Morgan Motor: Managing Strategy, Operations, and Partnerships Report

This research report provides an in-depth analysis of Morgan Motor's operational strategy, focusing on its vision, operational framework, and management approach. The report highlights Morgan Motor's commitment to traditional manufacturing, emphasizing its focus on classical vehicle models and investment in research and development. It examines the company's operational mantra, which is based on a steel ladder chassis, and its efforts to maintain brand image through various model versions. The report further discusses Morgan Motor's approach to stakeholder management, including its investment in workforce development and its commitment to corporate governance and social responsibility. It concludes by summarizing Morgan Motor's vision and its successful global operations, which are based on a cost leadership strategy. The report also references key academic sources to support its findings.

Running head: MANAGING STRATEGY, OPERATIONS AND PARTNERSHIPS
Managing strategy, Operations and Partnerships
Name of the Student
Name of the University
Author Note

1MANAGING STRATEGY, OPERATIONS AND PARTNERSHIPS
Introduction
This research report provides an overview of the operation and managing strategy of
Morgan Motor. Morgan motor provides the company a fitting antidote to mass-produced
automotive manufacturing. The organization was established in 1909 with its H.F.S Morgan
with the design of new Iconic Morgan Three-Wheeler. The major vision of the organization is to
become effective that it is helpful to others. The constructive vision of the organization is to
adhere to the royal heritage in production process and design of the cars. This research report
provides a critical evaluation of operation and management framework of Morgan Motor.
A review of the operation
To start with the vision of Morgan Motor, it can be mentioned that the organization is
significantly focused on manufacturing cars that hold the image of royal heritage. This indicates
that the organization is globally known for its classical vehicle manufacturing. Such consistent
focus helps the brand to build and maintain the brand image both in domestic and international
market (Marinik et al. 2014). While most of the incumbents and large players in the market deal
with the market expansion with a large number of products, Morgan Motor is fundamentally
focused on developing its classical model of vehicles.
Morgan Motor, in order to beat the market competition, prefers to invest on Research and
Development. Even though, Morgan Motor is globally popular for its quality and brand image,
the organization is sticking to its traditional ministry Morgan production. The operational mantra
of Morgan motor is based on the conventional configuration of steel ladder chassis, which slides.
In addition to this, organization Morgan Motor maintains its brand image by developing and
manufacturing different version of its existing model. For example, The model 3 Wheeler has

2MANAGING STRATEGY, OPERATIONS AND PARTNERSHIPS
multiple version upgraded with different innovative features. In addition to this, the organization
in 2011 after the gap of 50 years re-launched the Morgan 3 Wheeler, which is modern
interpretation of H.F.S. The operational objective of the organization is to become the most
prestigious car producer across the globe along with its unique as well as traditional production
design and procedure.
It has also been identified that the organization Morgan Motor is fundamentally centered
on the differentiated market since they have been manufacturing the cars of unique design and
engines. In this context, Marinik et al. (2014) mentioned that Collaborative arrangement which is
known as (Knowledge Transfer Partnership) with the Birmingham City University to enhance
the capacity concept design and enable the new vehicle designs.
Investment into workforce development instead of capital:
The management of the organization has decided to make large investment on enhancing
skills and talents of the workforce to make sure that there is a greater level of team performance
to meet the growing needs of the market (Kim,Sting and Loch 2014). This strategy has certainly
empowered the employees to create more values and superior output instead of making any
direct change about the production process. So, when it comes to meeting the stakeholder
expectation, it can be mentioned that large investment on workforce development enable the
firm to meet its employee expectation because it provides optimum opportunities to its
employees to enhance their career or clime the career ladder (Hill 2017). On the contrary, to
meet the expectation of external stakeholder, the organization is widely involved in corporate
governance. For example, at Morgan, four non-executive directors take part in decision-making
process to ensure that Morgan Motor is effective and efficient and skilled enough to perform the
operation ethically and socially responsible manner. In order to meet the demand of external

3MANAGING STRATEGY, OPERATIONS AND PARTNERSHIPS
stakeholders, the organization made itself as labour incentive firm where every car is made out
by hand craft materials and the production process is fundamentally based on labor production
(Jabbour et al. 2013). This approach is made to contribute to global employment opportunities
as the corporate social responsibility. On the contrary, to meet other stakeholder demands like
Government’s pressure on environmental pollution and degradation, the organization has only
developed a single manufacturing plan that requires limited amount of resource to consume
while; the organization has developed the number of dealers across the globe. In addition to this,
to meet the corporate standards, labor union activity in UK is aligned with Morgal Labour. This
means that the organization does not act against the labor rather it seeks to maintain a good
relationship with the labors.
Conclusion
In conclusion, it can be mentioned that Morgan’s vision is aligned with organization
operational strategy. Morgan is presently running its operation globally quite successfully. The
organization is trying to expand its business to other nations. The organization uses cost
leadership strategy in which the organization seeks to reduce operational cost but keeping a
stable balance in the sales margin.

4MANAGING STRATEGY, OPERATIONS AND PARTNERSHIPS
References
Hill, T., 2017. Manufacturing strategy: the strategic management of the manufacturing function.
Macmillan International Higher Education.
Jabbour, C.J.C., de Sousa Jabbour, A.B.L., Govindan, K., Teixeira, A.A. and de Souza Freitas,
W.R., 2013. Environmental management and operational performance in automotive companies
in Brazil: the role of human resource management and lean manufacturing. Journal of Cleaner
Production, 47, pp.129-140.
Kim, Y.H., Sting, F.J. and Loch, C.H., 2014. Top-down, bottom-up, or both? Toward an
integrative perspective on operations strategy formation. Journal of Operations
Management, 32(7-8), pp.462-474.
Marinik, A., Bishop, R., Fitchett, V. L., Morgan, J. F., Trimble, T. E., and Blanco, M. 2014.
Human factors evaluation of level 2 and level 3 automated driving concepts: Concepts of
operation.