Here, we consider the Morgan Motor corp. as a hypothetical company & developed the strategies & tried to implement them

1. Welcome

2. We…………….
Arna Banerjee
120324
Niaz Bhuian
120354
Sumona Hossain
120336
Priyanka Hui Chowdhury
120316

3. Company Overview
Bangladeshi
Automobile
Company
With Technological
Leadership
&
Differentiation Focus
Unique blend of
Charisma, Quality,
and Performance.

4. Focusing
on……
 Aristocratic class
of society.
 Youngsters with
a sporty spirit.

5. “Feeling of Aristocracy”

6. “Rule in global customer minds with
SOPHISTICATION”

8. Manufacturing Process- Craftsmanship

9. Manufacturing Process- Automotive
German
Technology
Japanese
Quality
Control

10. Morgan’s Environmental Scanning

11. Environmental
Components
External
Environment
Components
Societal
Environment
Task
Environment
Internal
Environment
Components
Resources &
Capabilities
based view
Value chain
analysis

12. Morgan’s Societal Environment
• Populations figures
and automobile
buying capacity
• Level of economic
activity
• Automobile Designs
• Automobile
Manufacture
• Technological
Development
• Life-style and
preference of
people
• Social norms
• Political climate
• Stability of
Government
• Taxation policy
Political-Legal
Environment
Socio-cultural
Environment
Economic
Environment
Technological
Environment

13. Morgan’s Analysis of Task Environment
Threat of New Entrants
Bargaining Power of Buyer
Threat of Substitute product
Bargaining Power of Supplier
Competitors
• Switching cost
• Economies of scale
• Capital requirement
• Number of buyer Company
• Purchasing industries purchase behavior
• Number of competitors
• Rate of industry growth
• Product or service Characteristics
• Amount of Fixed Cost
•Number of supplier company
•Uniqueness of supplied product
•Availability of substitute
•Access
•Prices
•Switching cost

14. Morgan’s analysis of Resources & capabilities
• Private partner ownership
Organizational
structure
• Dedicated & hard working
• Efficient Management team
Human Resources
• Japanese Quality control
• German technology
Technologies
Corporate Culture •Friendly

15. Morgan’s Analysis of value chain
Firm Infrastructure
HRM
Technological Development
Procurement
•Planning & control
•Finance & accounting
•R & D and strategic Decision
•Less in number but highly
experienced employee
•Continuous Development
outsourcing
•Clear Contracts
•Talented employees
•Negotiation skills
Inbound logistics
•High quality raw
materials &
engines
Operations
•Unique
Product
•Customization
Facility
Outbound
Logistics
•Shipping
Efficiency
•Single
Production
Plant
Marketing &
Sales
•Less
Marketing
activities
•High demand
Volume
Service
•1 Year free
Service
•Installation
after sales
SupportActivities
Primary Activities

16. SWOT analysis
Strength
 Unique niche
Highly skilled labor
High Quality manufacturing
Strong survival mentality
Strong Brand image
Durability
Diversified car ranges
Weakness
 Slow production
Expensive process
Technological Barrier
Large capital Investment
High risk in transactions
Opportunities
 Reducing waiting list
New operational areas
New car designs
New target segments
Attractive brand image
Customers retention
Threats
Strong Competitive market
 Better substitutes
High bargaining power of suppliers
Technological obsolesces
Changes in customer preferences

17. Internal Strategic Factors
Factors weight Rating Weighted
score
Comments
Strength
S1-Unique niche
S2-Highly skilled labor
S3-High Quality manufacturing
S4-Strong survival mentality
S5-Strong Brand image
S6-Durability
S7-Diversified car ranges
.15
.15
.1
.04
.06
.07
.03
5
5
5
4
2
3.75
2.2
.75
.75
.5
.16
.12
.2625
.066
Should be maintained
Good Performance
Need Improvement
Good But decreasing
Need Build more
Need Improvement
Satisfactory
Weakness
W1- Slow production
W2-Expensive process
W3-Technological Barrier
W4-Large capital Investment
W5-High risk in transactions
Total Score
.08
.15
.05
.06
.06
3.8
4
4
3.2
3
.304
.6
.2
.192
.18
Slow on new car
High overhead cost
Technical problems
Huge investment
Technological threats
4.0845
1

18. External Strategic Factors
Factors Weight Rating Weighted
Score
Comments
Opportunities
 O1-Reducing waiting list
O2-New operational areas
O3-New car designs
O4-New target segments
O5-Attractive brand image
O6-Customers retention
.15
.08
.07
.1
.2
.15
4
4.5
3.3
3
2.8
2.5
.6
.36
.231
.3
.56
.375
Faster production
Increase areas
Increase design
Focus on new group
Diversification
Focus on customer preference
Threats
T1-Strong Competitive market
 T2-Better substitutes
T3-High bargaining power of suppliers
T4-Technological obsolesces
T5-Changes in customer preferences
Total Score
.05
.05
.05
.05
.05
4
3
4
3.6
3.2
.2
.15
.2
.18
.16
Increase Brand loyalty
Introduce Better design
Smooth supply chain
Advanced technologies usage
Identify needs
1 3.316

19. Strategic Factors weight Rating Weighted
score
Duration Comments
S
H
O
R
T
M
I
D
LO
N
G
S1-Unique niche
S2-Highly skilled labor
S3-High Quality
manufacturing
W1- Slow production
W2-Expensive process
 O1-Reducing waiting list
O2-New operational areas
T1-Strong Competitive
market
 T2-Better substitutes
.1
.1
.1
.15
.1
.1
.1
.15
.1
5
4
3.8
3.8
3.2
3.3
3
3.8
1.8
.5
.4
.38
.57
.32
.33
.3
.57
.18
X
X
X
X
X
X
X
X
X
Utilize the unique niche
Empower the labor force
Strategic Alliance
Faster production technologies
Large funding & financial supports
Meet Customer demands early
Expansion of plants
New marketing policies
Build customer loyalty
1 3.55
SFAS Matrix

20. TOWS Matrix Internal Factors
Strength(S)
S1-Unique niche
S2-Highly skilled labor
S3-High Quality manufacturing
S4-Strong survival mentality
S5-Strong Brand image
S6-Durability
S7-Diversified car ranges
Weakness(W)
W1- Slow production
W2-Expensive process
W3-Technological Barrier
W4-Large capital Investment
W5-High risk in transactions
ExternalFactors
Opportunities(O)
 O1-Reducing waiting list
O2-New operational areas
O3-New car designs
O4-New target segments
O5-Attractive brand image
O6-Customers retention
SO Strategies
• Emphasis on the new, diversified &
faster production process
• Focus on better Branding & marketing
Strategies
WO Strategies
• Introduce advanced technologies
• Looking for large investment sources
Threats (T)
T1-Strong Competitive market
 T2-Better substitutes
T3-High bargaining power of
suppliers
T4-Technological obsolesces
T5-Changes in customer
preferences
ST Strategies
• Build strategic alliances with the supply
chain partners
• Ensure high quality product & services
through unique features
WT Strategies
• Reduce the production time
• According to the customer
preferences reinstallation technical
processes

21. Corporate Strategy Formulation
Industry Attractiveness Strong Average Weak
High 1. Growth
Vertical growth via
concentric diversification
2. Growth 3.Retrenchment
Medium 4. Stability 5. Growth 6. Retrenchment
Low 7.Gowth 8. Growth 9.Retrenchment
The company is expanding it activities with the current
demand and on the basis of market position
attractiveness it can be define that it has Vertical growth
via concentric diversification.

22. Porter's Generic Competitive Strategies
Technological
Leadership
Technological
Followership
Open
Innovation
Cost Advantages
Differentiation Pioneer in
Unique
Craftsmanship
car Production
with the unique
global
operational area
As we produce handmade car with superior qualities & meet a
unique niche market segments we have the competitive position
of Technological Leadership & Differentiation Focus

23. Strategy Implementation Criteria's
Strategy
Implementation
Organizing
actions
Who Implement
strategy ?
What must be
done?
How everything
is going to work
together?
How strategy is
to be
implemented ?
International
strategy Issue

24. Strategy Implementations
Implementation criteria Morgan’s activities
Who Implement strategy Management teams, Managers & Head of all SBU’s, Employee
of all divisions
What must be done? Program-Restructure the work divisions
Budget- 5% efficiency in increase within 3 years according the
program
Procedures- Online standardized daily task routine for all the
plants
How everything is going to work together? Pre-Implementation analysis, Feasibility, Sequence of
execution, Locations, nature of change & stakeholder’s
evaluation analysis
How strategy is to be implemented Reengineering the organization structure, Redesigning the jobs
International strategy Issue International Strategic Alliances with supply Chain partners,
Decentralizations of organization power

25. Evaluation & Control
Evaluation Model
• The Five Steps Feedback Model

26. Evaluation & Control
Control
Output
controls
Enterprise Risk
Management
(ERM)
Input controls
Activity Based
Costing (ABC)
Behavior
controls

27. Evaluation & Control
Primary Measures of Performance
Return on
investment
(ROI)
Earnings per
share (EPS)
Return on
equity (ROE)
Operating
cash flow Free cash flow

28. Evaluation & Control
Evaluating Top Management & Board
• Chairman-CEO Feedback Instrument
• Management Audit
• Strategic Audit
Divisional & Functional Performance
• Standard cost centers. Based on historical data
• Revenue centers.
• Expense centers profit centers
• Investment centers. Difference between revenues and cost.

29. Evaluation & Control
Three Basics of Morgan’s Strategy Review
Examining the
underlying basis of
Morgan’s strategy
Comparing actual
to expected
results
Taking corrective
action to address
performance gaps

30. Evaluation & Control
Review Bases of Strategy
Key Questions in Evaluating Morgan’s Strategy:
• Are our internal strengths still strengths?
• Have we added other internal strengths?
• Are our internal weaknesses still weaknesses?
• Do we now have other internal weaknesses?
• Are our external opportunities still opportunities?
• Are there now external opportunities?

31. Questions ???????