2. Summary and Findings
Research has showed that Autoglass customers are much happier than the competitors and
they have also showed that they are the best in the service industry comparing to the banking
and retailing sectors. Autoglass is winning the hearts of their customer through their services
and also won a series of awards for being the best windscreen replacement Company among
the competition.
Autoglass has brought excellent compilation of services and their products. They are going
for much larger market segment and expanding in a steady pace by starting from only a small
family business to own 500 branches in all over the Europe.
Autoglass focused mainly on the customer‟s satisfaction and how to maintain the services
efficiently. Their focus on the customer satisfaction has made the pioneer in this field of
servicing windscreen. From the case and research on Autoglass it can be deduced that Auto
glass is in a strong position to confront the competition and face the new challenges that will
arise in the future.
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3. Table of Contents
Summary and Findings .......................................................................................................... 1
Task 1 ....................................................................................................................................... 3
1.1 Explain the role of strategy, mission, visions, objective, goals and core competencies
of Autoglass .......................................................................................................................... 3
1.2 Review the vital issues involved in Strategic planning in Autoglass ............................. 4
1.3 Explain minimum three planning technique for Autoglass ............................................ 7
Task 2 ..................................................................................................................................... 10
2.1 Produce an organizational Audit for Autoglass ............................................................ 10
2.2 Carry out an environmental audit for Autoglass using at least two approaches ........... 11
2.3 Explain the significance of stakeholders‟ analysis in relation to Autoglass ................. 13
Task 3 ..................................................................................................................................... 15
3.1 Analyze possible alternatives strategies relating to substantive growth, limited growth
and retrenchment ................................................................................................................. 15
3.2 Select an appropriate future strategy for Autoglass ...................................................... 19
Task 4 ..................................................................................................................................... 20
4.1 Compare the roles and responsibilities for strategy implementation of Autoglass ...... 20
4.2 Evaluate resource requirements to implement a new strategy for Autoglass ............... 21
4.3 Discuss targets and timescales for achievement for Autoglass to monitor a given
strategy ................................................................................................................................ 22
Conclusion ............................................................................................................................. 22
References .............................................................................................................................. 23
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4. Task 1
1.1 Explain the role of strategy, mission, visions, objective, goals and core
competencies of Autoglass
Mission of the Autoglass Company
A mission statement is a statement of the purpose of a company (Grant M. R., 2010). The
mission of Autoglass Company is to satisfy of the customers. The Autoglass Company
provides the best windscreen services. This mission of satisfying the customers of Autoglass
Company leads them to plan the visions of their organization (Autoglass Company).
Vision of the Autoglass Company
The Autoglass Company sets its vision in regard with the mission to provide the highest level
of customer service in the industry (Grant M. R., 2010). They have already established a
wide network to serve the customer and have a 92% satisfactory rate among the customers.
Autoglass is growing day by day and this strategy will help them to define the strategic
boundaries of the firm (Autoglass Company).
Core Competency
A core competency is a concept of theory that specifies the factors that a business sees as
central to the way the company or its employees work (Grant M. R., 2010). The core
competency of the Autoglass Company is that they can repair or replace any kind of broken
or damaged glass of any model. Autoglass is providing fleet services to the customers to
repair or replace any kind of broken or damaged glass (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 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.
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5. Role of Strategy of Autoglass
The primary task in strategic administration is normally the compilation and dissemination of
the vision and the operation declaration. This outlines, in essence, the raison d'etre of an
organization (Ivanauskiene, N, & Auruskeviciene, V., 2009). Autoglass has compiled their
roles in strategy making in a way that the strategies maintain a specific time period in the
execution (Autoglass Company).
Objective and goals of Autoglass
The main objective of Autoglass is to satisfy their customer by repairing or replacing broken
windscreen of any vehicle. The goal of Autoglass is to make their business grow and serve
the global customer (Autoglass Company). They are expanding their business by winning the
hearts of the customers.
Strategic Architecture of Autoglass
The strategic architecture of any organization is the process of answering the five
fundamental questions of making the strategy. The questions are compilation of “What”,
“What Else”, “What More”, “What Now”, “How” (Grant M. R., 2010). By answering these
questions Autoglass shapes their strategic structures of the company.
1.2 Review the vital issues involved in Strategic planning in Autoglass
There are few issues that need to be addressed in regard to planning strategies (Grant M. R.,
2010). As this industry is new comparative to the other service industry, new companies have
a possibility to start up a windscreen repairing service because the returns are attractive. So
Autoglass might face competition in near future.
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.
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6. 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).
Ansoff‟s Growth Matrix is a marketing tool that suggests four alternatives (Ivanauskiene, N,
& Auruskeviciene, V., 2009). As we have learned from the case that Autoglass has increased
its market share and it has an ability to serve 1 million customer having problem with
windscreen. So, based on the capabilities Autoglass can provide customers with existing
product as well as introducing a new product of side view mirrors. In the matrix with four
strategies lie different risks. The strategies are:
Existing Product
New Product
Existing
Market
Market
Penetration
New
Market
Market
Development
Product
Development
Diversification
Figure: Ansoff‟s Model
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7. 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 – In this strategy Autoglass can bring “side view mirror” a
new product to the existing market of windscreen to capture more customers.
3. Market development – This strategy refers to the attainment of new customer
groups. Autoglass can increase their market segments to capture new customers.
4. Diversification – This strategy is used to avert the risks by introducing new product
in new market to spread the risks associated with older one.
Autoglass Company has huge opportunities in the market. They can increase the growth rate
very swiftly by satisfying the customer, acquiring and retaining them. They can set targets for
three years to attain more customers and develop new products that are suitable to the market
and building demand (Kotler, P., 2000). During the targeted period the Autoglass Company
should prioritize its geographic area; where they will create a huge market and they should
determine the criteria for selecting an efficient supplier who will supply quality products.
Definition of Top-Down and Bottom-Up
Informal Planning: Informal planning is the process where the manager or leader of a team
develops a plan without any conventional structure and rigid frameworks (Grant M.R. 2010).
For certain instant situations managers use this approach where it is not essential to form any
formal structure of planning or the timeline for planning is not enough. It is important to
ensure short term objectives of the organization.
Top-Down: A top-down approach is essentially the breaking down of a system to gain
insight into its compositional sub-systems (Grant M. R., 2010). Autoglass is successful in
using the approach in their product development.
Bottom-Up: A bottom-up approach is the piecing together of systems to give rise to more
complex systems, thus making the original systems sub-systems of the emergent system
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8. (Grant M. R., 2010). Autoglass is successful in using this approach to provide the services to
the customers.
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.
1.3 Explain minimum three planning technique for Autoglass
The techniques that any organization needs to follow in the competitive industry. There are
three basic techniques that an organization can follow. Autoglass should follow one of the
strategies to flourish in the market and capture more customers.
1. BCG Growth Share Matrix
Autoglass can divide their products in such a manner where they can prioritize their
products and manage a synergy in the portfolio (Ivanauskiene, N, & Auruskeviciene,
V., 2009). This matrix shows the organization 4 types of consequences that will be
faced by an organization (Gudonaviciene, R, & Rutelione, A., 2009). It also helps the
organization to know when to invest in the existing product, when to divest all
earnings from the market segment and when to focus on a new business venture.
Placing goods in the BCG growth share matrix Autoglass will face 4 types of consequences
in the market. And they are:
1. Stars: High Growth and High Market Share
It requires a great quantity of cash for which managers need to take decisions
from which the cash will be generated and used.
If managers can make the business profitable and maintain a steady market
share then it will result in the cash cow and the Company can harvest cash
from the business.
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9. 2. Cash Cows: Low Growth but High Market Share
The product will attain low growth in the market but it will have the highest
market share from which the organization will turn in revenues and maintain
income.
3. Dogs: Low Growth and Low Market Share
The time when the product gradually stops to generate any kind of revenue,
the organization should gradually divest from the project to start another.
The organization should also be careful of incurring any unnecessary costs.
Figure: BCG Matrix
4. Question Marks: High Growth but Low Market Share
It indicates to the products that are newly introduced in the market and will
gradually earn mass acceptance.
It also has the risk of making a Dog product. If the market share is not
increased gradually then it would incur loss for the organization.
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10. 2. Strategic Position & Action Evaluation Matrix (SPACE)
Autoglass can also use the SPACE planning technique to understand the market
requirements and operate in order to expand the operation. This matrix has four
quadrants indicating the positions of the business organization and how to react
accordingly (Ivanauskiene, N, & Auruskeviciene, V., 2009). In consideration to
Autoglass‟s position in the market they can use aggressive strategy. It can also be
used as the base for SWOT analysis.
3. Profit Impact of Market Strategy (PIMS)
It is a type of database which provides concrete evidence to support policies and
principles for gaining and sustaining competitive advantage (Melody, Y. & Kevin, H.,
2000). Autoglass might maintain a customer service database in order to analyze their
principles and planning process so they can keep track of their success and
implementation of the strategies.
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11. Task 2
2.1 Produce an organizational Audit for Autoglass
SWOT Analysis
Strengths
• Low cost
• Safety
• Visual Clarity
• Avoiding further damage
Opportunities
• Increasing growth rate
• High presence in emerging
economy
• New Product
SWOT
Weaknesses
• Less promotion of the
brand
• Lack of advertisement
Threats
• Suppliers Competition
• Geographic Location
• Government Policy
Figure: SWOT Analysis
Strengths
Autoglass is providing a premium service at low cost.
The safety features in the product are high.
The replaced or repaired windscreen provides the high visual clarity
The glasses replaced or repaired by Autoglass is capable of reducing further damage.
Weaknesses
Autoglass is reluctant in promoting the brand.
Lack of advertisement is present in the Autoglass Company
Opportunities
Autoglass has the opportunity to increase the growth rate in the industry as fewer
firms are providing such services.
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12. 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.
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.
PESTLE analysis
Political
Political climate in different countries is different and the policies influence the
business strategies.
Stability of governments. This may affect the future conditions in a country.
Taxation policies.
Economical
The buying capacity of people influences the purchases of the organization.
Level of economic activity that affects need for windscreen.
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13. Socio-cultural
Lifestyle and preferences of people influences the industry.
Social norms that impact the decision to own and use automobiles versus other means
of transport.
Technological
Technology relating the designs.
Technology of windscreen manufacture.
Technological developments that may increase or decrease repair or replace of
windscreen.
Legal
Legal provisions relating to safety measures.
Law regarding consumer and employment is highly emphasized.
Environmental
Environmental aspects such as weather, climate, and climate change can affect in the
business.
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
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14. 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.
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. The top right part refers to the stake holders who influences the strategies and
promote the products.
2. The top left part refers to the stakeholder who influences strategies but they posses‟
low interest in the organization.
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15. High
Influence
(Latents)
High
Influence
High Interest
(Promoters)
Low
Influence
Low Interest
(Apathetic)
Low
Influence
High Interest
(Defenders)
Low Interest
Figure: Stakeholders‟ Grid
3. The bottom right part refers to the stakeholders who have high interest but low
influence in the organization.
4. The bottom left part refers to the stakeholders who have low influence and low
interest in the organization.
The stakeholders are kept in four classifications so that each stakeholder has their specific
rights and duties in regard of the making the strategies for the organization which will be
implemented for the betterment of the organization. Autoglass has mapped the stakeholders
in the organization so that the stakeholders can perform their duty in regard of the
organization‟s benefit.
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16. Task 3
3.1 Analyze possible alternatives strategies relating to substantive growth,
limited growth and retrenchment
Market Entry Strategy
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.
Merger: Merger is the process by which two companies gets united and turns into one entity
through legal consolidation. The beginning of Autoglass was through such merger.
Acquisition: This is the process where one particular company purchases another entire
company and establishes itself as the owner. In this process 100% or near 100% ownership
has to be bought.
Strategic Alliance: This is the process where two or more companies agree upon a number
of common objectives and share each other‟s resources to meet those objectives. This
approach is actually an idea that stays between the concept of organic growth and merger or
acquisition.
Licensing: It is the process through which a mother company (licensor) allows another
company (licensee) to use its trademark and sell the products or services on the basis of
agreements on several terms. The terms include the licensing fee that has to be paid to the
licensor.
Franchising: It is the process, through which a company earns the right to use another
company‟s trademark, business model, operations where the franchisor gives the right to the
franchisee. For acquiring market share abroad, Autoglass might use this approach by
assigning franchises in different locations.
The pioneer in this industry was Tony Bates who started a family business in 1969 and later
on the Company Autoglass started in 1974. By 1983 the both Company merged to become
Autoglass Windshield (Autoglass Company). In 1984 the second part of the Company was
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17. dropped and from then it was only named Autoglass and it remains to this day. Autoglass‟s
market entry in the industry was by a merger in 1984.
Autoglass initially started the business with merger but they might in future need to get into
acquisition with other automakers to expand their company and extend services to the
customers of new business segment. Gradually the firm began expanding its market and
Autoglass now has 180 branches and 900 mobile fitting units all over UK.
Substantive Growth
Horizontal Integration: In horizontal integration a company forms or acquires production
facility of related or complementary products (Melody, Y. & Kevin, H., 2000). Sometimes it
may also happen that a company purchases one of its competitors and form integration.
Autoglass might form such integration by linking with other production that are related to its
existing products.
Vertical Integration: In vertical integration a company links with the companies or partners
of the supply chain and in many cases all the partners of the chain stay under a single owner
(Melody, Y. & Kevin, H., 2000). Autoglass might engage into vertical integration by linking
with the suppliers and distributors.
Related Diversification: When a company expands its business with some diversification in
the existing product line (Arazy, O, & Gellatly, I., 2012). The new productions are similar to
the existing products.
Unrelated Diversification: It is the process when a company engages into diversification by
introducing new products and services that doesn‟t match with the existing product line
(Arazy, O, & Gellatly, I., 2012). It can be unrelated diversification if Autoglass starts selling
home window glasses or beauty mirrors.
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18. Limited Growth
Market Penetration: It means penetrating the competitive market by offering competitive
price against the price of the competitors. This approach is used to instantly attack the
competitors by gaining their customers. It is often used to gain sales growth.
Market Development: It means targeting new customer segments and attracting the nonbuying 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:
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
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19. the last stage of the firm‟s survival. If no alternative strategies comply with the organizations
then it needs to sell its assets and then pay up the shareholders and stakeholders.
Divestment: The process of selling an asset. Also known as divestiture, it is made for either
financial or social goals. Divestment is the opposite of investment. It is the process of pulling
out the assets in operation and sells those to meet the gap in the financial problems and in
order to liquidate the organization divestment is necessary for any organization.
Porter’s Generic Strategy
Michael Porter described a scheming that contains three general strategies which are used by
companies to gain the competitive advantage (Kotler, P. and Armstrong, G., 2006). The
generic strategies are:
1. Overall Cost Leadership
2. Differentiation
3. Focal Point
Overall Cost Leadership
According to the situation mentioned in the case, the Autoglass Company uses the cost
leadership approach to enter the market and it is helping to grab more customers than the
competitors (Kotler, P., 2000).
Differentiation
Only cost leadership cannot help an organization to flourish their business. The
organizations need to put differentiations (Kotler, P., 2000). The Autoglass Company
differentiated their service by introducing 24/7 customer advising operations and the fleet
servicing.
Focal Point
Autoglass is the market leader and best service provider in the UK market in repairing and
replacing windscreen. They are now focusing on the customer satisfaction and the services
they are providing (Kotler, P., 2000).
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20. 3.2 Select an appropriate future strategy for Autoglass
In order to expand the market segment Autoglass Company needs new strategies and new
products which can be helpful for them to thrive 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.
Autoglass should be following the vertical growth strategy to grow their business. They can
go with alliance with automakers to capture the new market segment. Autoglass is in a strong
position and they might be able to go with the alliance with new organizations. 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
customers.
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.
The Autoglass is at present have a 92% satisfaction rate among the customers. But with
expansion of the business the satisfaction rate might fluctuate and Autoglass need to build a
timescale for the new goals and extension of the new services. Considering the position in the
industry, Autoglass can provide a 5 quarters plan that will be sufficient for Autoglass to cope
up with the competition and maintain alliance with the automakers to expand the business.
Autoglass can benchmark next 5 quarters to comply with strategies they have taken and
fulfill the commitment to the customers.
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21. 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
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.
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22. 4.2 Evaluate resource requirements to implement a new strategy for
Autoglass
In order to evaluate the resources of Autoglass, the organization needs to choose the precise
materials and place them in the right departments to produce the services (Michael A., 1999).
Autoglass has prioritized its human resources because as it is a service provider of
windscreens and requires a huge man power to meet the demand of the customers. Autoglass
already has 159 customer advisors working 24/7 to meet the customers demand. Autoglass
also has fleet servicing which requires man power also and they are cautious about their work
force. So Autoglass is spending huge amount in training and developing the skills of the
employees to provide the best service in the industry. Autoglass maintain the highest
standard of NVQ (Arazy, O, & Gellatly, I., 2012).
In consideration of materials and time allocation Autoglass is the leading Company in the
industry because they are using the best materials to ensure the durability and safety of the
customers and also maintaining time in delivering the service.
In the given scenario the Autoglass Company is efficient in their resource planning and
evaluating the resources thoroughly to provide the best service.
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23. 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 of lack of
coordination or inefficiency of the employees and line managers.
Quarter 4
Management should organize a training program to fill in the gap. So that the
employees can achieve the organization goal in desired manner.
Quarter 5
In this quarter the organization might achieve the desired results based on the
strategy making and the implementation method. If the management fails to achieve
the objectives through the strategies, then they have to initiate actions based on
information like training the employees or providing support to them.
Table: Evaluation of the outcomes
Conclusion
Autoglass has made the windscreen repairing or replacement easier for the customers and
providing services to the customers to their full satisfaction. The Autoglass Company has the
potential to grow and become one of the best windscreen replacement organizations in the
world.
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