Strategic Decision Making Assignment

Running head: STRATEGIC OPPORTUNITY AND DECISION MAKING
Strategic Opportunity and Decision Making: Chery Jaguar Land Rover Automotive Co., Ltd.
Student’s Name:
Institution:

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 2
Executive Summary
Inter-organizational is a concept that is getting into use in international business to penetrate and
stay in the competitive market owing to the capability of organization to pull resources,
strategies and skills for better product offering to the market. The Chery Jaguar Land Rover
Automotive Co., Ltd employs inter-organizational with the use of international joint venture
model so as to enter and capture the competitive Chinese market. In this joint venture, they are
creating sustainable strategic direction and organizational performance with the use of their
organization’s strengths. Additionally, they plan and implement strategically in order to
transform and resolve critical issues with the aim of expanding, capture the leading markets,
shape the industry, enhance client satisfaction, and create a sustainable business.

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 3
Table of Contents
Executive Summary.........................................................................................................................2
Introduction......................................................................................................................................3
Creating Sustainable Strategic Direction and Organizational Performance....................................4
Strong Corporate Capabilities.....................................................................................................4
The Long-term Commitment and Solid Foundation....................................................................5
Share Value and Future Ambition...............................................................................................6
Corporate Sustainability Strategy................................................................................................6
Planning and Implementing Transformation Strategies to Resolve Critical Issues........................8
Planning For Changes.................................................................................................................8
1. Identification of Areas of Improvement................................................................................8
2. Presentation of Business Case to Stakeholders....................................................................8
3. Planning for the Change......................................................................................................8
4. Provision of Resources and Use Data for Evaluation.........................................................8
5. Communication....................................................................................................................9
6. Implementation.....................................................................................................................9
7. Monitor and Continuous Improvement................................................................................9
Transformation...........................................................................................................................10
Critical success factors..............................................................................................................11
Beyond the “Rationality” in Business Models to Actual Behavioral Business Situations............15
Conclusion.....................................................................................................................................18
References......................................................................................................................................20

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 4
Introduction
The use of inter-organizational in international business is becoming a norm for success
in the competitive market and is being employed by a number of companies. It is with the
cognizant that no entity can conquer the competitive market without any support of another
entity. The concept is used to illustrate the relationships where two companies come together to
enter the market by using shared resources, however, they are not one unit but separate entities.
It permits automation of flow of information between organizations and better management of
buyer-supplier relationships (Liu & Almor, 2016). As per the Inter-organizational Relations
Theory (IOR), organizations are able to create changes for transformation, work together for the
common good, enhance collaboration to reach further markets and ensure community
mobilization (Chen, Lin & Yen, 2014). The involvement with inter-organizational is being
involved with the outer market which always comes with a cost. There is the investment of
resources for the creation of the relationship, loss of freedom, no clear returns and therefore
collaborating parties have a comprehension of the value brought out by the relationship Liu &
Almor, 2016).
In this report, the inter-organizational concept gets examined by looking at two
organization-Cherry Jaguar Land Rovers (CJLR). The acronym ‘CJLR’ will be used in most
cases to refer to the Cherry Jaguar Land Rovers. These are two organization Cherry automobile
and Jaguar Land Rover. The aim of them coming together is to venture into the international
market and provide the best quality range rover cars to its customers. Cherry automobile is a
Chinese firm and Jaguar Land Rover is a UK firm. They endeavor to use the best of their
available technology, resources, expertise, and supply chain for development of quality and best
product.

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 5
The model employed for their collaboration is international joint venture strategy, a
system in which two organizations come together to joint and use the best available resources to
increase value by use of value creation, augmented revenue and sustained profitability.
Additionally, the aim is to expand, capture the leading markets, shape the industry, enhance
client satisfaction, and create a sustainable business.
The reports examine the creation of sustainable strategic direction and organizational
performance, planning and implementing transformation strategies to resolve critical issues, look
beyond the “rationality” in business models to actual behavioral business situations and give a
conclusion.
Creating Sustainable Strategic Direction and Organizational Performance
The company-Chery Jaguar Land Rover (CJLR) has been in a position to establish their
brand in China by introducing another phase of double brand activity. The created name-plates
are generally perceived and accepted by Chinese clients, thus adding to half of the sales in China
(Michelon, Boesso & Kumar, 2013).
Strong Corporate Capabilities
The new Jaguar XFL nameplate is accessible at extremely reasonable costs and is
carefully skimmed to fit the buyers’ needs, the nameplate turns into a unique brand in the market,
showing the organization's exact market understanding and opening another section in the double
brand task (Johnson, 2016). This led to the development of 2016MY and Discovery Sport
Special brands that were launched to follow one another, offering another convincing decision
augmented with British lineup of world-class quality and of value for the customer who will get
attracted to the brand (Grant, 2016).

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 6
In every accomplishment of unique products, there is the organization that continues
acquiring strength. CJLR has the best as well as effective operation and administration, coupled
with settled systems in cutting-edge manufacturing, management that is of quality, R&D, supply
chain, IT and talented human resources. In order to give a clear brand of Jaguar easily, CJLR
incorporated and established an aluminum body shop in China, with furnished best in class
aluminum innovation. This makes the CJLR be the main and leading organization of aluminum
body innovation in China (Carter & Greer, 2013). Based on the awesome corporate quality,
CJLR is completely sure about the future. The organization will create no less than one new
nameplate consistently by 2020 and keep on providing its customers with products as well as
services that exceed their expectation in the automobile industry (Galpin, Whitttington & Bell,
2015).
The Long-term Commitment and Solid Foundation
The manufacturing takes a significant role in the sustainable improvement of CJLR. It
ensures quality, enhances generation effectiveness, and acknowledges adaptable development.
CJLR has been one of the primary brand in market that executed industrial network of things in
the progress of Phase I advancement, with coordinated IT use systems covering all parts of
development which is a featured resource in Phase II Project and will adequately serve the
requirements of management and operation, giving great help to attaining the strategic goals of
the organization (Cummings & Worley, 2014).
In the process of Phase II Project, CJLR brought in new materials that save on energy as
well as an efficient system that saves on fuel. This became the driving force of technology
development, enhanced intelligent manufacturing and contributed to upgrading the auto industry
in China (Goyal, Rahman & Kazmi, 2013).

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 7
Share Value and Future Ambition
Since the creation of the joint venture, there has been constant engagement by the
company with the stakeholders. The company share value with its employees, partners and
business community. It has developed more than 4,000 technical as well as management talents
to the auto industry, especially in China. In addition, the company has created more than 2,000
jobs and this indicates that the organization does not only bother of its successes but also gather
for the people in the market (Amran et al, 2014).
The organization has created outstanding results in product development, the operation of
the brand, building of corporate systems, laid down a strong foundation for attaining long-term
ambitions, and the development of the market. It endeavor’s in the provision of best products to
the customers that are in the range of world-class quality following the British line of production
(Horn & Brem, 2013).
Corporate Sustainability Strategy
In the joint venture, CJLR introduces a leading, intelligent, green as well as the
aluminium technology into the market of China. The company presented the most driving
premium lightweight innovation in China, which is the most insightful and green aluminum
innovation. Aluminium combination has favorable circumstances of being light, solid and
recyclable contrasted to the conventional steel materials, which are vital to car design (Van der
Byl, & Slawinski, 2015). The new Jaguar XFL is 28% stronger than Jaguar XF. As far as driving
progression, the aluminum alloys can create space for auto creators to use the distribution of
weight and offer more space for complex innovation. In contrast with older technology, the use
of aluminum architecture has the benefit of the modular plan that brings in more adaptability into
the end product (Cambridge Institute for Sustainability Leadership, 2016).

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 8
The CJLR innovatively uses aluminum materials of different arrangement and highlights
to aluminum engineering, getting almost 50:50 body dispersion of weight from the front-back.
The aluminum substance of Jaguar XFL achieves 75%, most elevated in China car industry. The
PT3 (Pretreatment third era) technology is employed by the CJLR and the material is recyclable,
is of quality, resists corrosion, connectivity as well as formability. In addition, the CJLR also
adopts AC300 T61 which is a high-quality aluminum alloy with the benefits of high strength and
high energy absorption (Stead & Stead, 2014).
In the construction of the aluminium body, the aerospace-inspired technologies get
adopted. The CJLR is the pioneer to present aviation classed joining and glue innovations.
Following the all-inclusive standard, CJLR presents a top-notch innovation and applied in the
aluminum body shop. The body shops hundred percent mechanized and is the first constructed
aluminum shop with 335 robots and 232 are self-penetrating riveting robots. Self-puncture
riveting environmental-friendly joint technology is applied in the business. The technology
requires air supply that is with zero contamination during the whole procedure of manufacture.
The rivets exhibit high resistance to fatigue, tightness and can withstand stronger and loner clash
in case of accidents. The quality assurance system gets adopted so as to monitor the
manufacturing quality in a real-time manner comprising continuous and process control for all
the various sections of the entire procedure (Amran et al, 2014).
The corporate sustainable strategy is the utilization of the most developed, smart, and
green and premium aluminum innovation. The test is to essentially lessen the carbon impression
of the vehicle while keeping up the attributes of performance, luxury, and clients’ satisfaction.
CJLR sustainable advancement technique is to address the business CO difficulty with vehicles₂

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 9
that the clients want. The Jaguar XFL is the best confirmation of the duty regarding
environmental assurance (Cummings & Worley, 2014).
Planning and Implementing Transformation Strategies to Resolve Critical Issues
Planning For Changes
1. Identification of Areas of Improvement
The organization identified the section of improvement for product enhancement in line
with the objective of meeting customer’s needs. CJLR concentrated on the transformation of
product to another level and thus they utilize the industrial internet and the use of smart
manufacturing in the industry (Gomes et al., 2013).
2. Presentation of Business Case to Stakeholders
Prior to implementation, CJLR communicated their idea of making a joint venture. This
was done by both firms where each communicated to their board and the management because
these are people who have to support the product. The support from the stakeholders is financial
as well as strategies creation and approval (Ertug et al., 2013).
3. Planning for the Change
These changes that require implementation have to get laid down in a plan of activities
that get followed. The plan encompasses resources that will be used, the human skills needed, the
expenses required to make the venture. These have to be done by both parties where a committee
to steer the changes get appointed (Iossa & Martimort, 2015).
4. Provision of Resources and Use Data for Evaluation
The two parties have to agree on the resources to be contributed by each partner. Since
the joint venture is on a ratio of 50:50, the two each contribute an agreed amount in equal
measure. The clearness of giving an account of progress takes into account better

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 10
correspondence, appropriate and opportune circulation of motivators, and success measurement
and estimation. The first manufacturing facility was worth $1.57 billion with a capacity of
producing 130,000 cars in one year (Ertug et al., 2013).
5. Communication
This is the identification, onboarding; planning as well as running a strategic change plan
is reliant on great communication. The psychological and sociological aspects that are intrinsic in
culture and the two cultures have to be put in consideration. The employees with built skills,
abilities, learning, and encounters get to be involved. Also, the territory and corporate custom
need addressing. Giving clear lines of communication that are clear for transformation have to be
in two way-from and to the concerned bodies (Beamish, 2013).
6. Implementation
This is the actual roll-out of the project. The CJLR was agreed to be established in China
with the aim of penetrating the market of China which is very competitive. The joint venture
began by establishing a center to create alluminium body parts in cooperation with the supplier-
Novelis (Meschi & Wassmer, 2013),
7. Monitor and Continuous Improvement
This is a mechanism that ensures that there is the quality of production and if any error
arises, it is easy to correct. The organization adopted an end-to-end automotive manufacturing.
The framework empowers the auto creator to check if a planned strategy is prepared for the
generation, to compute as well as approve the limit of a creation line prior to being set as well as
perceiving how an auto body will inevitably appear prior to moving for welding as well as to
painting section. These frameworks assist the expert to pumped more investment and to work
productively (Gomes et al., 2013).

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 11
Transformation
In the examination of planning and the implementation of transformation strategies, the
approaches taken are through the lens of the joint venture. The utilization of joint endeavors and
co-agent shapes the working together locally and universally. It is not new in the international
business point of view. As per Meschi & Wassmer, (2013), they are among the most established
authoritative structures and were initially utilized as a business apparatus by the shippers to lead
in foreign country business interactions.
The organization has positioned itself to transform through the use of smart
manufacturing in order to allow the organization to make on its abilities so as to contend
favorably in the competitive Chinese market by enhancement the production efficiency
(Beamish, 2013).
They began utilizing the industrial internet from the inception of the venture at the
construction site in Changshu, Jiangsu, in November 2012 (Fusheng, 2017). They have
incorporated IT arrangements taking care of all creation forms, for example, quality control and
co-ordinations, which help to ensure items' quality, enhance generation productivity, and
acknowledge flexible creation Since beginning generation in October 2014, (Fusheng, 2017) the
expert has realized three every new name-plate that is a pace not beaten by rivals in the auto
business (Fusheng, 2017).
The driving force for the organization are three models designed for two brand which
causes the organization to pull in more clients, and in addition implies that they need to manage
more changed and complex client orders than the available different brands in the market
(Fusheng, 2017). In order to guarantee proficiency, the establishment has to coordinate their

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 12
development to the order made by the clients, convey the autos to merchants successfully and
guarantee the autos are traceable if there are any issues (Fusheng, 2017).
The CJLR has established an answer in the build-to-order strategy, that anticipates
overload and accurately meets purchasers' customized necessities (Fusheng, 2017). Requests
move via an end-to-end development framework, that covers all procedures from generation as
well as quality control to co-ordinations as well as tracking frameworks (Beamish, 2013).
The organization adopted an end-to-end automotive manufacturing. The framework
empowers the auto creator to see whether a planned prototype is ready for generation, (Fusheng,
2017) to compute as well as approve the limit of a creation line even prior to being set and to
perceiving how an auto body will appear prior to moving to the welding as well as the painting
section. The frameworks assist the CJKR to pumped more investment and to work productively
(Fusheng, 2017).
The organization has a strong base. Expanding on its qualities, the CJLR is completely
positive about what is to come (Fusheng, 2017). They anticipate of dispatching a new product
brand each year to 2020 and will keep on providing Chinese purchasers with predominant items
as well as services past their desires. The company has declared an arrangement to expand the
plant capacity to better address the issues of Chinese purchasers as well as conveying the
commitment for a long term in relation to the market of China (Beamish, 2013).
Critical success factors
The choice of the strategies to be employed for international market relies on the
particular organization's circumstance, its money related circumstance, experience, and
capacities. Additionally, there are a few market modes of entry which have preferences and risks
as well as the drawbacks/dangers they involve (Park and Harris, 2014). The control over the

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 13
firm, the asset responsibility, the adaptability, and the danger of the association rely on the
advertisement mode strategy need proper selection. CJLR as an MNE (multinational venture) has
the abilities to select a suitable market entry technique.
The creation of JVs can be an option surviving technique to gaining another firm in
developing markets (Liu et al., 2014). Be that as it may, while these two businesses might be
spurred by similar objectives, they are authoritatively and legitimately very extra-ordinary (Wai
et al., 2013). JVs include at least two organizations combining in business. It is legitimately
authoritative and can exist for quite a while (Ertug et al., 2013). In an organization, it is the
people who consolidate for a joined wander. At least two organizations, which are recorded in
the share trading system regularly, participate in a joint dare to defeat rivalry (Nyaga et al.,
2013). While participating in the association, the people included a move toward becoming
accomplices in an association for the benefit. Banding together is easygoing understanding,
however, can be in composing (Iossa & Martimort, 2015).
Park and Harris, 2014), expressed that, beginning from a premise of perceived need, the
joint venture can enable associations to accomplish a common vision, something consistently
cited as a key to an effective joint venture. As indicated by Kumar, Mudambi, and Gray (2013),
JVs hold enormous potential to profit their members in development, portfolio upgrade, and cost
control. However, it is similarly certain that such connections have significant difficulties to
execute adequately, and entails some hazards as Yan & Luo (2016) opines. Normally, effective
VJs are characterized as those that create a business innovation, meet specialized targets, create
licenses, and deliver unexpected advantages (Gomes et al., 2013).

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 14
As organizations set out on JVs, they upgrade their progress (Gomes et al., 2013) by
thinking about a few key variables. These components were considered as exceedingly basic in
advancing the achievement of JVs (Iossa & Martimort, 2015).
Partner responsibility has been recognized to be basic in JV relationship. As indicated by
Meschi & Wassmer (2013), accomplice's eagerness to apply exertion in the interest of the JV
relationship is the thing that requires dedication. Additionally, the dedication is a long-term
endeavor as opposed the points of interest (Shi et al., 2014). As indicated by Beamish (2013), JV
execution is st identified with the level of accomplice responsibility. In this manner, larger
amounts of duty ought to influence JV execution and accomplice's fulfillment with JV exercises.
Thus, JV cannot exist if the partners are not dedicated to the common targets as endorsed in the
assentation.
There has to be a clear leadership; Nambisan & Baron, (2013), distinguished in his
exploration that, management control of each partner’s commitment to the JV is indispensable
for JVs achievement. As indicated by Wang & Lestari, (2013), empowering and using clear
leadership can help JVs to beat a lot of issues experienced at both of the business and operational
stages. Beamish (2013), asserts that associations will work better if choices are put forward that
makes the two participative (Beamish, 2013). Therefore, incapable leadership can diminish the
adequacy of JV and in this way prompt clash between accomplices (Gomes et al., 2013).
Productive undertaking planning; Nambisan & Baron, (2013), uncovers that the
fundamental of a coming together driven by the aims to strive for value and that the value to be
created will be valuable. The significance of viable scheduling as well as the management of the
project all through the period of the partnership cannot be looked down upon. The collaboration
brings in a considerable measure of the unacceptable planning of exercises that may not follow

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 15
the action timetable of both parties (Killing, 2013). Therefore there is need calls changing the
undertaking’s designs as well as projects to be within the deadline of the two gatherings, or the
other way around (Meschi & Wassmer, 2013).
Security of finances in JVs; Yan & Luo (2016) identified in his exploration that, having
adequate money related assets to keep up venture exertion, budgetary soundness and sufficient
subsidizing all through the task is going to influence the accomplishment of JVs.
Inspiration to finish the task; Meschi & Wassmer (2013) upheld that, paying attention to
the accomplice’s plan and schedule of JV, the employees ensure that achievement of venture
projects get realized. There must be sufficient inspiration to finish the project by accomplices to
guarantee that there is no dropping out on mid-way. This inspiration ought to be distinguished
prior to the schedule and be conceivable in the development of JV and it must take center on JV
objectives (Gomes et al., 2013).
The company is in a position to establish their brand in China, introducing another phase
of double brand activity. The created name-plates are generally perceived and accepted by
Chinese clients, thus adding to half of the sale in China (Ertug et al., 2013). They have chosen to
build up the Phase II Project as it constantly aims at being the sole premium car developer in the
nation. After four years of advancement, CJLR exhibited strong corporate abilities, with its
representatives, business accomplices and the group profiting from shared strategies (Wai et al.,
2013).
The new Jaguar XFL nameplate is accessible at extremely reasonable costs and is
carefully skimmed to fit the buyers, the nameplate turns into a hit in the market, showing the
organization's exact market understanding and opening another section in the double brand task
(Iossa & Martimort, 2015). This led to the development of 2016MY and Discovery Sport Special

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 16
brands that were launched to follow one another, offering another convincing decision
augmented with British lineup of world-class quality and of value for the customer who will get
attracted to the brand (Kumar, Mudambi & Gray, 2013).
In every accomplishment of unique products, there is the organization that continues
acquiring strength. CJLR has the best as well as effective operation and administration, coupled
with settled systems in cutting-edge manufacturing, management that is of quality, R&D, supply
chain, IT and talented human resources (Nyaga et al., 2015). In order to give a clear brand of
Jaguar easily, CJLR incorporated and established an aluminum body shop in China, with
furnished best in class aluminum innovation (Shi et al., 2014). This makes the CJLR be the main
and leading organization of aluminum body innovation in China. Based on the awesome
corporate quality, CJLR is completely sure on the future. The organization will create no less
than one new nameplate consistently by 2020 and keep on providing its customers with products
as well as services that exceed their expectation in the automobile industry (Liu et al., 2014)
Beyond the “Rationality” in Business Models to Actual Behavioral Business Situations
The model adopted by CJLR is the Joint Venture Business Model which has become a
success. In the examination of this model and the joint venture between Cherry and Jaguar Land
Rover, it is apparent that they employed the best of this strategy for the benefit of its customers
alongside its endeavors in capturing the Chinese market.
The CJLR's way to deal with joint venture has been broadly admired for its capacity to
help experts in the transmission of efficiencies and quality administrations. Transactions towards
a joint venture will include exchanges on which property benefits the joint board would like to
transfer CJLR under an exclusive contract. The present staff under these systems will move to
the new organization, as per CJLR enactment (Bohnsack, Pinkse & Kolk, 2014). A new

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 17
administration, together with the arrangement of support guarantees efficiencies are immediately
presented. The capacity to trade with fewer confinements in a more extensive market brings
expanded business adaptability and better returns. The immediate authorities have the direct
impact on the key course of the organization. This gives the group a noteworthy level of
association that would be conceivable in a traditional outsourced legal agreement. The benefits
of the organization get shared with the partner. Through this instrument, CJLR is reusing a
portion of the advantages of trading in the new area with new market share. This model
accommodates the likelihood of other industry players to undertake inter-organization strategy
later on, given that it is useful for all groups (Zott, & Amit, 2013).
The location situated is central and targets the Chinese market. At the point when CJLR
make joint venture organization the point from the beginning is to demonstrate to staff and
customers of their value. This includes moving to new and devoted premises to venture in with
the marketable strategy. A cutting-edge office condition with incredible ICT framework fortifies
a stage change in ethos and confidence and advances the productive utilization of room and
better methods for working. Inspiration, skill enhancement, and aptitudes are created in a steady
situation that celebrates persistent learning and expert advancement (Vahlne & Johanson, 2013).
New key execution pointers are set and checked, with extending focuses for consistent change.
There is the creation of sustainable environmental impacted to the society with the use of
environmentally acceptable practices. In keeping the services in a central place lessens the length
and recurrence of movement, consequently bringing down the natural effect of the services
presented (Frankenberger, Weiblen & Gassmann, 2014). The management of the accomplice
expert's property home advantages from the best practice standards presented from the business

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 18
area. Practical methodologies support every one of the administrations, and it gives the company
an industry driving mastery in this field of automobiles (Beamish, 2013).
There is an increase in better quality product delivery. The joint venture organizations
give a far-reaching scope of expertise in automobile manufacturing to address the issues that the
other partner could not have realized. It takes the benefit of using the accomplices' resources,
technology, and expertise. This draws upon the capability within the entire CJLR Group, so
clients can get a more prominent scope of products. The assets of the CJLR are additionally
accessible to guarantee dependable product conveyance through any increase or decrease in
demand. CJLR invest vigorously in innovation and preparation, prompting more adaptable and
higher quality products (Boons & Lüdeke-Freund, 2013).
There is the presentation of better value in relation to financial proceeds. All the business
risks in setting up the joint venture organization are taken by the care of by CJLR. The
organization likewise gives the money for product enhancements. Monetary freedom enables the
organization to obtain finances for the venture and empowers more viable money management
(Gabrielsson & Gabrielsson, 2013). The CJLR program of persistent change in technology tries
to reduce wasteful aspects and unnecessary overheads and gives genuine advantage from
economies of scale. Access to new markets through nearby contacts and the group business
improvement is organized to create benefits that are imparted to the two organizations. The
special features of the CJLR joint venture imply that the procurement rules do not apply and do
not any significant bearing, given that best esteem can be illustrated (Blackburn, Hart &
Wainwright, 2013). This leads to a big saving in time and money contrasted with a traditional
outsourcing that normally involves lengthy procedures and consumes a lot of time. A huge
advantage related with the joint-venture for CJLR is increased sales potential because of the

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 19
expanding interest of CJLR autos in China. For JLR, advertise entry without or with low market
information could involve high hazard. Through the joint-wander, this hazard yet, in addition,
the odds are shared (Berglund & Sandström, 2013). Chery Automobile realizes what Chinese
clients require. For example, the need for custom fitted items could be seen at the longer jaguar
XF which has greater leg-room. The most noteworthy advantage for CJLR is avoidance of
import levies and satisfying nearby creation necessities, which diminish sales costs and make the
organizations autos focused and more beneficial (Saebi & Foss, 2015).
This approach of collaboration adopted by the organizations helped in the perception of a
win-win situation in order to accomplish sustainability objectives and take advantage from
exposure to the fluctuation in market prices and improvement in material handling as well as
logistics (Yao et al., 2013). However, all organizations in the transformation chain will profit
similarly from the change. This is because of the intrinsic need to change the idea of value
stream in the chain. Making shared qualities inside such activities can improve supplier
connections, increase development and enhances trust. The proof from the REAL-CAR venture
is that the value chain that is sustainable will deliver most advantages and cultivate more
prominent coordinated effort in the event that they focus on the environment, social, financial
and greatest scale (Fusheng, 2017).
Conclusion
The organization is dedicated to offering purchasers' product with delight with an
exceptional experience by making top-notch products. They challenge the standards through the
production of 'Alive' outline and endeavor to guarantee that each model exemplifies an
extraordinary performance and excellence.

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 20
As a leader the company re-affirms its steadfast status on account of a rich exterior,
impeccable inner built, extreme in-auto encounter and exceptional execution irrespective of the
atmosphere or the conditions on the road. All through, the company has kept on new peaks to
reclassify the performance of SUV. It has created close to the customers, fulfilling their wants
for passion, eminence, and proceeding to push to the limits.
The Inter-organizational strategy adopted by the organizations helped in the perception of
a win-win situation to accomplish sustainability objectives and take advantage from exposure to
the fluctuation in market prices and improvement in material handling as well as logistics.
Moreover, other organizations in the transformation chain will profit as well because of the
intrinsic need to change the idea of value stream in the chain.
The CJLR program of persistent change in innovation and technology permitted the
company to reduce wasteful aspects and unnecessary overheads and giving the advantage from
economies of scale. Additionally, the special features of the CJLR joint venture imply that the
procurement rules do not apply and do not any significant bearing, given that best esteem can be
illustrated. This leads to a big saving in time and cash contrasted with a traditional outsourcing
that normally involves lengthy procedures and consumes a lot of time. A huge advantage related
with the joint-venture for CJLR is increased sales potential because of the expanding interest of
CJLR autos in China. Access to new markets through collaboration and group business
improvement is organized to create benefits that are imparted to the two organizations.
There is increases better quality product delivery. This draws upon the capability within
the entire CJLR group, so clients can get a more prominent scope of products. The assets of the
CJLR are additionally accessible to guarantee dependable product delivery through any increase

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 21
or decrease in demand. The company invested vigorously in innovation and preparation,
prompting more adaptable and higher quality products.
With the foundation of strong joint corporate values and abilities, CJLR has made
remarkable accomplishments following four years of advancement. Since the creation of the
joint venture, there has been constant engagement by the company with the stakeholders. The
company share value with its employees, partners and business community. It has developed
more than 4,000 technical as well as management talents and creates over 2,000 jobs to the auto
industry, especially in China.
The corporate sustainable strategy is the utilization of the most developed, smart, and
green and premium aluminum innovation. The company presented the most driving premium
lightweight innovation in China, which is the most insightful and green aluminum innovation.
The aluminium combination has favorable circumstances of being light, solid and recyclable
contrasted to the conventional steel materials, which are vital to car design.

STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 22
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