Strategic Decision Making Assignment
Added on 2021-06-15
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Running head: STRATEGIC OPPORTUNITY AND DECISION MAKINGStrategic Opportunity and Decision Making: Chery Jaguar Land Rover Automotive Co., Ltd.Student’s Name:Institution:
STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 2Executive SummaryInter-organizational is a concept that is getting into use in international business to penetrate andstay 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 RoverAutomotive Co., Ltd employs inter-organizational with the use of international joint venturemodel so as to enter and capture the competitive Chinese market. In this joint venture, they arecreating sustainable strategic direction and organizational performance with the use of theirorganization’s strengths. Additionally, they plan and implement strategically in order totransform 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 3Table of ContentsExecutive Summary.........................................................................................................................2Introduction......................................................................................................................................3Creating Sustainable Strategic Direction and Organizational Performance....................................4Strong Corporate Capabilities.....................................................................................................4The Long-term Commitment and Solid Foundation....................................................................5Share Value and Future Ambition...............................................................................................6Corporate Sustainability Strategy................................................................................................6Planning and Implementing Transformation Strategies to Resolve Critical Issues........................8Planning For Changes.................................................................................................................81. Identification of Areas of Improvement................................................................................82. Presentation of Business Case to Stakeholders....................................................................83. Planning for the Change......................................................................................................84. Provision of Resources and Use Data for Evaluation.........................................................85. Communication....................................................................................................................96. Implementation.....................................................................................................................97. Monitor and Continuous Improvement................................................................................9Transformation...........................................................................................................................10Critical success factors..............................................................................................................11Beyond the “Rationality” in Business Models to Actual Behavioral Business Situations............15Conclusion.....................................................................................................................................18References......................................................................................................................................20
STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 4IntroductionThe use of inter-organizational in international business is becoming a norm for successin the competitive market and is being employed by a number of companies. It is with thecognizant that no entity can conquer the competitive market without any support of anotherentity. The concept is used to illustrate the relationships where two companies come together toenter 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 ofbuyer-supplier relationships (Liu & Almor, 2016). As per the Inter-organizational RelationsTheory (IOR), organizations are able to create changes for transformation, work together for thecommon good, enhance collaboration to reach further markets and ensure communitymobilization (Chen, Lin & Yen, 2014). The involvement with inter-organizational is beinginvolved with the outer market which always comes with a cost. There is the investment ofresources for the creation of the relationship, loss of freedom, no clear returns and thereforecollaborating 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 twoorganization-Cherry Jaguar Land Rovers (CJLR). The acronym ‘CJLR’ will be used in mostcases to refer to the Cherry Jaguar Land Rovers. These are two organization Cherry automobileand Jaguar Land Rover. The aim of them coming together is to venture into the internationalmarket and provide the best quality range rover cars to its customers. Cherry automobile is aChinese firm and Jaguar Land Rover is a UK firm. They endeavor to use the best of theiravailable technology, resources, expertise, and supply chain for development of quality and bestproduct.
STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 5The model employed for their collaboration is international joint venture strategy, asystem in which two organizations come together to joint and use the best available resources toincrease value by use of value creation, augmented revenue and sustained profitability.Additionally, the aim is to expand, capture the leading markets, shape the industry, enhanceclient satisfaction, and create a sustainable business. The reports examine the creation of sustainable strategic direction and organizationalperformance, planning and implementing transformation strategies to resolve critical issues, lookbeyond the “rationality” in business models to actual behavioral business situations and give aconclusion.Creating Sustainable Strategic Direction and Organizational PerformanceThe company-Chery Jaguar Land Rover (CJLR) has been in a position to establish theirbrand in China by introducing another phase of double brand activity. The created name-platesare generally perceived and accepted by Chinese clients, thus adding to half of the sales in China(Michelon, Boesso & Kumar, 2013). Strong Corporate CapabilitiesThe new Jaguar XFL nameplate is accessible at extremely reasonable costs and iscarefully 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 doublebrand task (Johnson, 2016). This led to the development of 2016MY and Discovery SportSpecial brands that were launched to follow one another, offering another convincing decisionaugmented with British lineup of world-class quality and of value for the customer who will getattracted to the brand (Grant, 2016).
STRATEGIC OPPORTUNITY & DECISION MAKING – CJLR 6In every accomplishment of unique products, there is the organization that continuesacquiring strength. CJLR has the best as well as effective operation and administration, coupledwith settled systems in cutting-edge manufacturing, management that is of quality, R&D, supplychain, IT and talented human resources. In order to give a clear brand of Jaguar easily, CJLRincorporated and established an aluminum body shop in China, with furnished best in classaluminum innovation. This makes the CJLR be the main and leading organization of aluminumbody 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 newnameplate consistently by 2020 and keep on providing its customers with products as well asservices that exceed their expectation in the automobile industry (Galpin, Whitttington & Bell,2015). The Long-term Commitment and Solid FoundationThe manufacturing takes a significant role in the sustainable improvement of CJLR. Itensures quality, enhances generation effectiveness, and acknowledges adaptable development.CJLR has been one of the primary brand in market that executed industrial network of things inthe progress of Phase I advancement, with coordinated IT use systems covering all parts ofdevelopment which is a featured resource in Phase II Project and will adequately serve therequirements of management and operation, giving great help to attaining the strategic goals ofthe organization (Cummings & Worley, 2014). In the process of Phase II Project, CJLR brought in new materials that save on energy aswell as an efficient system that saves on fuel. This became the driving force of technologydevelopment, enhanced intelligent manufacturing and contributed to upgrading the auto industryin China (Goyal, Rahman & Kazmi, 2013).
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