Strategic Management for Competitive Advantage

This report by Desklib discusses the strategic management process for competitive advantage. It covers company performance, trends analysis, and critical reflection. The report also includes forecasts and results for each round, along with decision-making and KPMs. Course code and college/university not mentioned.

Strategic Management for
Competitive Advantage

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
Company performance-...............................................................................................................3
trends analysis-..........................................................................................................................11
Learning critical reflection........................................................................................................14
CONCLUSION..............................................................................................................................18
Team Performance.....................................................................................................................18
REFERENCES..............................................................................................................................20

INTRODUCTION
The strategic management of the process which was considered to be more effective for
the establishment of goals, procedures and objectives were helpful for the company in the
organization to be more competitive. In this project the essential company performance and the
game in which the business objectives are going to be met will be explained in the different
rounds. This would provide the different results that are necessary for being able to find the
minimum production, sales, gross margin and also the discussed stock post tax profit and net
cash position in the market share of the organization. In this report the different production, sales
,unsold stock and post tax profit and been able to analysed for better market share. The focus of
this report will be towards the effectiveness of the functional areas which was helpful for the
competition of the business to gain advantages that were required.
MAIN BODY
Company performance-
Round year 1
Decision-making-
For cars there have been some contemplation in order to make decision. At the beginning
phase it is very essential for the organization to work with proper strategy with this regard some
decisions have been made.
It decided to introduce two models first one “City” and second one was “Large”. The
name of cars is Glore and Xpress. For the organization it is essential to decipher who will be
their customers and how they will reach to them. Here it is very significant to decide how to
make them buy products.

For selling out the cars there have been tow market segments have been decided. The
Galore car is being prepared for targetting customers having limited prevalent that's been reason
that it was targetted to produce around 25-40 and at the same time the Large cars would be
fabricated around 41-50 since their demand was expected to be higher despite having higher
price around €28295 million Jetter, Eimecke & Rese, (2018)
Being an emerging organization there was need to reach maximum amount of customers
in order to ensure proper market grasp. So here it was also decided to approach the market with
the fullest efforts in order to hike sales.
Forecasts & results-
For the round 1, it can be said that the forecasting and results had been almost
appropriate. As it can be seen, at the beginning it was decided to sell out around 25-40 Galore
cars and 41-50 Xpress cars. So at the end of the year it is found that there was no variance in the
selling plan.
At the same time the productivity rate decided 46.67 and 45 for the consecutive cars was
also same when results came out. Even there was nothing in the stock unsold so organization
achieved its goal which was decided while making decision to sell out everything produced.
The figures of salary and strike days are showing nothing as variance, but market share was not
as same as it was predicted. For the cars Galore and Xpress it was decided to be around 1.43%
and 1.95% but actually it was 1.34% and 1.83% so here it would not be wrong to say that there is
hyper need to pay attention on this realm in order to meet the criteria decided Hristov, & Chirico,
A. (2019)
Net sales income, net cash position, fixed overheads, promotion all these key ingredients
have notched up equal as it was planned. But here is prominent to see that the investments in
R&D were decided to be €20 million but was 18.45. It is evidence that the organization invested
lower than it was expected. At the same time warranty claim cost was also higher.
At the end the most relaxing thing is that the operation profit went up from 190 as
expected to 195.15 in reality. Due to higher operating profit the post-tax profit also got a surge
and was €139.8 million.
Round 1
Forecast Result

Model City Large City Large
Car Name Galore Xpress Galore Xpress
Target 25-40 41-50 25-40 41-50
Workforce 1500 1000 1500 1000
Automation Allocation 60 40 60 40
Effective Workforce 1560 1040 1560 1040
Productivity 46.67 45 46.67 45
Unsold Stock 0 0 0 0
Selling Price(£) 16224 28295 16224 28295
Market Share(%) 1.43 1.95 1.34 1.83
Salary 500 500
Stike Days 4 4
Gross Margine(%) 35 28 35.68 27.63
Sale Income (£m) 2408.96 2408.96
Net Cash Position(£m) 1652.03 1652.03
Fixed Overheads(£m) 156.63 156.63
Promotion(£m) 261 261
R&D(£m) 20 18.45
Training Cost(£m) 5 5
Automation Investment(£m) 20 20
Warranty Claim Cost(£m) 28.02 31.69
Depreciation(£m) 69 69
Operating Profit(£m) 190 195.15
Post Tax Profit(£m) 130 139.8
Loan(£m) 180
Round year 2
Decision-making-
From the performance in the round 1 there have been some issues which created
variances in adverse direction.
Keeping the performance of previous round some changes were made in the decision-
making, and it was decided that the Galore cars would be produced less than 25 at the same time
Xpress cars will be more than 55. The strategy was fabricated considering some aspects like
performance and profitability of the cars in previous round Burlea-Schiopoiu & Ferhati, (2020,
December)

Further it was last time seen that the expenditure in R&D were less even did not meet the
predicted criteria so this time the among was hiked and decided to make €30 million in R&D.
Now the entity is performing good even in last round there was no stock unsold which raised the
motivation level and this time it is decided to target 60 and 40 automation allocations for the
cars.
The prices of cars were also hiked considering their market performance, in last round for
Galore the price was €16224 million and for Xpress €28295 million but in this round it was
hiked to 18000 million and 27990 million.
Along with selling price the market share was supposed to be hiked since last time
despite selling out entire stock and getting bigger profits the entity was lacking in its market
share so this time for the cars it was kept around 1.95% and 3.2% respectively.
Forecasts & results-
For this round the performance has been almost as same or even better as expected by the
organization. In this round the targets were forecasted bigger, yet they achieved majority of
KPMs. As it was decided the workforce, automation allocations, effective workforce,
productivity all has been same.
In the second round the entity has forecasted to sell out Galore less than 25 and Xpress
more than 55, so they achieved the aim. At the same time the productivity rate was decided 47.5
and 41.67 respectively and nailed it.
At the same time the pre-decided price got marked, for Galore the price was €18000 and
for Xpress it was €27990, both were recovered. In the first round the biggest issue was with
market share since despite achieving goals the entity was unable to grab its market share so with
this regard they have worked with higher efforts and for this round market share was intended to
be 1.95% and 3.2%, but in reality it did not turn out bigger and had been 1.83% and 2.95% for
respective cars Franceschini, Galetto & Maisano, (2018)
At the same time sales income intended to be €3809.25 altogether and was remained
same. Fixed overhead and net cash position were depicted same. In last round there was less
spending in R&D so this time an intensive attention was paid and as it was decided to be €30
million but in reality was €32.87 million.

In round second the warranty claim cost was decided to be €30 million but has been
€36.99 million, the depreciation was intended to be €-133 but in reality was around €133.1
million which was a big shuffle. At the end the operating profit and post-tax profits for the entity
were higher than expectations, had been 486.1 million and 335.24 million respectively.
So from the comparison above it can be concluded that the overall performance has been
satisfactory.
Round 2
Forecast Result
Model City Large City Large
Car Name Galore Xpress Galore Xpress
Target <25 55> <25 55>
Workforce 2000 1800 2000 1800
Automation Allocation 60 40 60 40
Effective Workforce 2060 1840 2060 1840
Productivity 47.5 41.67 47.5 41.67
Unsold Stock 0 0 0 0
Selling Price(£) 18000 27990 18000 27990
Market Share(%) 1.95 3.2 1.83 2.95
Salary 550 550
Stike Days 3 2
Gross Margine(%) 38.7 25 40.25 18.73
Sale Income (£m) 3809.25 3809.25
Net Cash Position(£m) 2727.86 2727.86
Fixed Overheads(£m) 236.05 236.05
Promotion(£m) 199 199
R&D(£m) 30 32.87
Training Cost(£m) 5 5
Automation
Investment(£m) 20 20
Warranty Claim Cost(£m) 30 36.99
Depreciation(£m) -133 133.1
Operating Profit(£m) 450 486.61
Post Tax Profit(£m) 300 335.24
Loan(£m) 800
Round year 3
Decision-making-

The performance in the round 2 was quite satisfactory yet there have been a few areas
with strong need to ponder over. The organization has experienced tremendous amount of surge
in term of its overall performance.
Keeping success of the round 2 the organization made couple of decision for its further
growth. Such as the target for large Xpress which was in previous round not absolutely decided
but this time it is decided to keep it between 41-55 Torbacki & Kijewska, (2019)
On the other hands it is felt that the market trends are going faster and despite making
intensive efforts the entity was not able to ace its market share as decided. So this time had paid
serious attention to R&D, and intended to spend 130 million.
One key decision was about price of products. For Galore car in second round it was
18000 but for the third round decided to keep it at 16224. At the same time considering the
performance of Xpress car the price was hiked from 17990 to 28295.
Forecasts & results-
In round 3 it was decided to sell out less than 25 and between 41-55 cars of Galore and
Xpress models and had been same in actual. Other elements such as workforce, automation
allocations, effective workforce, productivity were same.
For consecutive third round there was 0 unit was unsold. In this round due to made
drastic decisions the market share had been achieved as intended. For the cars it was intended to
be 1.65% and 2.52% and in reality it was 1.65% and 2.72% Gonzalez-Camejo, Aparicio, (2020)
In the 3rd round the expenses were hiked to 132.01 million in order to ensure better
performance in the market whereas it was decided to be 130 million. On the other hands this year
the KPMs have shown deviation due to improper forecasting. For instance, strike days were
decided to be 3 but in reality went up to 4, the sales income was 3809.25 million which was
exactly same as forecasted, some expenditures such as Fixed Overheads had surged to 244.3
million from the forecasted 240 million.
Warranty claim cost for the third time in a raw had been higher than forecasted, for the
round it was forecasted to be 35 million but was 37.66 million, this time depreciation was same
as intended Amos, Au-Yong, et al. (2020)
At the end operating profits were forecasted lower due to some strategic decision-making
as higher investments in R&D and toppling performance of equipment and plant, so for the

round the forecasted profit was 256.3 million but was 286.34 million. At the end amount of loan
which was 180 million in the first round and for second round was 800 but this time came down
to 600 it shows that the entity is reducing its rely on debt funds. Post tax profit for the year was
212.93 which was 12 million higher than forecasted.
Round 3
Forecast Result
Model City Large City Large
Car Name Galore Xpress Galore Xpress
Target <25 41-55 <25 41-55
Workforce 2000 1800 2000 1800
Automation Allocation 60 40 60 40
Effective Workforce 2060 1840 2060 1840
Productivity 47.5 41.67 47.5 41.67
Unsold Stock 0 0 0 0
Selling Price(£) 16224 28295 18000 27990
Market Share(%) 1.65 2.52 1.65 2.72
Salary 550 550
Strike Days 3 4
Gross Margin(%) 35 20 38.83 15.67
Sale Income (£m) 3809.25 3809.25
Net Cash Position(£m) 2816.3 2816.3
Fixed Overheads(£m) 240 244.3
Promotion(£m) 190 199
R&D(£m) 130 132.01
Training Cost(£m) 5 5
Automation Investment(£m) 0 0
Warranty Claim Cost(£m) 35 37.66
Depreciation(£m) 200.79 200.79
Operating Profit(£m) 256.3 286.34
Post Tax Profit(£m) 200.93 212.93
Loan(£m) 600
Round 4
Decision-making
In the performance of this business for the round 4 this project was able to successfully
satisfy the ways in which the people were able gain effectiveness of the different needs of the
organization. It was also considered to be more success with the experiences which resulted in

the tremendous amount of the surge that helps the simulation in the gathering the information
about the overall performance.
The factors which were considered to be helpful for the success of the round in the
organization was helpful for the different types of decision-making for the further level of
growth. It was also the target of the large Xpress for the previous round that was able to analyse
the ways in which the was able find absolutely the key factors responsible for the decision-
making.
On the other hands it was found that the market trends have been developing very fast
and effectively in order to influence the ways in which business would be performing in the
round 4. Hence, the focus of the business has been over the attention to be given towards the
development of the R&D. This has been said to be the factors which was helpful in the
recognition of the ways in which they were able to analyse the factors that were effective
towards the second round and the 18000 for the third round in order to keep the performance
very consistent in the 4th round of this simulation.
Forecasts & results
The results of 4th round was different from that of the third round as the business were not
able to make the profit which they desired. It was comparatively very low as the sales was also
low for the Galore and Xpress models. It however did include the other elements of the
workforce, automation, allocation, effective workforce and productive in the ways they were
able to manage the performance.
The consecutiveness of these rounds were said to be very effective for the round to be
able to generate more drastic changes which were needed for the growth that was essential for
the hike for the performance in the market.
It was also helpful for the being able to generate the decision-making in order to gain the
sales but the due to the increase in the strike days the performance of the organization was
affected.
Round 4
Forecast Result
Model City Large Medium City Large Medium
Car Name Galore Xpress GX Eco Galore Xpress GX Eco
Target <25 41-55 25-40 <25 41-55 25-40
Workforce 2200 1800 1800 2200 1800 1800

Automation Allocation 50 25 25 50 25 25
Effective Workforce 2250 1825 1825 2250 1825 1825
Productivity 43.18 41.67 33.33 43.18 41.67 33.33
Unsold Stock 0 0 0 0 0 0
Selling Price(£) 17599 27000 23599 17599 27000 23599
Market Share(%) 1.08 2.57 1.07 1.08 2.57 1.07
Salary 600 600
Stike Days 3 2
Gross Margine(%) 35 12 21 35.08 10.52 20.69
Sale Income (£m) 5112.85 5112.85
Net Cash Position(£m) 4008.36 4008.36
Fixed Overheads(£m) 369.44 369.44
Promotion(£m) 209 209
R&D(£m) 49.12 49.12
Training Cost(£m) 5 5
Automation
Investment(£m) 100 100
Warranty Claim Cost(£m) 65 71.44
Depreciation(£m) -344.04 -344.04
Operating Profit(£m) 230.5 236.04
Post Tax Profit(£m) 165.15 170.15
Loan(£m) 850
trends analysis-
Production-
It can be seen that the production has been almost same, in the first year it came up but
the production of Galore has been reduced due to strategic reasons. At the same time the trends
of Xpress are looking almost same.

Unsold stock-
It has been zero and there is no trend, it shows that the entity made good performance
throughout the all four sessions.
Sales-
The sales trends are also looking almost same but for the round second and third it can be
seen that sales were looking stable. At the same time in the last round the trends are looking a bit
falling down.

Post tax profit-
For the first round it was lower but got a jump in the second round but then it is following
falling down trends and can see it toppling.
Net cash position-
The net cash position of the organization is getting up which is a good symbol and it can be
seen positively. In second and third round it was almost stable then took a surge at the end round.

Market share-
The market share of the cars were getting changed and in all four rounds it can be seen
that there is no proper pattern. At the end round it performed worst may be due to shifting
attention in the market.
Gross margin-

As it can be seen that the gross margin for the all four round is showing something
different in them. In the beginning it is going up but the last round is not performing on the mark.
As it can be seen that Xpress is showing falling gross margin.
Learning critical reflection
I have been able to understanding from this experience that my team have to use
financial, marketing, operations and human resource management knowledge for the affecting
the business stakeholders. Finance has been said to be the key element of an organization which
is directly related to the ways in which the conceptual analysis and framework has been
determined for the essential of the organization to manage effectively. It is said to be the working
capital management of the organization that is able to determine the same factors that are related
to the current liabilities and assets for finding the correct balance between the profitability and
liquidity Balasubramnian & Sargent, (2020). For a team the key part of developing the
performance in the terms of the finance the is very essential to start a business on the completion
of the data in a way that it promotes the training and the wages that is able to use the capital for
the key areas of their success.
In this business the team would use the financial decision effectively for the performing
the financial statement analysis that will help in analysing and interpreting data. It is going to be
very helpful for the creation of different sorts of financial statements such as the balance sheet

and income statement which are considered to be very effective for the indication of the current
financial position. It is also helpful for us to determine the development of a trajectory for
success or failure that is helpful for gaining the insight into the ways in which the cash can be
managed. The growth of the business will be measured by us which is going to allow us to bring
balance sheet for the indication of the current financial position. We as a team would be able to
prepare the annual report of this business to reveal the valuable information about our business.
Financial decisions are considered to be the most essential part of developing the balance
between the profitability and liquidity. It is also the factor which allows the business in the
development of budget Greenberg & Hershfield, (2019). The budget for the business is very
important for our team as it helps use to plan out the different activities. The production of the
organization and its practices would be related to the ways in which it is going to bring increase
in the investment and also develop the maximization of shareholders value. With regard to the
efficiency of the team performance can also be measured by the help of financial data. It allows
the to be more effective towards the planning related to the business. The financial information
also allows the business to plan their profit margin which is said to fluctuate with the needs of
the business and is considered to be the factor that holders the investment. In this team the use of
finances for the decisions is very important for the gaining the success strategies that can bring
the business success that is desires.
For the stakeholder of this business the marketing decisions are also very important. This
is due to the influence that the marketing decisions bring to the reputation of the business. We in
our team have been able to identify the individuals which had their expertises in the marketing
and due to this we were able to understand the people that can bring the business success. The
dynamics of the organization are considered to be the key for the reflection of the maximization
of the sales of the business Maynard & et.al., (2020). As per this our marketing needs are going
to be developed better with the increase the business and its brand name. This is the key strategy
which is helpful for the qualification of the functionality of the team which helps in making the
item a much safe thing to use. It is also a very essential factor that bring the products for the
determination of the ways in which it is to be associated with the different factors.
In our team we divided the individuals as per the different marketing needs for the best
decisions we can take towards our stakeholders. There were majorly four areas in which the
marketing has been differentiated as per the product, price, place and promotion. The product of

our business was the enhanced designed cars which would also add value to the high revenue
generation of the business. Hence, the marketing of this product was done with the help of the
innovative idea of the product itself. I was able to understand the marketing of the automation
system in our product would lead to the company's being more effective in the generation of
more revenue. The focus of our team was to reduce the cost of the product which was related to
the quality of the car and its features. Still, this company use the cost effective method to reduce
the cost in order to decrease the prices. Being able to provide the customers with new technology
with the latest technology and other key benefits would be the strategy that brings me the success
that is required for the growth.
Place in which this team would be able to increase its marketing of the product needs to
be social media as is low cost platform which has the potential for increasing the customers
relations that will help the company to benefit from the company for the generation of the
revenues (Rodríguez-Sanchez, Pla-Aragones and De Castro, 2018). Marketing decision of the
selection of the correct platform by the company would help them to increase their sales of the
cars and also generate high revenue. The company has been targetted in a way that it is able to
consume the interest of the auto-mobile product and also help the team to be more productive
with their business. I have been able to find that the marketing practices in the organization are
directly related to the factors which can be able to be influenced by the cars from the design in
order to enhance their development as per the personal experiences. I have been able to
understand the experience of marketing practices the form that suggests that I need the business
to make decisions which allow me to bring success to the team.
These activities which are related to the management of the resources of business it can
be said that the company can create and deliver services and products which are helpful for the
company to involve the systems, design and operating decisions Alkhatib & Migdadi, (2019).
This strategy according to me is going to be the factor which would be helpful for the car
designing business to gain success with the help of lower costs and also being able to bring the
competitive advantage to the market. This company is going to develop some factors related to
the ways in which it can reduce its total cost of products which is going to get incurred by its
operations. Hence, it can be said that the operations decisions is very important for the business
to reduce the total expenses of this company and be able to gain the strategical growth.

Operations would also bring the company the key success opportunities which would
have the company help its inventory levels in the mentioning the factors that are going to be
needed to achieve the low cost strategy for the car designing business. Decisions in the
operations are generally related to some of the most innovative ideas that help the company
achieve the growth that it has been looking for to bring growth to its operations AL-nima,
(2020). It has been said that the company can be able to generate new strategies which can help
the company generate new levels of income which are useful for the organizational strategies.
The factors which are helpful for the learners to be able to gain the competitive advantages from
the different rounds of simulations which has been shown in this report. The cars which have
been selected in these operations are considered to be able to gain the operations that are
effective for the business to be able to analyse which would help the cars in order to make. This
is helpful for the learning of the individual to be able to generate new strategies for the business
to be able to analyse the ways in which they can gain effectiveness.
From this practice we were able to analyse that the forecasting and the results of the
individual has been able to almost able to be able to appear as effective as they have been in the
decision-making for selling out the cars such as Galore and Xpress in order to be able to find the
ways of variance which is necessary in order to find the variance which is required for the selling
plan in the selected organization. I was able to analyse that the results of the round one was not at
all bad as it had all the key ingredients that were required for the notching up of all the equal
planning. The prominence of the investments was also considered to be the key towards the way
in which the organization was able invest in the organization and be able to build the warranty
claim cost at an even higher level. The most relaxing ways in which it was able to identify the
factors which were relevant to the factors that help in the operation are the profit and the post tax
profit.
From the next round I was able to find that the first round had some issue which were
related in the directions of adverse nature. Being able to provide the organization with the
changes in the decision-making and the ways in which the different cars produced less it was
able to fabricate the consideration of certain aspects like the performance and profitability for the
development of the selling price in the selected market for being able to generate the hike which
was present in the last time of the sell out for being able to get the bigger profit that are essential
in or to ensure the effectiveness of the market. The cars in this time was able to find the factor

which influence the ways in which we can develop the factors that are impacting the business
respectively. I was able to find that the results that were developed from the round two results
were that the Galore had less sales in that to the comparison of Xpress. For us it was very
important or essential to be able to recover the issue which was present in the ways in which they
can grab the market share for the regards of the high efforts of the round on the over all market
share of the individual (Business process performance measurement: a structured literature
review of indicators,2019). In order to analyse the factors which were able to generate the given
warranty claim cost which was decided for the organization to gain the profit post the tax.
My analysation towards the round was that warranty claim cost was able to decide that
there was more depreciation faced by the organization when it was going through the big shuffle.
The operations were able to make the business a profit of entity that were higher and has been
expected to be able to find effectiveness in their performance. In the upcoming rounds additional
issue with the business practices were highlighted and the ways in which they were effected was
also managed from the analysation of the different factors which were responsible for the
creation of new strategies which were essential.
CONCLUSION
From the above project it can be concluded that the performance of this organization was
able to perform the best when in the 2nd round as it was the stage in which it had the most
effective performance and profit. In this analysation we were able to study the key elements of
the factors that were able to gain the success from the analysation business simulation
performance. From the company performance we were able to analyse the ways in which the
simulation had the factors that affected the results of the organizational benefits. This project was
also able to reflect on the different factors such as finance, marketing, operations and human
resources for being able to gain the practice information required.
Team Performance
The performance of the team and its members in this business was very effective due to
the collaborative experience that was developed from the organization and its performances. The
study of this organization can be said to be the factor which allows the business to gain the
experience which was required. This team consisted of 8 individuals which had their own roles

and responsibilities towards this project about the management of the organizational
performance. All these individual had their own roles as the director was from the operations
team Mr Raja Sammidi. General manager of the organization that was from the finance team was
Rohan D'souza. The collaborative experiences of all these individuals were able to considered
the factors such as the marketing and sales experiences which were handled so effectively by the
Kasun Perera. Manager to this project and also the person responsible for the research and
development procedure was the Kasun perera. It was important for the manager to be assisted
with a general manager that was also the Subani Genihaluge from the production team. Apart
from them individuals other 3 people Saketh Gargula, Dharmik Shah and Vinith Kumar
Malishetti was from HRM department.
The effectiveness of these teams and their performance towards the business improved as
they were able to coordinate with each other in the meetings. It was said that the performance of
these people increased with the meetings which were held before each round. This allowed the
teams to come up with strategies that can be used for making alteration in the strategies and
gather opinions which are required for the supervisors and the team leaders to understand the
operations of the organization. It was said that the management of the team was very effective as
they were helpful in the creation of financial planning and also the preparation of the forecasting
cash flow and the profit which was helpful for excel preparation and the analysation of the
finance related activities required for the audit department to take actions.

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