder
Cubic capacity, ltrs/cc :3.0/2995 Displacement:3.5 liters(211 cubic inches)
Max. output, PS (01)/kW at rpm :333/245 5500 Total system horsepower:295 hp
Max. torque, lbs.ft/Nm at rpm :325/440 3000 EPA fuel economy ratings: 30/28/29 mg
Gearbox :8 speed auto triptronic
Source: Volkswagen, 2012; Lexus 2012
44. Sustainable Competitive advantage analysis
Marketing Capabilities
Promotion
Lexus reduced their expenditure eon promotion by 55% where as Volkswagen
reduced by approximately 25%
+100.0%
+80.0%
+60.0%
+40.0%
+20.0%
+0.0%
-20.0%
-40.0%
-60.0%
Volvo
Lexus
Hyundai Car
Peugeot
Total
Mazda Cars
Volkswagen
Toyota
BMW
Audi
Ford
Vauxhall
Skoda
Land Rover
Fiat
Mercedes Benz
Renault
Citroen
Nissan
Kia
Citroen
Honda
% CHANGE IN ADVERTISING ON CARS, BY LEADING ADVERTISER, 2006-10 Source: Mintel, 2011
46. Sustainable Competitive advantage analysis
Absorptive Capability
Worldwide demand for light hybrid electric vehicles (HEV) and battery
electric vehicles (BEV) is estimated to reach 5.2 million units by 2020.
Volkswagen’s hybrid electric vehicles
‘Zero-emission Milan Taxi concept vehicle 2010’;
‘Audi A8 hybrid concept vehicle 2010’;
‘Audi A1 e-tron concept vehicle’
Source: Datamonitor, 2010
47. Sustainable Competitive advantage analysis
Adaptive marketing capabilities
Strong global presence
key markets: Western Europe, China, Brazil, the US, Russia and Mexico.
Volkswagen's market share increased despite the automotive industry crisis
in 2008-2010.
Source: Datamonitor, 2011
48. Particulars Volkswagen Toyota (Lexus)
Brand Value ✓ ✗
Brand Perception ✓ ✗
Country of origin ✗ ✓
Superior products and services ✓ ✗
Market Dominance ✓ ✗
Hybrid market dominance ✗ ✓
Supplier chain assets ✓ ✗
Existing customer base ✓ ✗
Technological skills ✓ ✗
Partnerships ✓ ✗
Product ✓ ✗
Price ✗ ✓
Promotion ✓ ✗
Distribution ✓ ✗
Absorptive capabilities - -
Adaptive capabilities - -
49. Sustainable Competitive advantage analysis
Potential Sustainable Competitive Advantage
Volkswagen merger with Porsche to achieve greater market share
‘Think Blue. Factory’ plan to cut down 25% of costs by 2018
Investment of more than 8billion yours per annum to optimize engines and
gear boxes
Developing TSI technology on both natural gas and hybrid engines
Microsoft deal with Volkswagen internal suppliers
Source: Cremer and Matussek, 2011; Landler, 2007; Autocar
Magazine, 2011; Microsoft News Center, 2011; VW Sustainability
Report, 2010
51. Customer Intelligence
‘Ask not what your customer can do for you, but what can you do for your customer’
----John F Kennedy
“Customer intelligence (CI) is information derived from customer data that an
organization collects from both internal and external sources. The purpose of CI
is to understand customer motivations better in order to drive future growth.”
Source: TechTarget, 2010
CI include:
Customer profitability
Awareness, Attitudes and Usage
Customer Satisfaction
Customer Loyalty
54. Customer Intelligence
What should VW do?
Build a particular customer
intelligence center for Hybrid SUV!
55. Customer Intelligence
Key dimensions marketers should focus on in CI centre
Source: Frankland, 2009
56. Customer Intelligence
The structure of CI center
Decision-makers Counter
Customers intelligence
Collection
cell
Requiring customer team
User liaison
intelligence cell External
sources Information Sources
Collection
FSI Support team
IT support
Functions group CI centre Internal
management sources
team
Customer
Intelligence Analysis Cell
review
board
Current Early
intelligence warning cell
cell
Source: Ackerman & Wickens, 2001
57. BCG Matrix Model
A method to classify portfolio offering
Source: ACCA Global, 2010
58. GE-McKinsey Matrix
An advanced model based on BCG matrix
Source: Coyne, 2008
59. GE Mckinsey matrix
Weight criteria of market attractiveness and competitive strengths
Wight criteria of market attractiveness Weight criteria for competitive strengths
Market Size Company Image
Market Growth Market Share
Market Profitability Strength of Assets and Core Competencies
Pricing Trends Record of Technological or Other Innovation
Opportunity to Differentiate Products and Services Distribution Strength and Production Capacity
Entry Barriers Access to Financial and other Investment Resources
Competitive Intensity / Rivalry Product Quality
Distribution Structure Requirements Relative Cost Position
Necessary Company Investments Delivery Time
Overall Risk of Returns in the Industry (PEST Factors) Sales Force
Sauce: H. Siemann, 2009
60. GE Mckinsey matrix
Recommended strategies
Strong business units in attractive industries
Grow Average business units in attractive industries
Strong units in average industries
Average business units in average industries
Hold Strong units in weak industries
Weak units in attractive industries
Weak units in unattractive industries
Harvest Average units in unattractive industries
Weak units in average industries
Source: H. Siemann, 2009
61. Other limitations of our studies
Lack of primary research
Difficult to access information specifically for Lexus
Neglect indirect competitors such as normal petrol cars
lack of sophisticated sources specifically for the UK market
63. Reference
ACCA Global (2010) BCG Matrix, available at: http://www2.accaglobal.com/documents/boston_consulting.pdf Accessed
on 27/02/2012
Ackerman, M. and Wickens, P. (2001), Customer Intelligence: Achieving effective CRM for competitive advantage, Lafferty
Publications Ltd
Autocar Magazine, 2011. VW to slash factory pollution. Autocar; Hay Market Media Group 2012. Available at:
[http://www.autocar.co.uk/www.autocar.co.uk/News/NewsArticle/AllCars/260687/] Accessed on: 20/02/12
Barney, J.(1991) Firm Resources and Sustained Competitive Advantage. Journal of Management 1991 17: 99
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Editor's Notes
Ok,This graph shows Gasoline still dominating the market
In this graph, we can see Volkswagen has a high ranking in terms of perception and attitude, due to the percepetion of german engine and high quality.Moreover, according to a research released in 2011, for past ten years, SUV has a dramatically larger increasing trends than normal cars.