AN ASSIGNMENT ON

BUSINESS STRATEGY

SUBMITTED:

NAME:

ID:

SUBMITTED TO:

DATE OF SUBMISSION:

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E X E C U T I V E S U M M A R Y

Autoglass is renowned as one of the best in providing service in their field of operation. They

are way ahead of other companies in the service industry comparing to the banks and other

service providers. In the windshield servicing industry Autoglass has become a brand name

not only for satisfying the customers but also for providing the best windshield replacement

or repairing service. During a survey it was estimated that nearly 92% of the Autoglass

customers were satisfied at their service. Autoglass maintains a harmonious, yet professional

relationship between the customers and employees because they believe that if employees are

satisfied working with Autoglass then they will serve the customers more efficiently and with

more care. This will no doubt turn in the revenue. From the onset of the journey, Autoglass

sincerely focuses on the needs and demands of the customers and emphasizes on the mode of

providing services in an efficient and effective way. Autoglass is currently the market leader

in their sphere of the industry and they are growing in a steady pace. They are now operating

with almost 500 branches serving in the Europe. Based on the given scenario we can imagine

that Autoglass is in a strong position in the windscreen replacement industry and expected to

be able to face future challenges in an efficient and effective manner.

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CONTENTS

Task 1....................................................................................................................................................................................... 4

1.1 Explain the role of strategy, mission, visions, objective, goals and core competencies of Autoglass...........................................................................................................................................................................4

1.2 Review the vital issues involved in Strategic planning in Autoglass...............................................5

1.3 Explain minimum three planning technique for Autoglass................................................................9

Task 2...................................................................................................................................................................................12

2.1 Produce an Organizational Audit for Autoglass..................................................................................12

2.2 Carry out an environmental audit for Autoglass using at least two approaches...................14

2.3 Explain the significance of stakeholders’ analysis in relation to Autoglass.............................16

Task 3...................................................................................................................................................................................17

3.1 Analyze possible alternatives strategies relating to substantive growth, limited growth and retrenchment.......................................................................................................................................................17

3.2 Select an appropriate future strategy for Autoglass...........................................................................20

Task 4...................................................................................................................................................................................21

4.1 Compare the roles and responsibilities for strategy implementation of Autoglass...............21

4.2 Evaluate resource requirements to implement a new strategy for Autoglass.........................22

4.3 DISCUSS TARGETS AND TIMESCALES FOR ACHIEVEMENT FOR AUTOGLASS TO MONITOR A GIVEN STRATEGY:........................................................................................................23

Conclusion.......................................................................................................................................................................... 25

Reference.......................................................................................................................................................................... 26

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TASK 1

1.1 EXPLAIN THE ROLE OF STRATEGY, MISSION, VISIONS,

OBJECTIVE, GOALS AND CORE COMPETENCIES OF

AUTOGLASS

Autoglass Company Mission:

Mission of an association is based on the current position and activities according to the staff

are to present to realize the objectives of the association (Kotler, P., 2000). The aim of the

Autoglass is to satisfy the customers and provide the best services to them (Autoglass

Company). By fulfilling the missions, the vision of the association becomes clearer.

Autoglass Company Vision:

Vision of an association is that the future aims associated towards the target that an

associations attempt to accomplish by process the missions and setting goals and objectives

(Kotler, P., 2000). The vision of The Autoglass business is to serve the shoppers effectively

and provide the most important grade of satisfaction to the shoppers (Autoglass Company).

Autoglass Company Core Competency:

A core competence could be a notion of theory that identifies the elements that an enterprise

sees as central activities to the means the business or its employees work (Grant M. R.,

2010). Core competence defines the core operation of the association (Kotler, P., 2000). In

case of Autoglass the core competence is that they are able to restore or fix any type of

broken windscreen (Autoglass Company).

Strategic Intent:

The concept of strategic intent implies that there is a general view on where the company

should be going rather than a definite statement of an expected outcome and this means that

there should be plenty of flexibility within the statement to allow for staff initiative, team

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contribution and adaptation in light of changed circumstances (Ivanauskiene, N, &

Auruskeviciene, V., 2009). The strategic intent of Autoglass is to see itself as the market

leader always. They are doing all the activities to remain leader.

Role of Strategy of Autoglass

Autoglass has compiled their roles in strategy making in a way that the strategies maintain a

specific time period in the execution (Autoglass Company). The first thing to do is

compilation and dissemination of the vision and the operation declaration.

Objective and goals of Autoglass

The goal of Autoglass is to make their business grow and serve the global customer

(Autoglass Company). The main objective of Autoglass is to satisfy their customer by

repairing or replacing broken windscreen of any vehicle. They are expanding their business

by winning the hearts of the customers.

Strategic Architecture of Autoglass

The strategic architecture of any organization is the process of answering the five

fundamental questions of making the strategy. The questions are compilation of “What”,

“What Else”, “What More”, “What Now”, “How” (Grant M. R., 2010). By answering these

questions Autoglass shapes their strategic structures of the company.

1.2 REVIEW THE VITAL ISSUES INVOLVED IN STRATEGIC

PLANNING IN AUTOGLASS

While planning strategies for an association there are few areas that need to involved in the

decision making. Based on the case, Ansoff’s Model are often used to investigate the

competitive edges (Kotler, P., 2000).

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Autoglass is putting their focus on the customer’s preference and customer service. They

have reached the highest satisfaction level in the service industry just by replacing the

windscreen in a cost effective way. Autoglass should be customer oriented and try to increase

their service portfolio in order to meet with the competition. Given the situation in the case

we can analysis the competitive advantages of Autoglass.

Competitive advantage of Autoglass

Autoglass is now a prime service provider of windscreen. They already have captured a huge

market segment with their different types of service (Autoglass Company). Autoglass is

growing and it would be helpful to analyze the competitive advantage they have. In order to

do so, we can use the Ansoff’s Growth Matrix (Armstrong, G., & Kotler, P., 2006).

Autoglass is currently satisfying more than one million customers with their wind screen

repairing services every year. Ansoff’s development model suggests four distinct alternatives

(Armstrong, G., &Kotler, P., 2006). Based on the study, Autoglass is increasing its market

bit by bit and has the aptitude to serve more than they are doing currently. Thus supported the

state of affairs, Autoglass will assist customers with their existing product and moreover will

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Market Penetration

Product Development

Market Development Diversification

New ProductExisting Product

Existing

Product

New Produ

ct

Figure: Ansoff’s Model

insert a brand new (Automotive Industry, 2013). These four alternate schemes face distinct

styles of risks. The schemes are:

1. Market penetration – A market strategy hereby an organization seeks to gain greater

dominance in a market in which it already has an offering (Melody, Y. & Kevin, H.,

2000). This strategy often focuses on capturing a larger share of an existing market.

In this segment Autoglass can increase its market segments by selling more of their

products and attract more customers.

2. Product development: Autoglass can introduce to the market a new product that

would complement the existing products. But this strategy has a severe drawback. If

the customers failed to interpret the new product then it would result in losing

revenue.

3. Market development: Autoglass is the market leader in this windshield repairing

industry. So they can brand Autoglass more extensively and try to grab new

customers to increase its market segment.

4. Diversification: Autoglass can create a portfolio that will spread the risks and reduce

the loss of revenue.

Autoglass ought to focus on the geographic position wherever they ought to operate

and specify the minimum needs of the suppliers to induce the quality product.

Autoglass is in prime of its functioning industry and they are trying to increase the

growth rate by satisfying each existing customers as well as new customers and

increase its market. Autoglass will set a 5 years development strategy style based

on the Ansoff’s development model to accomplish the goal.

Definition of Top-Down and Bottom-Up

For certain instant situations managers use this approach where it is not essential to form any

formal structure of planning or the timeline for planning is not enough. Informal planning is

the process where the manager or leader of a team develops a plan without any conventional

structure and rigid frameworks (Grant M.R. 2010).. It is important to ensure short term

objectives of the organization.

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Top Down: A top-down approach is vitally the breaking down of a system to realize insight

into its integrative sub-systems (Wheelen& Hunger, T.L. &J.D., 2013). Autoglass is utilizing

this approach in their development.

Bottom-Up: A bottom-up approach is that the piecing at the same systems to administer

increase to additional convoluted systems, thus creating the initial themes sub-systems of the

emerging systems (Wheelen& Hunger, T.L. & J.D., 2013). Autoglass is utilizing this

approach in their service development to steer the shoppers.

Behavioral Approach for Autoglass: Autoglass should approach in the Top-Down method

in order to capitalize their resources and to handle the competition in the future. Autoglass is

a growing company in the service industry and the service they are providing will not be

sufficient for them to hold on to the position in the market. They need to come up with

several developments for their product and market so that they might a diversified market for

the customers.

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1.3 EXPLAIN MINIMUM THREE PLANNING TECHNIQUE FOR

AUTOGLASS

There are three basic techniques that an organization can follow. Autoglass should follow

one of the strategies to flourish in the market and capture more customers.

1. BCG Growth Share Matrix

Autoglass can divide their products in such a manner where they can prioritize their

products and manage a synergy in the portfolio (Ivanauskiene, N, & Auruskeviciene,

V., 2009). This matrix shows the organization 4 types of consequences that will be

faced by an organization (Gudonaviciene, R, & Rutelione, A., 2009). It also helps the

organization to know when to invest in the existing product, when to divest all

earnings from the market segment and when to focus on a new business venture.

Placing goods in the BCG growth share matrix Autoglass will face 4 types of consequences

in the market. And they are:

a. Stars: [High Growth + High Market Share]

It requires a great quantity of cash for which managers need to take decisions

from which the cash will be generated and used.

If managers can make the business profitable and maintain a steady market

share then it will result in the cash cow and the Company can harvest cash

from the business.

b. Cash Cows: [Low Growth + High Market Share]

The product will attain low growth in the market but it will have the highest

market share from which the organization will turn in revenues and maintain

income.

c. Dogs: [Low Growth + Low Market Share]

The time when the product gradually stops to generate any kind of revenue,

the organization should gradually divest from the project to start another.

The organization should also be careful of incurring any unnecessary costs.

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d. Question Marks: [High Growth + Low Market Share]

It indicates to the products that are newly introduced in the market and will

gradually earn mass acceptance.

It also has the risk of making a Dog product. If the market share is not

increased gradually then it would incur loss for the organization.

2. Strategic Position & Action Evaluation Matrix (SPACE)

Autoglass can also use the SPACE planning technique to understand the market

requirements and operate in order to expand the operation. This matrix has four

quadrants indicating the positions of the business organization and how to react

accordingly (Ivanauskiene, N, & Auruskeviciene, V., 2009). In consideration to

Autoglass’s position in the market they can use aggressive strategy. It can also be

used as the base for SWOT analysis.

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Figure: BCG Matrix

3. Profit Impact of Market Strategy (PIMS)

It is a type of database which provides concrete evidence to support policies and

principles for gaining and sustaining competitive advantage (Melody, Y. & Kevin, H.,

2000). Autoglass might maintain a customer service database in order to analyze their

principles and planning process so they can keep track of their success and

implementation of the strategies.

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TASK 2

2.1 PRODUCE AN ORGANIZATIONAL AUDIT FOR

AUTOGLASS

SWOT Analysis

Strengths Autoglass is providing a premium

service at low cost

The safety features in the product are

high

The replaced or repaired windscreen provides the high visual clarity

The glasses replaced or repaired by Autoglass is capable of reducing further damage.

Weaknesses Autoglass is reluctant in promoting the brand.

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StrengthsLow costSafetyVisual ClarityAvoiding further damage

Opportunities

Increasing growth rateHigh presence in emerging economyNew Product

WeaknessesLess promotion of the brandLack of advertisement

ThreatsSuppliers CompetitionGeographic LocationGovernment Policy

SWOT

Figure: SWOT Analysis

Lack of advertisement is present in

the Autoglass Company

Opportunities Autoglass has the opportunity to

increase the growth rate in the

industry as fewer firms are providing

such services.

It is highly present in the emerging economy and has a huge opportunity to grab the market.

As Autoglass is repairing and replacing the windscreen, they can also develop new product such as side view mirrors or rear view mirrors

Threats Suppliers’ competition is very high in

the industry. It is difficult to

determine the quality supplier.

Geographic location is a common threat to any business if it is not situated in the proper market.

The government policies play a vital

role in shaping the business market

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2.2 CARRY OUT AN ENVIRONMENTAL AUDIT FOR

AUTOGLASS USING AT LEAST TWO APPROACHES

PESTLE analysis helps any organization to understand the scenario of the environment where the organization will operate (Melody, Y. & Kevin, H., 2000). It is impossible for any single organization to affect the factors. It influences the strategic decisions that will be taken by an organization (Gudonaviciene, R, & Rutelione, A., 2009). PESTLE helps the organization to maximize opportunities and minimize threats.

.

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Political climate in any country determines the attractiveness of the business. Government stability is important because it may affect the future decisions. Organizations need to pay taxes and taxation policies affect the industry.

Political

Purchasing capacity of the people determines cost and level of service in the industry. The need for replacing windshield is represented by the level of economical activity

Economical

Lifestyle and preferences shapes an industry. The decision to own an automobile and need to replace windshield depends on the social norm.

Socio-cultural

Technology relating the designs. Technology of windshield manufacture.

Technological

Law regarding safety measures is important.Employment and consumer law is highly emphasized.

Legal

Some things are beyond control of the organizations such as weather, climate and climate change.

Environmental

Porter’s 5 forces analysis is a type of analysis which determines and helps the management to

understand the overall context of the industry (Kotler, P. and Armstrong, G., 2006).

Porter’s 5 forces are:

1. The threat of new entrants

Economies of Scale: This means scale economies in the production. In this

industry, this is generally a very low threat

Access to Distribution Channel: It is the ability to distribute the product in

the market and create demand.

Government Policy: Governments can limit entry to an industry through

licensing requirements by restricting access to raw materials.

2. The bargaining power of customers

Number of supplier Companies: The number of supplier companies

controls the purchasing power of the customers.

Threat of Backward Integration: A buyer has the potential to integrate

backward by producing the product itself.

3. The threat of substitute products

Prices: Prices matter in the industry because buyers shift to the product

which is offering high quality yet having low price.

Access: Access in the industry for buyers has become much easier than it

was in the beginning.

4. The amount of bargaining power suppliers have

Number of Buyer Companies: The number of companies who are

purchasing raw materials for manufacturing windscreen from number of

suppliers.

Threat of forward Integration: Supplier can integrate with customers to

produce the same product.

5. The intensity of the competitive rivalry

Number of Competitors: the number of competitors is comparatively low

in this industry.

Rate of Industry Growth: the industry has huge growth potentiality.

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Diversity of Rivals: The rivals with new and different ideas of competing

will likely cross each other’s path and challenge other’s position.

2.3 Explain the significance of stakeholders’ analysis in relation to

Autoglass

The stakeholders’ grid:

1. Promoters: It refers to the stakeholders who influence the strategies and also has

high interest.

2. Latent’s: It refers to the stakeholders who influence strategies but has low interest.

3. Apathetic: It refers to the Stakeholders who has low interest and seldom influences

the strategies.

4. Defenders : It refers to the stakeholders who have low influence in the strategy

making but high interest.

The stakeholders are kept in four classifications so that each stakeholder has their specific

rights and duties in regard of the making the strategies for the organization which will be

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High Influence High Interest (Promoters)

High Influence Low Interest

(Latent’s)

Low Influence Low Interest (Apathetic)

Low Influence High Interest (Defenders)

Figure: Stakeholders’ Grid

implemented for the betterment of the organization. Autoglass has mapped the stakeholders

in the organization so that the stakeholders can perform their duty in regard of the

organization’s benefit.

TASK 3

3.1 ANALYZE POSSIBLE ALTERNATIVES STRATEGIES

RELATING TO SUBSTANTIVE GROWTH, LIMITED GROWTH

AND RETRENCHMENT

Market Entry Strategy

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Organic Growth

When a business organization achieves growth over its own business which is as same as the beginning of the organization, it is called organic growth. It excludes any growth that is gained by getting into any other business or merger or acquisition

MergerMerger is the process by which two companies gets united and turns into one entity through legal consolidation. The beginning of Autoglass was through such merger

AcquisitionThis is the process where one particular company purchases another entire company and establishes itself as the owner. In this process 100% or near 100% ownership has to be bought

Strategic Alliance

This is the process where two or more companies agree upon a number of common objectives and share each other’s resources to meet those objectives. This approach is actually an idea that stays between the concept of organic growth and merger or acquisition

Licensing

It is the process through which a mother company (licensor) allows another company (licensee) to use its trademark and sell the products or services on the basis of agreements on several terms. The terms include the licensing fee that has to be paid to the licensor

Franchising

It is the process, through which a company earns the right to use another company’s trademark, business model, operations where the franchisor gives the right to the franchisee. For acquiring market share abroad, Autoglass might use this approach by assigning franchises in different locations

Substantive Growth

Limited Growth

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Horizontal Integration

In horizontal integration a company forms or acquires production facility of related or complementary products (Melody, Y. & Kevin, H., 2000). Sometimes it may also happen that a company purchases one of its competitors and form integration. Autoglass might form such integration by linking with other production that are related to its existing products

Vertical Integration

In vertical integration a company links with the companies or partners of the supply chain and in many cases all the partners of the chain stay under a single owner (Melody, Y. & Kevin, H., 2000). Autoglass might engage into vertical integration by linking with the suppliers and distributors

Related DiversificationWhen a company expands its business with some diversification in the existing product line (Arazy, O, & Gellatly, I., 2012). The new productions are similar to the existing products

Unrelated Diversification

It is the process when a company engages into diversification by introducing new products and services that doesn’t match with the existing product line (Arazy, O, & Gellatly, I., 2012). It can be unrelated diversification if Autoglass starts selling home window glasses or beauty mirrors

Market Penetration

It means penetrating the competitive market by offering competitive price against the price of the competitors. This approach is used to instantly attack the competitors by gaining their customers. It is often used to gain sales growth

Market Development

It means targeting new customer segments and attracting the non-buying customers of that segment. It helps to increase the market share by adding new portion of customers. It is possible for Autoglass to develop the market by geographically expanding the business and reaching the customers

Product Development

It means developing new products that do not exist currently and thus attracting customers to buy more varieties of products or services

Innovation

It means searching out an entirely new need of the customers in the market and innovating a new product or service to meet that need. Autoglass might try to sort out such need in the market and introduce an innovated product or service

Disinvestment:

Porter’s Generic Strategy

1. Overall Cost Leadership

2. Differentiation

3. Focal Point

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Retrenchment

A strategy used by corporations to reduce the diversity or the overall size of the operations of the company. This strategy is often used in order to cut expenses with the goal of becoming a more financial stable business

Turn around

Turnaround management is a process dedicated to corporate renewal. It uses analysis and planning to save troubled companies and returns them to solvency. Turnaround management involves management review, activity based costing, root failure causes analysis, and SWOT analysis to determine why the company is failing. In order to make a comeback in the industry organizations need to find out the root of the problems and based on those problems they need to make up new strategies and policies to overcome those problems

Liquidation

When a business or firm is terminated or bankrupt, its assets are sold and the proceeds pay creditors. Any leftovers are distributed to shareholders. Liquidating a firm is the last stage of the firm’s survival. If no alternative strategies comply with the organizations then it needs to sell its assets and then pay up the shareholders and stakeholders

Divestment

The process of selling an asset. Also known as divestiture, it is made for either financial or social goals. Divestment is the opposite of investment. It is the process of pulling out the assets in operation and sells those to meet the gap in the financial problems and in order to liquidate the organization divestment is necessary for any organization

Overall Cost Leadership

Based on the case it are often inferred that Autoglass is following the price} leadership

within the industry and that they are proposing their services within the lowest cost doubtless

(Armstrong, G., &Kotler, P. 2006). It’s helpful to gain additional customers and enter within

the new market.

Differentiation

Cost leadership exclusively will not facilitate a company to relish benefit from the market.

Differentiation is important to usher in additional profits and grabbing additional customers

(Armstrong, G., &Kotler, P. 2006). The Autoglass is proposing 24/7 client services to

differentiate them from others.

Focal Point

To develop business within the industry organizations needs to aim on a selected objective

(Armstrong, G., &Kotler, P., 2006). Autoglass is specializing in aiding the shoppers and

satisfy them. Autoglass has become the most effective windscreen fixing or substitution

service suppliers.

3.2 SELECT AN APPROPRIATE FUTURE STRATEGY FOR

AUTOGLASS

New strategies and new products are needed to expand the market for any company.

Autoglass is no exception. It can be helpful for them to thrive in the market. So considering

future strategy they can analyze their market need and come up with some development of

the new product to diversify their services and capture a new market segment.

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Vertical growth strategy should be followed by this particular company. It is supposed to

grow their business. They can go with alliance with automakers to capture the new market

segment. Autoglass is in a strong position and they might be able to go with the alliance with

new organizations. Because this strategy is appropriate for the organizations growth and their

core capabilities match with the strategy. Alliance with related organizations will enable

Autoglass to put more focus on the customer’s preference and can develop new product

category to fulfill the needs of the market.

Only starting new product line and expanding the market will not alone help the Autoglass

Company to expand in the market. Autoglass should constantly review the feedback of the

customers so that they might know what the customers are looking for and to what level of

satisfaction customers want. Autoglass management needs to define the roles and

responsibilities to the employees so that they can provide the highest level of satisfaction to

the customers.

But with expansion of the business the satisfaction rate might fluctuate and Autoglass need to

build a timescale for the new goals and extension of the new services. Considering the

position in the industry, Autoglass can provide a 5 quarters plan that will be sufficient for

Autoglass to cope up with the competition and maintain alliance with the automakers to

expand the business. The Autoglass is at present have a 92% satisfaction rate among the

customers.. Autoglass can benchmark next 5 quarters to comply with strategies they have

taken and fulfill the commitment to the customers.

TASK 4

4.1 COMPARE THE ROLES AND RESPONSIBILITIES FOR

STRATEGY IMPLEMENTATION OF AUTOGLASS

Execution of the policy in the organization is very important and it carries a distinct

signification for the organization’s profit. In the implementation of the policies it indicates to

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the policies that are chosen and considered to earn profit for the organization (Melody, Y. &

Kevin, H., 2000). In the tactical phase the policies are revised and the feasibility of the

policies is tested to see if those policies are practical or not (Ivanauskiene, N. &

Auruskeviciene, V., 2009). If the policies fail to attain significant score then it is turned down

and considered as unproductive one. Autoglass is necessary to use extensive filtering

procedures of the policies to grab and retain the market share.

CEO of an organization is responsible for turning the concepts into reality and makes a mark

in the industry (Schultz, H., 2006). To apply efficient and effective policies all the groups in

the organization are united at all stages of the policy making and tactical decision which

results in a well coherent plan and the diversification or modification of the tactics are

possible.

Autoglass management has to determine the marketing and sales strategies to ensure the

maximum market share and sales. The sales team should be developed in a way that can keep

up with the competition in the market. Effective advertisements in relevant areas might help

a lot in this regard. The core competencies should be clearly focused to attract the customers.

In order to achieve the targeted market share clear and reliable statements are necessary.

Communal visualizations are required in indentifying and checking the hypotheses, bases of

the policies and propose actions.

Managers need to motivate and influence the employees to execute the policies that are

undertaken efficiently and effectively (Michael A., 1999). Satisfying the target achievement

will result in employee satisfaction and coherence in job environment.

4.2 EVALUATE RESOURCE REQUIREMENTS TO IMPLEMENT

A NEW STRATEGY FOR AUTOGLASS

In order to contemplate the resources of Autoglass, the organization ought to opt for correct

elements and place them within the precise spaces to provide the services. Autoglass has

prioritized its human assets as an outcome it became the most effective service supplier of

windscreens. Autoglass has fleet pairing that needs man power which they parallelogram

22

assess careful regarding their hands (Dessler, G., 2000).thus Autoglass spends plenty in

advising and evolving the talents of the staff (Dessler, G., 2000).

In thought-about of elements and time share Autoglass is that the pioneer within the business

as an outcome of their remedy the foremost productive elements to verify the durability and

security of the shoppers and collectively sustaining time in delivering the service (Autoglass

Company).

4.3 DISCUSS TARGETS AND TIMESCALES FOR ACHIEVEMENT FOR AUTOGLASS TO MONITOR A GIVEN STRATEGY:

Evaluation of the benchmark outcomes:

QUARTER 1

THE COMPANY SHOULD BE BRING UP WITH THE STRATEGIES AND FIND OUT THE FEASIBILITY OF

THE STRATEGIES WHETHER THE STRATEGIES WOULD REFLECT IN THE EXPECTED OUTCOME. THEY CAN TAKE THE FEEDBACK OF THE CUSTOMERS AND

FIND OUT WHAT ELSE THEY ARE LOOKING FOR IN THE WINDSCREEN REPAIRING SERVICE. THERE

SHOULD BE WEEKLY AND MONTHLY MONITORING BY THE LINE MANAGERS OF THE DIVISIONS.

QUARTER 2

DURING THE PERIOD AUTOGLASS SHOULD REVIEW THE CUSTOMER’S FEEDBACK AND IMPLEMENT THE

DESIRED PLAN TO EXPAND THE BUSINESS. THE LINE MANAGERS SHOULD BE RESPONSIBLE FOR COLLECTING THE FEEDBACKS AND ACTING

TOWARDS IT.

QUARTER 3

THIS IS THE QUARTER OF GATHERING INFORMATION AND TAKES RESEARCH NOTE ON THE IMPLEMENTED STRATEGIES. THE MANAGEMENT SHOULD FIND OUT THE GAP BETWEEN THE EXPECTED OUTCOME AND

ACTUAL OUTCOME. THE GAP MIGHT OCCUR BECAUSE

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OF LACK OF COORDINATION OR INEFFICIENCY OF THE EMPLOYEES AND LINE MANAGERS.

QUARTER 4

MANAGEMENT SHOULD ORGANIZE A TRAINING PROGRAM TO FILL IN THE GAP. SO THAT THE

EMPLOYEES CAN ACHIEVE THE ORGANIZATION GOAL IN DESIRED MANNER.

QUARTER 5

IN THIS QUARTER THE ORGANIZATION MIGHT ACHIEVE THE DESIRED RESULTS BASED ON THE STRATEGY MAKING AND THE IMPLEMENTATION

METHOD. IF THE MANAGEMENT FAILS TO ACHIEVE THE OBJECTIVES THROUGH THE STRATEGIES, THEN

THEY HAVE TO INITIATE ACTIONS BASED ON INFORMATION LIKE TRAINING THE EMPLOYEES OR

PROVIDING SUPPORT TO THEM.

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Conclusion

Autoglass has created its name and fame though excellent service providing. It has made the windscreen repairing or replacement easier for the customers and providing services to the customers to their full satisfaction. They are no doubt the current market leader. The Autoglass Company has the potential to grow and become one of the best windscreen replacement organizations in the world. But to do so it needs to stick to its basics and at the same time adopt new measures to suit with the ever changing world.

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