Strategic Analysis 1 RUNNING HEAD: STRATEGIC ANALYSIS Strategic Analysis [Name of the Writer] [Name of the Institution]
Strategic Analysis 1
RUNNING HEAD: STRATEGIC ANALYSIS
Strategic Analysis
[Name of the Writer]
[Name of the Institution]
Strategic Analysis 2
Strategic Analysis
Introduction
Jaguar Cars is a manufacturer of automobile, founded in 1922
as "Swallow Sidecar Company" by William Lyons, it was renamed
Jaguar Cars after World War II by the unfortunate connotations of
the initials, The company now belongs to the industrial and
automotive Indian Tata Motors. Jaguar is known for its luxury
saloons and sports cars, market segments where it has been since
the 1930’s. The company was independent until it became part of
the national company British Motor Corporation in 1966. It
surfaced in 1984 as a separate company in the stock market, one
of the many privatizations of the Thatcher government only to
become part of Ford in 1989-1990(Allen, 1984). In 1999 it became
part of the new Premier Automotive Group of Ford to Aston Martin,
Volvo and Lincoln. Land Rover was added to the group in 2000
after being sold by BMW. In July 2006, Jaguar passed Ford in car
sales in 2007 became the first car manufacturer in the world
overtaking General Motors, and there is speculation that this
year 2008 there will be a production and sales of approximately
9.8 million vehicles, along with increased sales (Liebeskind,
1996).
Jaguar is the leader in the automotive industry featuring a
box of eight-speed automatic transmission guide, real time
Strategic Analysis 3
traffic routing with dynamic reallocation and a four-zone climate
control with infrared technology in some of their models.
Mission
Our mission at Jaguar, since the company was founded by Sir
William Lyons in 1922, has been to
``Create and build beautiful fast cars, Cars that bring the
enjoyment and exhilaration of driving to life.’’
Vision
Our vision is to celebrate 75 years of Jaguar design,
besides being a clear statement of the brand vision on the
direction and future of the automotive industry. Our vision is
long term, since the relationship with our customers does not end
with the sale of a car, just at that moment is when it starts.
Objectives
The aim of Jaguar Motor is to produce not only the most
innovative Jaguar but the most beautiful of all time, a Jaguar
that hints at the exciting evolution of the award-winning design
Strategic Analysis 4
of the brand while paying homage to some of the most admired
cars. Advanced design features such as an innovative propulsion
system and active aerodynamics have led to conceive a sleek body
lines has remained stable at very high speeds.
Jaguar Company introduced the concept supercar on electricity
with the extended-range, and the belief in a bright and green
future (Khanna, 1995). C-X75 was designed in honor of the 75-year
anniversary mark Jaguar, but that, according to Mike O'Driscoll
Managing Director of Jaguar Cars, and more "innovative pilot
model, which embodies the technology of the future" is guarantee
that the glory of our engineering does not fade even 75 years or
even longer
Pest analysis
It is important to define the mission of the company in
order to generate value for the customer, society and the
economy. This key step is to direct the organization towards a
common purpose is more important than just making money (Khanna,
1995). The design of work processes is important to achieve added
value and reduce time spent waiting for another process to finish
before continuing. It is essential to the flow available to the
entire organization to continually improve and develop people.
The analysis is as follows:
Strategic Analysis 5
• Government’s golden share (designed to prevent takeover)
to end 1990
• British industry highly unionized; many different unions
• Economic developments have led to major upturn in demand
for luxury cars
• Oil prices/interest rates low; standard of living
improvements; low cost of capital
• Exchange rate fluctuations
• Car manufacturing capital intensive
• Move towards environmentally friendly cars
• “Conscience factor” - not to be seen to be flaunting
wealth
• Car manufacturers with broader ranges exploiting
technical/engineering merits
• New technologies not solely the domain of original
innovators - available to competitors
• Technological diversification (i.e., aerospace industry)
produced spinoffs for car industry
Strategic Analysis 6
Porter’s model (explained)
• Potential entrants: Japanese
• Barriers: Economies of Scale: Large investment reqd;
existing players enjoying large economies of scale; also
high exit barriers due to high investment
• Product differentiation: customers look for certain
attributes in luxury cars
• Capital requirements: Car makers require large
investments; however, interest rates low
• Access to distribution channels: Difficulty by Jaguar in
Germany, secured Saibu in Japan, upgrading of
distribution channels (divorce themselves from BL)
• Threat of Substitutes
• Other forms of transport
• Volume car manufacturers (what is a luxury car?)
• “Fashion statement through other means - Condo, etc
• Power of Buyers & Sellers:
• Buyers demanding excellence, quality & service
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• Appears to be no forward/backward integration (except
parts). However horizontal integration through
acquisitions
• Competitive Rivalry:
• Appears low in the luxury cars? Mercedes & BMW in
Europe; Lincoln & Cadillac in US
• Different cars appeal to different people
SWOT Analysis
Strengths:
• Quality/culture identity
• History of culture (Pre-BL Years)
• Image of luxury
• Re-entry into international car races
• Upgraded distribution channels
• Arrangement with SEIBU
Weaknesses:
• Small car range
• Engineering/R&D disadvantage
Strategic Analysis 8
• UNION problems
• Dealership network in Germany
• Jaguar unable to radically alter design
• No economies of scale
Opportunities:
• Economic growth
• Japanese market opening up
• New technology readily available
Threats:
• Competition from Mercedes, Porsche & BMW
• Japanese may try to enter market
• Substitutes - what is a luxury car?
• US$ exchange rate fluctuations
• US legislation
• Government’s golden share
• Environmental pressures
Strategic Analysis 9
Future Implementation
• Generic strategy: differentiation (cost leadership is
difficult as Jaguar does not have economies of scale and manpower
productivity). Emphasize luxury and ample design. Emphasize
participation in races.
• Within differentiation, focus on wealthy buyers (Mercedes
emphasizes on Engineering and attracts upcoming rich; BMW
attracts yuppies - compete with S class & 7 Series rather than
all)
• Strategic Direction: market development and consolidation
rather than product development (keep the small range; don’t go
into consultancy, R&D).
• Market development: China, HK, Taiwan & Singapore, oil rich
SEA countries and ME
• Consolidate in US and UK
• However, Jaguar needs to continue to lower costs, improve
quality and productivity (to support main strategies, and to
forestall takeover after Government’s golden share
Porter’s Model
Strategic Analysis 10
This system indicates to store small quantities of each
product and replacement frequency on the basis of what the
client actually asked.
Level the workload eliminating waste, the excessive burden
on individuals and teams, and inequality in production
planning.
Be they automated or manual processes; develop a culture to
stop in case of failure. In the long run this will benefit
productivity.
Using a stable and repeatable method always produces the
same performance to maintain the predictability of
Strategic Analysis 11
processes. It allows those who use these processes to make
suggestions for improvement.
Simplify working with visual indicators to let people know
if they are operating in a normal condition or less (Coase,
1937). Whenever possible, simplify the reports to a sheet of
paper.
The new technology is probably unstable and therefore
endangers the flows. However, encourage your people to
consider new technologies when new approaches to work.
Leaders grow within the company. A good leader must
understand the daily work in great detail so it can be the
best teacher of philosophy of the company.
It teaches people to work together as a team toward common
goals. Teamwork is something that has to be learned. Train
exceptional individuals and teams to achieve exceptional
results.
Have respect for your partners and suppliers and treat them
as an extension of your business, proportional ambitious
goals for growth and development (Monteverde, 1995).
Even the executives and senior managers need to see things
for themselves, so they have a deeper understanding of the
situation. Think and speak in person after verifying the
data.
Strategic Analysis 12
It is the process of discussing problems and possible
solutions with all stakeholders, to gather ideas and reach
agreement on a way forward. This process of consensus,
although time consuming, helps broaden the search of
solutions available, and once a decision is made, the stage
is set for rapid implementation.
Reflect on each milestone of a project to openly identify
all the shortcomings experienced (Allen, 1984). Develop
countermeasures to avoid the same mistakes again.
Implementation (present)
In fact, it was not the design or performance of the
vehicles to make a difference, but the way Jaguar designed and
manufactured the car (designed faster, with greater reliability,
and cost competitive, even when the wages of workers were
relatively high). Emphasized that every time Jaguar showed an
apparent weakness and seemed vulnerable to competition,
miraculously corrected the problem and became even stronger
(Arthur, 1989). In the book "The Jaguar Way" describes the
management style and the Jaguar production system is what is
revealed as the winning strategy of the company. In this article
I explain how the success of Jaguar model can be applied to any
organization to improve business processes, marketing and sales,
logistics, product development and eventually management. Jaguar
Strategic Analysis 13
expands its range of diesel models with the addition of a new
engine with 2.2 liter turbo for the X-Type. first units arrived
in Argentina in late 2005.. The drive with four-cylinder engine
delivers a power of 155 hp and a torque of 400 Nm with over
boost. The maximum speed is 220 mph and accelerates from 0 to 100
in 8.9 seconds.
One of the values that best represents the progress of the
benefits of the modern diesel is its elasticity. With the fourth
gear engaged needs just 6.7 seconds from 80 to 120 kilometres per
hour. Both the new engine as the current 2.2D and 2.0D meet the
provisions of law relating to Euro IV emission levels (Tripsas,
1997). The levels of performance, refinement and acceleration of
the new X-Type 2.2D are among the best in its class.. It has
introduced a new six-speed manual transmission adapted to the
2.2D engine performance.
The sound insulation ensures excellent levels of refinement
and NVH (noise, vibration and harshness).. The 2.2 diesel is a
new step in the successful evolution of Jaguar in the diesel
vehicle market and reflects the growing demand for luxury diesel
models. This power unit has been developed by the joint venture
between Jaguar Cars and Ford Motor Company. Engineers at Jaguar
Cars, as in the development of 2.0D, have played a key role in
creating the new diesel, establishing priorities driveability and
refinement that customers expect from an engine of the brand.
Strategic Analysis 14
Jaguar’s Effective Management
Leadership Provide effective management of projects Provide
technical leadership communication procedures defined and located
teams to force a better communication not force communication is
simply the natural result of setting personal management
structure is added to force individual behaviour. The new
engineers have to go to the policy area as soon as possible to be
promoted in his career just happens. Organizational behaviour is
important to support the paradigms of their processes. The work
of leadership is to get the technical knowledge of persons
Relations with suppliers are treated from an administrative
perspective (Klein, 1978). Specifications hard work to complete
works in collaboration with suppliers, vendors have less job
autonomy insists on imposing standard processes more is done for
free It is assumed that workers know what to do and how to do it.
Cultural Aspect of Jaguar
Action oriented (what motivates staff) what matters is to
impress the Chief. "Being good" because they feel that their
future is decided by the person who impressed engineers are only
motivated to be an excellent engineer in product design
orientation to learning (how to share technical knowledge) there
are models of how do things and some experts who are responsible
Strategic Analysis 15
for these models (e.g., Process PDSP) It is expected that all
individuals learn what works and what does not. They document the
results of all the designs, which all staff have access and are
supposed to make use of that knowledge (Khanna, 1995).
Opportunities and benefits are achieved by personal creativity
and participation of all ego threat and fear.
Core competencies
Core competence is its unique benefits to customers (value)
that can bring a unique technology that cannot easily imitate
others, skills that are the core competitive ability is built
with a combination of know how. For a source of competitive
advantage, building management strategy has become an
indispensable element.
The key to success of Jaguar is asked something, I'm Here are the
Jaguar Production System. "Where is secret, is not enough world-
famous" You might believe that as long as they recognize that
this is just a production system, and understand the nature of
the company would not be a Jaguar (Christensen, 1997). It was in
the early 60 When Jaguar left the high competition, at that time
was planning a car that was going to use within 24 hours, the
decision not to continue, completely remodelled into a car
production supercar series called "E". Top speed, something not
many could say. Its central section was pressed steel monologue
Strategic Analysis 16
and combined with a trellis frame structure, all was wrapped in a
sleek, aerodynamic body, which includes some headlights that were
behind a glass cover and a large air intake at the center
position.
Jaguar production system is more than a manufacturing system
is a philosopher of the overall operations of Jaguar. "The
strength of the Jaguar Production System is something. Who is a
beginner, we have a few in stock. And as intermediates, will
become apparent problems, improve productivity, but that includes
a mechanism to enforce quality improvement it.
However, experts do say? To repeat the task of solving the
problem to become apparent became anxious and there is never a
problem, as it's hard to start looking for a problem together.
Tens of thousands employees, such a state is a kind of addiction
problem solving. Be said that Jaguar's great advantages (Dyer,
1996).
It is recognized for offering the best products and highest
quality in the industry. Production of cars per year is higher
than any other car manufacturer. It uses a quarter of the
engineers that U.S. companies in the project of a car. Engineers
and managers tend to reach 80% productivity. Senior management
provides a 90% value added to their work.
Value chain analysis
Strategic Analysis 17
The automotive industry can sometimes be a complex area for
the suppliers and major manufacturers, distributors and
resellers.
• If poorly prepared may represent a major problem.
• Many suppliers can toil to negotiate favourable terms
with their largest customers.
• The "just in time" and transport of goods are hazardous
activities hidden.
• Finally, the dangers of the workplace and the many risks
to staff can, if not anticipated and managed, cause
financial problems, operational and health and safety.
• Marsh understands the risks that impact on all the major
players in the automotive industry - be it the leading
manufacturers, smaller suppliers, or distributors and
dealers.
• Over the years, we became the first company of insurance
and risk management industry to offer solutions covering
risks related to employment in areas such as reducing
long-term illnesses or worker absenteeism.
• We have a long history of engineering risks to help
companies avoid major risks, including damage to the
stock in the open air or in transit (Mitchell, 1989).
• Our ability to leverage the strengths of our sister
companies allow us to contrast a range of options to
Strategic Analysis 18
problems, like difficulties in financing pensions that
currently face major automakers.
Financial analysis
India's Tata Motors has exceeded all expectations by
achieving a profitable year for the fourth consecutive quarter,
thanks to strong demand for its Jaguar and Land Rover brands,
boosting the share price to historic levels.
Jaguar and Land Rover, Tata has bought from Ford in 2008,
should boost sales in coming quarters thanks to growth in demand
for luxury brands, especially in emerging countries.
The growing market for affluent Chinese connoisseurs and car is
overtaking that of the West indebted as sustainable source of
revenue for luxury cars.
Conclusion
Jaguar is a car manufacturing company which is struggling
hard in the competitive market. In order, to sustain this
competition it must develop cut edge strategies to be the market
Strategic Analysis 19
leader (Downes, 1997). Jaguar strengths can be overcome by
availing opportunities and creating and acquiring new markets.
Engineers at Jaguar Cars, as in the development of 2.0D, have
played a key role in creating the new diesel, establishing
priorities drivability and refinement that customers expect from
an engine of the brand (Khazam, 1994). As a way to celebrate 75
years of the Jaguar name, the brand confirmed its presence this
year in the GT2 class of the 24 Hours of Le Mans. With this, it
marks the return of Jaguar to the competition that earned seven
victories between 1951 and 1990. On 12th June will be the
emergence of Jaguar in the competition, which will go with the
GT2 XKR, led by Jaguars.
Strategic Analysis 20
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