Description
When Government’s Golden Share expired... in 1989, Ford acquired Jaguar. Chairman resigned.
In 1992, the XJ220 tested the exotic car market in Europe but never made it to the U.S…exchange rate fluctuations proving difficult. But in mid-late 90s, Jaguar more successful in US.
Retro look…a little bit of the same thing. No change in the basic shape. Emphasize luxury, wealth niche. Small range maintained. Participation in races continued.
Analysis of Jaguar Case
Determination of the Strategic
Position
Question:
•
Perform a strategic analysis for Jaguar in
the context of the international market for
luxury cars
•
Recommend a suitable strategyies! for
Jaguar
"o# to a$$roach this%
•
Read case thoroughly
•
&se strategic $lanning frame#ork to
analy'e case
•
(ext: to #rite out the case: can again use
strategic $lanning frame#ork to document
your analysis and suggested strategyies!
Basic Planning Process
Missions and Goals
Missions and Goals
External Analysis - Opportunities and Threats
External Analysis - Opportunities and Threats
Internal Analysis - Strengths and Weaknesses
Internal Analysis - Strengths and Weaknesses
Selection of Appropriate Strategies
Selection of Appropriate Strategies
Implementation of Strategies
Implementation of Strategies
Strategic Planning
Strategic Planning
•
A Basic Planning Model
A Basic Planning Model
)xternal )n*ironmental Analysis
+ P)S,
•
-o*ernment.s golden share designed to
$re*ent takeo*er! to end /001
•
2ritish industry highly unioni'ed3 many
different unions
)xternal )n*ironmental Analysis
+ P)S,
•
)conomic de*elo$ments ha*e led to ma4or
u$turn in demand for luxury cars
•
5il $rices6interest rates lo#3 standard of
li*ing im$ro*ements3 lo# cost of ca$ital
•
)xchange rate fluctuations
•
Car manufacturing ca$ital intensi*e
)xternal )n*ironmental Analysis
+ P)S,
•
7o*e to#ards en*ironmentally friendly
cars
•
8Conscience factor9 + not to be seen to be
flaunting #ealth
)xternal )n*ironmental Analysis
+ P)S,
•
Car manufacturers #ith broader ranges
ex$loiting technical6engineering merits
•
(e# technologies not solely the domain of
original inno*ators + a*ailable to com$etitors
•
,echnological di*ersification i:e:; aeros$ace
industry! $roduced s$inoffs for car industry
)xternal )n*ironmental Analysis
+ P)S, 5thers!
•
When Government’s Golden Share expired... in 1989, Ford acquired Jaguar. Chairman resigned.
In 1992, the XJ220 tested the exotic car market in Europe but never made it to the U.S…exchange rate fluctuations proving difficult. But in mid-late 90s, Jaguar more successful in US.
Retro look…a little bit of the same thing. No change in the basic shape. Emphasize luxury, wealth niche. Small range maintained. Participation in races continued.
Analysis of Jaguar Case
Determination of the Strategic
Position
Question:
•
Perform a strategic analysis for Jaguar in
the context of the international market for
luxury cars
•
Recommend a suitable strategyies! for
Jaguar
"o# to a$$roach this%
•
Read case thoroughly
•
&se strategic $lanning frame#ork to
analy'e case
•
(ext: to #rite out the case: can again use
strategic $lanning frame#ork to document
your analysis and suggested strategyies!
Basic Planning Process
Missions and Goals
Missions and Goals
External Analysis - Opportunities and Threats
External Analysis - Opportunities and Threats
Internal Analysis - Strengths and Weaknesses
Internal Analysis - Strengths and Weaknesses
Selection of Appropriate Strategies
Selection of Appropriate Strategies
Implementation of Strategies
Implementation of Strategies
Strategic Planning
Strategic Planning
•
A Basic Planning Model
A Basic Planning Model
)xternal )n*ironmental Analysis
+ P)S,
•
-o*ernment.s golden share designed to
$re*ent takeo*er! to end /001
•
2ritish industry highly unioni'ed3 many
different unions
)xternal )n*ironmental Analysis
+ P)S,
•
)conomic de*elo$ments ha*e led to ma4or
u$turn in demand for luxury cars
•
5il $rices6interest rates lo#3 standard of
li*ing im$ro*ements3 lo# cost of ca$ital
•
)xchange rate fluctuations
•
Car manufacturing ca$ital intensi*e
)xternal )n*ironmental Analysis
+ P)S,
•
7o*e to#ards en*ironmentally friendly
cars
•
8Conscience factor9 + not to be seen to be
flaunting #ealth
)xternal )n*ironmental Analysis
+ P)S,
•
Car manufacturers #ith broader ranges
ex$loiting technical6engineering merits
•
(e# technologies not solely the domain of
original inno*ators + a*ailable to com$etitors
•
,echnological di*ersification i:e:; aeros$ace
industry! $roduced s$inoffs for car industry
)xternal )n*ironmental Analysis
+ P)S, 5thers!
•