Bs 45

50 %
50 %
Information about Bs 45

Published on March 9, 2014

Author: rajib09ku

Source: slideshare.net

An assignment on Business Strategy Submitted: Name: ID: Submitted To: Date of Submission: i

Executive Summary Autoglass Company is familiar as the best service contributing company in the business concerning to the banks and further service providers. In the windshield fixing business Autoglass has present surprising work in sustaining the clients and serving the supreme windshield swapping or repairing service. All through an assessment in the business 92% of the Autoglass clients were delighted at their service. Autoglass upholds a satisfying affiliation amongst the consumers and work forces for the motive that they consider if employees are mollified at work in Autoglass at that point they will support the customers more proficiently and it will turn on the revenue. Since the beginning of the industry to present day Autoglass promiences on the requirements and demands of the clients and the method of providing services in an effective fashion. Autoglass is at this time the market place forerunner in the business and they are growing in a stable pace. They at present have 500 outlets assisting in the Europe. Based on the particular condition and going over the Autoglass it can be deducted that Autoglass is in a strong position in the windscreen manufacturing business and will be capable to face imminent challenges in a proficient and effective manner. ii

Contents Executive Summary ....................................................................................................................... ii 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 ........... 8 Task 2 ............................................................................................................................................ 10 2.1 PRODUCE AN ORGANIZATIONAL AUDIT FOR AUTOGLASS ................................ 10 2.2 CARRY OUT AN ENVIRONMENTAL AUDIT FOR AUTOGLASS USING AT LEAST TWO APPROACHES ..................................................................................................................... 11 2.3 EXPLAIN THE SIGNIFICANCE OF STAKEHOLDERS’ ANALYSIS IN RELATION TO AUTOGLASS ............................................................................................................................ 13 Task 3 ............................................................................................................................................ 14 3.1 ANALYZE POSSIBLE ALTERNATIVES STRATEGIES RELATING TO SUBSTANTIVE GROWTH, LIMITED GROWTH AND RETRENCHMENT ........................... 14 3.2 SELECT AN APPROPRIATE FUTURE STRATEGY FOR AUTOGLASS ................... 17 Task 4 ............................................................................................................................................ 18 4.1 COMPARE THE ROLES AND RESPONSIBILITIES FOR STRATEGY IMPLEMENTATION OF AUTOGLASS ...................................................................................... 18 4.2 EVALUATE RESOURCE REQUIREMENTS TO IMPLEMENT A NEW STRATEGY FOR AUTOGLASS ......................................................................................................................... 20 4.3 DISCUSS TARGETS AND TIMESCALES FOR ACHIEVEMENT FOR AUTOGLASS TO MONITOR A GIVEN STRATEGY .......................................................................................... 20 Conclusion .................................................................................................................................... 21 Reference ...................................................................................................................................... 22 iii

Task 1 1.1 EXPLAIN THE ROLE OF STRATEGY, MISSION, VISIONS, OBJECTIVE, GOALS AND CORE COMPETENCIES OF AUTOGLASS Autoglass Company Mission: Mission of acompany is built on the recentcondition and action measuresrendering which the personnel are to execute to accomplish the resolutions of the company (Kotler, P., 2000). The primeconsideration of Autoglass is on the customer’sgratification and providing the optimum windscreen facilities to the customers (Autoglass Company). By completing the procedures, the delusion of acompany takescharacter and the objective becomesvibrant. Autoglass Company Vision: The vision of acompany is the forthcomingobjectives and target that an organizations endeavor to complete by labelling the projects and setting objectives and goals to accomplish (Kotler, P., 2000). The forecast of The Autoglass Company is to aid the clients efficiently and convey the maximum level of pleasureto the customers (Autoglass Company). The vision of serving customers with morality will lead them to grow up and set limits in the business. Autoglass Company Core Competency: A core competency is a view of conception that states the matters that a companyapprehends as vital to the policy the company or its employees work (Grant M. R., 2010). Core competency defines the core movement of abusiness that figure the business intentions and visions of that particular organization (Kotler, P., 2000). In occurrence of Autoglass the core competency is that they can switch or repair any type of wrecked or smashed windshield of any model (Autoglass Company). Strategic Intent: The strategic intent shows a conceptual projection of the future of the company, rather than the desired goal or expected outcome. This process implies that a bunch of options and flexibility in terms of staff initiative, team contribution and adaption during changed circumstances (Ivanauskiene, N, & Auruskeviciene, V., 2009). Strategic intent of Autoglass 4

shows that they are the leader of the existing market and the company is doing all the required activities to keep them on leading position. Role of StrategyofAutoglass: Compilation as well as the dissemination of vision and operation is the primary task of strategic administration of Autoglass. This outlines express the raison d’etre of the organization. Compilation of strategy of Autoglass is made in such a way that the decided strategy maintains a specific time period for execution of that strategy. Objective and goals of Autoglass: Repairing and replacing of broken windows as soon as possible and to acquire the customer satisfaction are the main objective of Autoglass. The goal that Autoglass has fixed is to provide there service to global customer and to enhance their business globally. Using the customer reputation they are expanding their business all over the Europe. Strategic Architecture of Autoglass: Strategic architecture means to answer five separate questions about the fundamental process of making strategy of the organization. The questions are compilation of “What”, “What Else”, “What More”, “What Now”, “How” (Grant M. R., 2010). Autoglass prepare their strategy by answering this bunch of questions. 1.2 REVIEW THE VITAL ISSUES INVOLVED IN STRATEGIC PLANNING IN AUTOGLASS In order plan guidelines and implement strategies there are number ofvibrantissues that will basicallybe considered. Based on the condition, Ansoff’s model can be used to study the competitive advantages (Kotler, P., 2000). Autoglass is putting their aim on the customer’s fondness and customer service. They have come to the highest satisfaction grade in the service industry just by replacing the windscreen in a cost productive way. Autoglass should be clientele oriented and try to boost their service portfolio in order to meet with the affray. Granted the position in the case we can investigation the competitive benefits of Autoglass. 5

Autoglass’s Competitive Benefits Autoglassconveys the bestfacility of replacing windscreens. They are conveyingnumerous services to clientsregarding windscreens and grabbing a fair segment of the market (Autoglass Company). As Autoglass is increasing day by day, they can use the Ansoff’s model to inspect their competitive recompenses. The Ansoff’s model is given below: Existing Product New Product Existing Market New Market Figure: Ansoff’s Model Autoglassiscontributingamenities to more than one million clients having problems with their windshieldsevery single year. Autoglass has fixed their focus on customer satisfactions by proper customer services. Already they have earned the highest level of customer satisfaction and improved their customer service in a milestone level only by replacing the broken windows with a limited cost. Autoglass is very much customer oriented and they always try to enhance their level of services to avail in the competition. We can analysis the competitive advantages of Autoglass. These four alternative strategies face different types of possibilities. The strategies are:  Market penetration: Through a market strategy a company desire to grab the dominating power in the current market. The strategy focuses on capturing the larger share of an existing market. According to this strategy Autoglass could increase their market segment by selling more products and capturing customer focus. 6

 Product development:Autoglass can announce to the market a new artifact that would supplement the existing products. But this tactic has a severe disadvantage. If the consumers failed to infer the new product then this one would result in dropping revenue.  Market development:Autoglass is the marketplace leader in windshield repairing business. So they can brand Autoglass more widely and try to snatch new consumers to upturn its market segment.  Diversification:Autoglass can generateanassortment that will banquet the risks and decrease the loss of revenue. Autoglass also requisite to give prominence to the geographicalsegment where they zexercise and identify the leastdesires of the traders to get the distinction product. Autoglass Company is in highest of its operational industry so they can increase the growth volume in a static manner by sustaining both existing as well as new clients and rise its market segment. Autoglass can set a five years progress strategy based on the Ansoff’s Growth Model to manage the target. Definition of Top-Down and Bottom-Up Informal Planning: Informal planning means to generate a plan by the leader or the manager without any structured way and conventional framework. For instant response managers need to take an extempore decision without consulting his subordinate or without analyzing the overall situation. This process is helpful to fix the short term objective of the organization. Top-Down: A top-down approach is basically the breaking down of a technique to gain responsiveness into its compositional sub-systems (Grant M. R., 2010). Autoglass is prosperous in using the method in their product improvement. Bottom-Up: A bottom-up approach is the patching together of schemes to give growth to more compound systems, accordingly making the original systems sub-systems of the developing system (Grant M. R., 2010). Autoglass is prosperous in using this method to deliver the facilities to the customers. 7

Behavioral Approach for Autoglass: In order to get the most out of the resources and to prevail in the coming future Autoglass need to approach in the Top-Down method. Aotuglass is a growing company in the area of service industry and in near future the services they are providing will not be sufficient enough to hold the current position in the market. They have to improve their product quality so that they can grab a diversified market. 1.3 EXPLAIN MINIMUM THREE PLANNING TECHNIQUE FOR AUTOGLASS In order to develop in the businessAutoglass can use three procedures, and they are: A. BCG Growth Share Matrix Autoglass can line up their merchandises in such a manner where they can differentiate their products and keepanarrangement in the product variety (Kotler, P., 2000). It will likewise help Autoglass to define when and wherever they are going to invest in a new product expansion and at what time to eliminate all the wages from the product. Autoglass might face four different hazards in enlisting the products in the BCG growth matrix. The Strategies are: 1. High Growth and High Market Share (STARS)  This strategy involves high amount of cash and the administration needs to regulate the flow of currency in the business.  The star businesses are prior to become cash cows in the upcoming and management can harvest from the business venture. 2. Low Growth but High Market Share (CASH COWS)  From the matrix, we can see the product which has low growth but high market share is the steady business and generates steady revenue. 8

3. Low Growth and Low Market Share (DOGS)  When the products starts to lose its market share and growth rates decline then the product falls into dogs category. The organizations should divest from the business at this moment.  Management should watch over any unnecessary expenses. 4. High Growth but Low Market Share (QUESTION MARKS)  The products which are newly introduced fall in this category and have the potentiality to maximize growth.  The product has also the risk of being a dog product if it does not turn in any revenue. B. Profit Impact of Market Strategy (PIMS) PIMS is a kind of register that gives compacted data and suggestion to maintenance the plans that are carry out to gain unassertive advantages. C. Strategic Position & Action Evaluation Matrix (SPACE) Autoglass can exercise the SPACE matrix to adjust the market plea and requirements to function and make policies to expand the marketplace (Armstrong, G., & Kotler, P., 2006). SPACE matrix has four different quadrants which designate the organizations place and the improvement of actions (Kotler, P., 2000). Autoglass is in a durablestate in the market. So, they can exercise the forcefulapproaches to internment the market and it will additionally help in defining the SWOT of the organizations. 9

Task 2 2.1 PRODUCE AN ORGANIZATIONAL AUDIT FOR AUTOGLASS SWOT Analysis Figure: SWOT Analysis Strengths Autoglass provides extraordinary products at small cost. The safety structures in the product are high. Windshields deliver visual clarity. Weaknesses  Autoglass promotes less of their brand.  Lack of advertisement is present. Opportunities  Windshield swapping or repairing is existing in emerging economy.  Development of new merchandises creates new opportunities. Threats o Operation in unnecessary places is loss of capital. o Government policies shape the business environment 10

2.2 CARRY OUT AN ENVIRONMENTAL AUDIT FOR AUTOGLASS USING AT LEAST TWO APPROACHES .PESTLE analysis is focused to adjust the operation strategy in the industry and to pick up the demand of the business of operation (Armstrong, G., & Kotler, P., 2006). In order to function in a business there are various factors that needs to be accounted for (Automotive Industry, 2013). Organizations can make best use of occasions and diminish threats by directing PESTLE analysis. PESTLE analysis Political  Political environment in any country controls the charm of the business.  Government steadiness is important for the reason that it may affect the upcoming decisions.  Organizations must pay taxes and taxation strategies affect the business. Economical  Purchasing capability of the people regulates cost and level of facility in the industry.  The need for swapping windshield is characterized by the level of financial activity. Socio-cultural  Lifestyle and likings shapes a business.  The choice to own a vehicle and need to swap windshield depends on the social norm. Technological  Technology connecting the designs.  Technology of windshield manufacturing. Legal  Law regarding safety methods is important.  Employment and customer law is vastly emphasized. Environmental  Some things are away from control of the organizations such as weather, environment and climate change. Porter’s five forces study helps the management to determine and understand the complete situation of the industry (Kotler, P., 2000). Porter’s five forces are: 11

1) The threat of new entrants  Economies of Scale: This is normally a low risk and it measures the balance of economy in the production.  Government Policy: Government policy can bound the entry and exit barrier in an industry. 2) The bargaining power of customers  Threat of Backward Integration: Organizations face the danger of hesitant integration with the providers. 3) The threat of substitute products  Prices: Expenses play a vital role in every industry. Buyers may move from one product to another just for the reason of price sensitivity.  Access: Buyers entrance in the business is now a day’s considerably easier than it was before. 4) The amount of bargaining power suppliers have  Threat of forward Integration: Organizations face the threat of advancing integration with the dealers. With the assistance of the suppliers, buyers can create the same products that are offered by a different company. 5) The intensity of the competitive rivalry  Number of Competitors: Competitor’s quantity plays an imperative role in pricing policy.  Diversity of Rivals: The opponents challenge and cross each other’s track in creating and implementing strategies. 12

2.3 EXPLAIN THE SIGNIFICANCE OF STAKEHOLDERS’ ANALYSIS IN RELATION TO AUTOGLASS The stakeholders’ grid: 1) Promoters: It refers to the stakeholders who affect the strategies and also has great interest. 2) Latent’s: It refers to the stakeholders who influence strategies but has small 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. Figure: Stakeholders’ Grid The stakeholders are arranged in four classifications so that each one of the stakeholders could be able to identify their specific rights and duties in order to determine the company strategy which will be used for the betterment of the company. Autoglass has also arranged their stakeholder in order to help the stakeholders to perform accordingly and take part in company’s benefit. 13

Task 3 3.1 ANALYZE POSSIBLE ALTERNATIVES STRATEGIES RELATING TO SUBSTANTIVE GROWTH, LIMITED GROWTH AND RETRENCHMENT Entry Strategy Organic Growth: Back a business alignment achieves advance over its own business which is as aforementioned as the alpha of the organization, it is alleged amoebic growth. It excludes any advance that is acquired by accepting into any added business or alliance or acquisition. Merger: Alliance is the action by which two companies gets affiliated and turns into one article through acknowledged consolidation. The alpha of Autoglass was through such merger. Acquisition: This is the action area one accurate aggregation purchases addition absolute aggregation and establishes itself as the owner. In this action 100% or abreast 100% buying has to be bought. Strategic Alliance: This is the action area two or added companies accede aloft a cardinal of accepted objectives and allotment anniversary other’s assets to accommodate those objectives. This access is absolutely an abstraction that stays amid the abstraction of amoebic advance and alliance or acquisition. Licensing: It is the action through which a mother aggregation (licensor) allows addition aggregation (licensee) to use its brand and advertise the articles or casework on the base of agreements on several terms. The agreement accommodate the licensing fee that has to be paid to the licensor. Franchising: It is the process, through which a aggregation earns the appropriate to use addition company’s trademark, business model, operations area the franchisor gives the appropriate to the franchisee. For accepting bazaar allotment abroad, Autoglass ability use this access by allotment franchises in altered locations. 14

Substantive Advance Horizontal Integration: In accumbent affiliation a aggregation forms or acquires assembly ability of accompanying or commutual articles (Melody, Y. & Kevin, H., 2000). Sometimes it may additionally appear that a aggregation purchases one of its competitors and anatomy integration. Autoglass ability anatomy such affiliation by bond with added assembly that are accompanying to its absolute products. Vertical Integration: In vertical affiliation a aggregation links with the companies or ally of the accumulation alternation and in abounding cases all the ally of the alternation break beneath a distinct buyer (Melody, Y. & Kevin, H., 2000). Autoglass ability appoint into vertical affiliation by bond with the suppliers and distributors. Related Diversification: Back an aggregation expands its business with some about-face in the absolute artefact band (Arazy, O, &Gellatly, I., 2012). The new productions are agnate to the absolute products. Unrelated Diversification: It is the action back an aggregation engages into about-face by introducing new articles and casework that doesn’t bout with the absolute artefact band (Arazy, O, &Gellatly, I., 2012). It can be different about-face if Autoglass starts affairs home window glasses or adorableness mirrors. Limited Growth: Market Penetration: It agency biting the aggressive bazaar by alms aggressive amount adjoin the amount of the competitors. This access is acclimated to instantly advance the competitors by accepting their customers. It is generally acclimated to accretion sales growth. Market Development: It agency targeting new chump segments and alluring the non-buying barter of that segment. It helps to access the bazaar allotment by abacus new allocation of customers. It is accessible for Autoglass to advance the bazaar by geographically accretion the business and extensive the customers. Product Development: It agency developing new articles that do not abide currently and appropriately alluring barter to buy added varieties of articles or services. 15

Innovation: It agency looking out an absolutely new charge of the barter in the bazaar and innovating a new artefact or account to accommodate that need. Autoglass ability try to array out such charge in the bazaar and acquaint an innovated artefact or service. Disinvestment: Retrenchment:An action acclimated by corporations to abate the assortment or the allembracing admeasurement of the operations of the company. This action is generally acclimated in adjustment to cut costs with the ambition of acceptable a added banking abiding business. Turn around: Turnaround administration is a action committed to accumulated renewal. It uses assay and planning to save afflicted companies and allotment them to solvency. Turnaround administration involves administration review, action based costing, basis abortion causes analysis, and SWOT assay to actuate why the aggregation is failing. In adjustment to accomplish a improvement in the industry organizations charge to acquisition out the basis of the problems and based on those problems they charge to accomplish up new strategies and behavior to affected those problems. Liquidation: Back a business or close is concluded or bankrupt, its assets are awash and the gain pay creditors. Any assortment are broadcast to shareholders. Liquidating a close is the aftermost date of the firm’s survival. If no another strategies accede with the organizations again it needs to advertise its assets and again pay up the shareholders and stakeholders. Divestment: The action of affairs an asset. Additionally accepted as divestiture, it is fabricated for either banking or amusing goals. Denial is the adverse of investment. It is the action of affairs out the assets in operation and sells those to accommodate the gap in the banking problems and in adjustment to cash the alignment denial is all-important for any organization. Porter’s Generic Strategy Michael Porter described the overall strategies for an organization to function in the industry. Companies usethese strategies to increase competitive advantages (Kotler, P., 2000). The strategies are: 1. Overall Cost Leadership 2. Focal Point 3. Differentiation 16

Overall Cost Leadership Based on the scenario it can be deducted that Autoglass is following the cost leadership in the business and they are proposing their services in the bottommost cost possible (Armstrong, G., & Kotler, P. 2006). It is supportive to attract more clienteles and go into the new market. Differentiation Only cost leadership cannot aid an organization to fanfare their business. The organizations requires to put differentiations (Kotler, P., 2000). The Autoglass Company differentiated their facility by presenting 24/7 customer counselling actions and the fleet servicing. Focal Point To expand business in the industry organizations wishes to focus on an exact objective (Armstrong, G., & Kotler, P., 2006). Autoglass is focusing on aiding the consumers and please them for their money worth. Autoglass has converted the best windshield repairing or replacing service providers. 3.2 SELECT AN APPROPRIATE FUTURE STRATEGY FOR AUTOGLASS Autoglass needs to form new strategies and produce new products to enhance their market segment, so that they can hold their leading position in the market. So in order to make a future strategy they can come up with some core development along with new products and better services and grab a prolonged market segment. Autoglass should follow the vertical growth strategy to enhance their business. They could offer alliance to other automakers and could combine with them in order to grab a new market segment. As Autoglass is a strong company itself, they can select an alliance which can cope up with their capabilities and help to develop the business. This will help Autoglass to focus on the customer privileges and customer satisfaction. Starting new product with expended market is not the enough and single solution for the future strategy. Autoglass should seek a constant review from the customer’s side to identify their lacking along with customer’s expectations. This will help the management to distribute the responsibilities to the employee in order to provide more satisfaction to the customer. At present Autoglass has 92% rate of their customer satisfaction. With the expansion of business this rate could be hampered or slightly fluctuate. Autoglass need to keep that in mind that customer satisfaction is their core moral of business. They can also provide 5 17

quarters plan to cope up with the changed situation in the business area and prevail in the competition. Task 4 4.1 COMPARE THE ROLES AND RESPONSIBILITIES FOR STRATEGY IMPLEMENTATION OF AUTOGLASS Achieving the guiding principles within the business is enormously necessary and it conveys a certainmagnitude for the organization’s welfare (Arazy, O, &Gellatly, I., 2012). Within the submission of the policies it directs to the policies that area unit picked and assumed of to earn returns for the organization. Sighted the tactics policies are well conveyed and verified to establish if those policies are unit appropriate or not (Purchase Behavior, 2013). If the strategiesbecome flop to recognizevital score at that point it's turned down and assumed of as unfruitful one. Autoglassrequisite to practice in distancestrainingactions of the strategies to clutch and domain the market share. CEO of a company is accountable for revolving the beliefs into reality and creating a mark within the business (Arazy, O, &Gellatly, I., 2012). To use cost-effective and functioning policies all the squadsinside the business are united in the tiniest stages of the viewpoint and plan of act call which ends up in a very well coherent set up and also the variation or modification of the methods are possible (Schultz, H.2006). 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. 18

In order to attain the targeted market share,flawless and reliableannouncements arerequired. Communal visualizing are compulsory in classifying and reviewing the buildings, bases of the strategies and recommend actions (Ivanauskiene, N, &Auruskeviciene, V., 2009). Managers have tomotivate and influence the employees to complete the strategies that are accepted expeditiously and effectively. Satisfying the mark, achievement can end in operative satisfaction and coherence in job atmosphere. 19

4.2 EVALUATE RESOURCE REQUIREMENTS TO IMPLEMENT A NEW STRATEGY FOR AUTOGLASS In association to anticipate the resources of Autoglass, the organization has to select precisefeatures and place them in the definite division to convey the services. Autoglass has line up its human resources as a consequence it became the best service conveyer of windscreens (Autoglass Company). Autoglass in accumulation has fleet repairing units that oblige man power. So Autoglassuse lots in counseling and evolving the ability of the workforce. In alleged of foundations and time share Autoglass is that the forerunner within the industry as an outcome of their remedy the leading effective materials to affirm the permanency and security of the consumers and put together maintaining time in conveying the service. 4.3 DISCUSS TARGETS AND TIMESCALES FOR ACHIEVEMENT FOR AUTOGLASS TO MONITOR A GIVEN STRATEGY Evaluation of the benchmark outcomes: Quarter The company has to bring up with new strategies and they also need to find out 1 the feasibility of their selected strategies; whether the selected strategies reflect as expected outcome or not. They can collect their customer’s feedback to find out the information about what else they are still looking for the windscreen repairing and replacing service by the company. Quarter Autoglass should review their customer’s feedback in order to implement the 2 desired planning’s to expand their business in a large market. For this reason the line managers are solely responsible for the collection process of the feedbacks of the customers and acting accordingly. Quarter This is known as the quarter of gathering the information and taking research note 3 on the area of the implemented strategies. Management should find up the lacking between the expected outcomes comparing with the actual outcome. This lacking may occur because of the lacking of the coordination or incompetency of the employees as well as line managers. Quarter Management need to organize new training program in order to fill up the gap. 4 With that the employees could achieve the confidence to attain the organizational 20

goal effectively. Quarter 5 In course of this quarter the organization might achieve the desired results based on the strategy making and the implementation method. If management panel fails to acquire the objectives using the selected strategies, then they could initiate new actions and decisions based on the information determined form training the employees and providing support. Conclusion Autoglass shows that they have a huge number of qualified and efficient workers by whom they have achieved which was once unimaginable in this industry. As a market leader Autoglass has set a new standard of services to its customers. This example cannot be done without teamwork. As a result the satisfaction rate of customers is increasing. Now-aday they are making an attempt to expand their market and in order to do so they will face obstacle but the AutoglassCompany is in a strong position to handle any future challenges. 21

Reference Arazy, O, &Gellatly, I., 2012, 'Corporate Wikis: The Impact of Autoglasss in the Windscreen industry, vol. 29, no. 3, pp. 87-116. Armstrong, G., & Kotler, P., (2006). Marketing:An introduction (8thed.). New York: Prentice Hall. Autoglass Company. [ONLINE] Available at: http://www.autoglass.co.uk/Glass-repair-andreplacement.186.0.html. [Accessed 11 November, 2013]. Automotive Industry: Market Research Reports, Statistics and Analysis. 2013. Automotive Industry: Market Research Reports, Statistics and Analysis. [ONLINE] Available at: http://www.reportlinker.com/ci02294/Automotive.html. [Accessed 19 November, 2013]. Dessler, G., 2000. Human Resource Management. 5th ed. Delhi: Pearson. Ivanauskiene, N, &Auruskeviciene, V., 2009, Change Management and Its preparation', Economics & Management, pp. 407-412. Kotler, P., 2000. Marketing Management. 5th ed. New Delhi: Prentice hall of India. Purchase Behavior- Business Customers. 2013. Purchase Behavior- Business Customers. [ONLINE] Available at: https://www.boundless.com/marketing/business-to-businessmarketing/business-customers/purchase-behavior/. [Accessed 29 October, 2013]. Schultz, H., (2006). Discover the Traits of Top Management [online]. S.N. [Accessed 30 November, 2013]. Wheelen& Hunger, T.L. &J.D., 2013. Strategic Management and Business Policy. 5th ed. Delhi: Pearson. 22

Add a comment

Related pages

KAWO | BS 45

Zum Abdichten im Lüftungskanalbau sowie in der Klimatechnik: Farben: grau
Read more

WOLF-Garten Akkuscheren Accu BS 45 Ersatzteile

WOLF-Garten Ersatzteile für Accu BS 45. WOLF-Garten Akkuscheren Accu BS 45 Ersatzteile direkt online bestellen.
Read more

Ersatz-Akku (W45) für Wolf ACCU45, BS 45, BS45 ...

Ersatz-Akku (W45) für Wolf ACCU45, BS 45, BS45 Gartengeräte - 2100mah - 3,6 Volt - NiMH - Kurzschlußgeschützt u. Vibrationsgedämpft: Amazon.de: Baumarkt
Read more

ELHA BS 45 Säulen- / Ständerbohrmaschine gebraucht kaufen

Surplex Gebrauchtmaschinen GmbH. Ankauf & Verkauf gebrauchter Maschinen für die Metallbearbeitung & Holzbearbeitung. Maschinen-Versteigerungen, Gutachten ...
Read more

SILRES® BS 45 - Wacker Chemie AG

SILRES® BS 45 is a water-dilutable solventless emulsion of a silicone resin used as a binder in the production of silicone resin emulsion paints and plasters.
Read more

WOLF-Garten Akkuscheren Accu BS 45 Ersatzteil-Zeichnungen

WOLF-Garten Accu BS 45 Ersatzteil-Zeichnungen für Akkuscheren. WOLF-Garten Akkuscheren Ersatzteil Listen und WOLF-Garten Ersatzteil-Zeichnungen für ...
Read more

BOSCH Bohrständer BS 45 - etwas enttäuscht - Werkzeugforum

Hi, Statt immernur zu fragen wollte ich mir auch mal erlauben über Etwas kritisch zu berichten. Mag sein, daß für manche Eindrücke mein noch recht ...
Read more

Hecktra Industrievertretung - Profilbiegemaschinen ...

BS 45 M. Profilbiegemaschine Technische Infos Antriebsrollen: 2 Wellengeschwindigkeit: 8 Arbeitshöhe: 91 Gesamtenergie (Kilowatt): 0.75 Gewicht (Kilogramm ...
Read more

Autobatterie 12 V 45 Ah BS-45 Starterbatterie für PKW ...

Die BS-45 hat 12 Volt, 45 Ah und 360 A Kaltstartleistung. Diese Starterbatterie / Autobatterie / Batterie für Ihren PKW , welche in Europa hergestellt ...
Read more

ABEX Stahlbau - Rohrbiegen GmbH Berlin - Bs25

Des Weiteren bieten wir unseren Baumschutz 45 in folgender Ausführungen an: Fest installiert . zum Anschrauben mit einfacher Grundplatte. zum Anschrauben, ...
Read more