SG7001 Managing Strategy and Operations and Partnerships Assignment Sample 2023
Component 1
Activity 1
The vision of the organization
The vision of Ghabbour Auto (GB) is to lead the market and provide the customers with an excellent and elite experience. The vision statement reveals that the company aims to become a priority brand to the stakeholders. Overall, GB Auto’s purpose is to grant a premium experience and maximize the stakeholder’s return.
Organization characteristics (4Vs) and the desired performance attributes (SQFD&C)
| Quality | Evaluation | Description and justification | Implications |
| Volume | High | It has been identified that the company emphasizes on gaining a strong brand positioning in the Global platform (Meredith and Shafer, 2019). It operates under two different market segments that are related to automobile and non-bank financial services. | Current business approach of the company is to gain a strong competitive advantage in the market by enlarging the market share by entering into various joint ventures and Alliance. |
| Variety | Moderate | Further to acquire the customer loyalty ranges of products are offered to the customers. the GB manufacturers attract various stakeholders and investors towards the business | The entity is focused on creating product differentiation with the innovation techniques and highly diverse workforce (Suraraksa and Shin, 2019). |
| Variation | Moderate | It has been identified that the company offers a variety of automobile products to its customers and clients and also operates in non-bank financial services | Because of the intense competition in the industry, the focus is on attaining customer loyalty and attracting them |
| Visibility | Low | Transparency is maintained by the company and also customer can keep a track of their orders and can get an idea about the company operations (Monden and Talbot, 2019). | Therefore it has been identified that the company is quite active in research and development department. |
| Speed | Moderate | Fast speed | The company aims at accomplishing the tasks and other functions with speed and with efficiency. |
| Quality | High | High class vehicles and products | The major aim of GB automobiles is to provide high quality and best in class vehicles for the customers to attract them towards the business (Ahmed and Omar, 2019). It is evident that in order to survive in the competitive industry quality is the main factor for the customers. |
| Flexibility | Low | Innovative products and as per the market demands | The company is looking forward to innovate its offerings by evaluating the current market demands and the changing consumer expectations (Vanalle et. al. 2020). The requirements of the customers have been changed after the pandemic and this is considered by the company. |
| Dependability | High | Asset collections and efficiently utilizing them | Moreover, company is dependent on obtaining raw materials from the suppliers for the production purpose. |
| Cost | Moderate | Low ownership cost | Although the cost of the company’s product is quite high due to the increased operational expenses within the organization (Liu et. al. 2019). |
Activity 2
An evaluation of opportunities and threats posed by megatrends
| Megatrend | Key issues affecting the organization | Impact and implication |
| Industry 4.0 | This is the trend of digital transformation of production and concerned industries and process of value generation (Kaur et. al. 2019). This is a new phase affecting GB auto, which focuses on machine learning, real-time data, automation, and interconnectivity; this trend influences the automotive or GB auto in addressing process-driven quality and creating innovative opportunities. | This megatrend can prove opportunistic situation for the GB Auto is creating ease in the operations. In this, various technologies can be used to become more responsive towards the customers (Xue et. al. 2020). The technological developments, including IoT and cloud computing, would aid in responding to the opportunities. |
| Sustainability | The sustainability issues are influencing the automotive industry. GB Auto is also bound to follow the government legislations and corporate responsibility of managing climate change in this context (Bordoloi et. al. 2019). It has become essential to implement technologies that can m mitigate GHG emissions. In a nutshell, there is an immense need to be efficient, environmentally and socially responsible and provide quality products in the present scenario. | Further, adopting sustainable initiatives and eco-friendly practices by the company will help gain customers’ attention and support (Sahar et. al. 2019). With the increasing pollution and deteriorating condition of the environment, this is creating a threat to nature and GB auto should respond positively by reducing the carbon emissions. |
| Demographic change | This is one of the most significant issues impacting the industry. The problem of the pandemic has restricted travelling and also affected the income level of people in an adverse manner (Dittfeld et. al. 2020). The company also got concerned with the higher unemployment rates of the population globally. | This has affected the sales performance and revenue of the company. The company needs to prioritize this threat and deal with this as soon as possible. The factors, including changes in buying patterns and government norms, can hinder the threat. |
| Accelerating urbanization | Urbanization is rapidly increasing as people move to city areas from rural areas due to different reasons. This is creating an opportunity for GB Auto as the increasing population will help attain a large share of the market (Stein and Miller, 2019). Thus, it can be said that this trend can provide tremendous opportunities for the automobile sector. | This megatrend can positively aid in the sales volume and image of the organization. The company can grab this opportunity at priority by identifying their demands and satisfying them. With the continuous and rapid urbanization, the need and usage for automobiles also increase. |
Activity 3a
A critical evaluation of the business to business relationships, alliances and partnerships maintained by the organization
The company maintains effective and strengthened long-term relationships with its key stakeholders, including customers, clients, and partners in multiple industry segments. This is done by providing reliable and efficient services across the globe. The company strongly emphasizes relationship management and works as per the regulatory mechanism (Osterrieder and Friedli, 2021). The company’s long-term relationship mechanism helps maintain strong alliances partnerships and deliver efficient customer service.
The company’s portfolio of crucial partners comprises mainly Haval, Hyundai, Bajaj, Volvo, Sino Truck Fuso, Lassa, Westlake, Verde, and Thunderer. The company is concerned about business relationships and partnerships as it enhances its brand value. Therefore, it has been identified that the company formulates its strategies after considering the interests and perspectives of its stakeholders and partners (Soeleman, 2019). Also, the company enhances the partnership portfolio and develops several alliances to connect with the customers and manage business relations. In the year 2019, GB auto has expanded its portfolio by entering into a strategic partnership with El Ghalban Auto Market Group. The aim is to set up Transport Vehicle distribution (TVD), a commercial vehicle distribution corporation. Thus, the purpose of TVD establishment is to utilize the know-how and expertise of the partner and Egyptian automotive market.
Further, TVD aims at acquiring distribution rights for renowned commercial vehicle brands. With its workings, the company has developed a strong corporate reputation in the market by standing behind the customers and for efficient after-sale services (Meyer et. al. 2020). In the early 1990s, GB Auto has proved successful in emerging as an exclusive distributor of Hyundai passenger cars in Egypt. After that, the cited organization has launched numerous models to meet the diverse needs of customers of Egypt. Recently, GB auto has allied with SAIC motor Middle Eastin order to add the MG brand to the portfolio in Iraq. Thus, with this business relation, GB Auto is marketing, distributing, and providing aftersales service for MG vehicles. This alliance has been formulated to benefit from both the organizations’ resources.
Activity 3b
Proposed recommendation for the operation and evaluation of the impact of the recommendation on stakeholders
| Recommendation | As per the earlier findings, it is recommended that GB Auto that it can adopt sustainable initiatives. As the concern for the environment by the people nowadays is increasing, this can be an opportunistic condition. Consumers prefer a brand and organization that is conscious of the environment and understands corporate social responsibility (Dong and Leng, 2021). Apart from this, with the megatrend of rapid urbanization, the need for automobiles in the young generation is growing. In this regard, the company can assess the needs of the young age and can focus on developing interacting mechanisms in the vehicles. |
| Justification | Following the recommendations, it is with justifying that being completely conscious of nature and attaining zero carbon emission can increase the competitive advantage within the industry. Furthermore, the competition within the industry is quite intense, and it is vital to stay ahead (Hill, 2020). Various companies in the segment are delivering automobiles to the customers having the latest technologies and heavy driver assistance, which proved advantageous for the drivers. Thus, the company can also demonstrate efficiency in delivering services to the customers. |
| Potential implications | Customers: these are the most prominent external stakeholder of GB Auto. With efficient technologies and reliable services, the customers can benefit the most. Emphasizing the after-sale services concept is also crucial for the company to enhance growth and profitability (Kumar and Sharma, 2020). Thus, implementation of the recommendations will create a positive impact on the customers as well as the company’s financial performance.
Competitors: the rivals of GB Auto are General Motors, Ford motor company, Honda, and Toyota motor corporation. As identified that the industry is competitive, the cited company can pose a threat to the rivals. Implementing the suggestions and being strategic can create a risky situation for the opponents by developing a competitive profile and attracting customers. Partners and shareholders: These are the major stakeholders of the selected case study organization. The partners, strategic allies, and investors have a keen interest in the company’s activities (Shalender and Yadav, 2019). They get directly impacted by the company’s decisions. Considering the implication, being recognized for sustainability and energy efficiency will positively influence these stakeholders. |
Activity 4
Critical analysis of the industry environment 850
| Identification of the industry: Automotive industry | ||
| Environmental factors | Issues pertaining to the industry | Implications for the industry |
| Political factors | The issues relating to the automotive industry are maintaining safety regulations and focusing on emission policies. | Political factors create a direct impact on the business functioning. Thus, GB automobile is needed to adopt the government regulations relating to automobile manufacturing to ensure the safety of passengers (Pillai et. al. 2020). The company also needs to focus on those government policies formulated regarding carbon emission. |
| Economic factors | While discussing the economic factors, the critical issue is the pandemic of covid-19. Travel restriction is the crucial factor which is adversely affected the industry (Sharipov and Zaynuidinova, 2020). The rate of unemployment in Egypt was 10.45% in FY 2020. | In the context of GB automobiles, the income level of the people has been lowered down. Thus, the company has to emphasize developing affordable automobiles that can be in people’s budget, which can again increase the demand for automobiles. |
| Social factors | Considering the social factors, it is worth noting that the lifestyle of people has been changed due to rapid urbanization. People have a need of having automobiles or use them. Thus, the key issues can be the need for cars and exhibiting the lifestyle. | Concerning the implications, the customer market is fascinated to own the latest model of the vehicle.Theinternal desire of the population motivates them to own a car.Positively responding to them to the people can enhance the company’s growth, sale, and revenue. |
| Technological aspects | With technological advancements, the concept of self-driving cars and improved safety features has emerged. | The automotive industry has been primarily affected by the technological shift, and the advancement of self-driving technology is a blessing for the automotive sector (Meredith and Shafer, 2019). |
| Porter’s force | Strengths | Justification |
| The threat of new entrant | Weak | This threat is relatively weak for the GB auto as it requires a considerable capital investment to enter into the industry. Also, the Egyptian government focuses on the domestic market by levying high import taxes. GB automobile has an established brand identity and value, and hence it is difficult for new entrants to compete. |
| Bargaining power of suppliers | Weak | The reason behind the weak supplier power is the high number of available suppliers (Monden and Talbot, 2019). As the company has maintained strong relations with its suppliers, the company is experiencing more minor threat in terms of managing the supply chain and suppliers. |
| Bargaining power of buyers | Moderate | The volume of buyers is enhancing with the increasing need for automobile products. Although the buyers have a vast number of options available for purchasing the vehicle, the threat and risk are moderate as the cited company has established a reputation in the market and customer prefers the brand over others (Suraraksa and Shin, 2019). Also, with the alliances with different corporations, the company is now broadening its market share, which effectively targets more customers. |
| Threat of substitutes | Weak | These customers have availability of different transportation means but can restrict the customers in terms of convenience and cost. |
| Competitive rivalry | Moderate | This is moderate in the segment due to the strong positioning of GB automobile in the industry (Ahmed and Omar, 2019). |
| Stage in the automobile industry lifecycle | Implications |
| Introduction | This is the first stage where the company makes efforts to make the customer aware of the product. The company was introduced in 1960 as the founders found this segment the growing market. |
| Growth | Further, in this stage, the company has gained success in the production operations and the supply chain (Vanalle et. al. 2020). |
| Maturity | To remain on the path of growth and continuous development, the management of GB has formulated several strategies to become a dominant player in the industry. It has achieved a strong position in the market. The company is efficiently using its capabilities and core competencies to cope with market conditions. Capabilities include strong relations with the stakeholders and strategies for expansion. Further, the company’s existence in the automotive industry is affecting other companies operations. |
| Decline | With the rise in competition, some companies face a decline in sales and thus growth. The reason for the fall can be due to the latest innovations, which can supersede the existing offerings (Liu et. al. 2019). |
Thus, the advantages which are attained by Ghabbour Auto are gaining multiple opportunities for growth and development. With the strategic operations and diversified workforce, GB Auto is benefiting from innovating the automobile products and managing solid relations in the market that contributes to strong brand positioning.
| Issue | Survival factor | Success factor |
| The biggest issue that will adversely influence the automotive industry is the outbreak (Kumar et. al. 2020). Covid-19 has stressed the overall sector, which led to decreased revenue | · Checking the feasibility of the business model | · Formulating policies as per the changing market demands and government regulations |
| Sustainability is also a challenge for the company. The company is under pressure to adopt sustainable initiatives and manage the process. | · Adopting tactics to reduce the carbon emission | · Implementing the technologies to reduce the excess usage of water and energy and achieving net-zero emission (Li et. al. 2020). |
| It has been further identified that the cited company is facing an issue of increased costings including operational and marketing, and thus it has increased the cost of the vehicles (Olatunji et. al. 2019). | · Increasing prices | · Reducing the costs by streamlining the processes, managing inventory and promotion. |
Component 2
Corporate strategy for Ghabbour Auto that will apply for the next ten years
Introduction
GB auto or Ghabbour automobile is a well-recognizedautomotive business organization that deals with the production of automobiles. It was founded in 1960 by Sadekand Kamal Ghabbour. Ithas been identified in the above section that the company is facing several challenges in the context of its business operations.It is a critical requirement to deal with these challenges effectively (Cachon et. al. 2020). Coping of the issues will help the business manage the corporate reputation and attain a competitive advantage over the competitors. Therefore, this study emphasizes elaborating various strategies which the company can adopt to streamline its business operations.Thus,required frameworks and models, including Porter generic Strategies and RACES model, have been used to justify the strategies.
The competitive advantage of GB auto stemming from their strategy, using the tools taught during the term
The selector automobile company is well recognized and renowned for its excellent automobile manufacturing for various brands on the international market. The company adopts several strategies which can reveal its competitive advantages (Hussain et. al. 2021). Therefore, in this regard, porter’s generic strategy has been considered. This strategic model involves four main processes.These are cost leadership, cost focus, differentiation focus, and differentiation.
Cost leadership: Cost leadership strategy is the crucial porter’s generic strategy and primary way of gaining competitive advantage.In general, it can be said that this strategy is used to develop an edge that can help achieve the sales target and stand ahead of the competitors (Hill, 2020). In this, the firm produces its goods at a lower cost.
The golden idea of using the strategy is to maintain a similar price as Rivals while reducing the costs linked with conducting the business. It results in the company in increasing its profits without spending money. Another strategy in cost leadership is to reduce to the selling point.
Differentiation strategy: Furthermore, differentiation strategy is about creating some distinction in the offerings. Adaptation of differentiation strategy considers that a company will need to find something regarding their enterprise or products which make them different from that of competitors (Kusi-Sarpong et. al. 2019). In the context of the selected automobile organization, the quality of the product is its fundamental distinctiveness, which helps gain the competitive advantage.This is the reason that GBCompany continuously enters into various strategic alliances. Due to the superior quality products, it is broadening its market share and efficiently operating at several places. Thus, it can be said that the GB automobile is responsive and attentive to customer needs, which helps in gaining a competitive edge in the industry. GB automobile is also stuck to its core values, vision, and mission statement (Hoffman and Kaplinsky, 2019). Hence, its quality and customer relationship managementmakes it different from its competitors.
Focus strategy: Focus strategy is about using the option of cost leadership or differentiation within the niche market. The focus emphasizes a specific need by evaluating the requirements and dynamics of the consumers either with a low-cost technique or a unique specified product. Thus, it can be said that the company uses a differentiation strategy that helps gain a competitive advantage in the automobile segment.
Thus, while analyzing the competitive advantage of GB auto, it is worth stating that the company has proved successful in its operating market (Shivajee et. al. 2019). The reason behind the success is the diversified business portfolio and footprint all over the region. Thecompany’s diverse human capital is expertise and specialized, which help the company in occupying a remarkable leadership in the market strategy. The company is based on building a strict credit policy and benchmarking its operations.
Further, for better strategy, the company’s SWOT analysis is mentioned below. This model effectively assesses the internal factors and external aspects that influence the company’s operations.
| Strengths:
· Efficient customer relationship management · Well-known brand in middle east (Bindhu and Joe, 2019) · Strengthened relationship with the stakeholders |
Weakness:
· Inefficient management of eco-friendly practices · Increased operational costs |
| Opportunities:
· Global footprint · Marketing and promotion of the products · Achieving net-zero emission target
|
Threats:
· Changing business environment · Unanticipated customer behavior and demands · Emergence of pandemic (Szinai et. al. 2020) |
As per the SWOT analysis, the company’s major strengths are effective in attaining a competitive edge in the market. The company has numerous competitive advantages, which makes it different from its rivals. This has been examined as the human resources and its dedication towards the work (Hunger, 2020). The management style of the business and way of maintaining relationships with the stakeholders.
On the contrary, the weaknesses and threats highlight some key issues, which are also developed in component 1. In the light of success factors developed in the component of 1, significant problems have been revealed as managing sustainable activities and initiatives and dealing with the continuously increasing costings and operating in the dynamic covid-19 business environment.
Issues and corporate strategic options for GB Automobile
Issues:
Impact of Covid-19: The emergence of Covid-19 for a shock for all the industries globally. However, the automobile industry is the most impacted segment as the government restricts passengers’ travelling and transportation of other goods. The company had to face a severe loss and disruptions in operations and supply chain (Reid and Sanders, 2019). The overall stress led to increased costs and declined revenues. It also impacted the company’s comprehensive tactical, strategic, and operational planning. The outbreak and the changing government norms have been assessed as the biggest threat and issue for GB automobiles, which will take years to resolve, and this 10-year corporate strategy is effective.
Adoption of green initiatives: The importance of sustainability in the automotive sector can be identified as the increasing need for innovative mobility solutions and electric cars. Investors in this context have also become more active and concerned (Olsen and Tomlin, 2020). The primary strategy to gain a competitive advantage within the industry is to become sustainable and grab the attention of the customers. Also, establishing itself as a sustainable automobile company in the competitive industry is a challenging task.
Continuously increasing costs: The Company is constantly expanding its prices to support the profit margins. Intending to improve the overall revenue and deal with the rising operational costs, GB automobile is adopting a pricing power strategy. Also, the cited organization is facing several challenges in the context of managing its marketing expenses, general administrative costs, and maintaining working capital (Phan et. al. 2019). The rising costs and increased prices can make the customers switch the brand and lead to reduced sales volume. Therefore, the company’s excess expenses are a trouble and problematic situation.
Corporate strategy
The corporate strategy entails entailing a defined long-term vision that the business set to attain the required objectives. Corporate strategies are termed as the most significant and broad-ranging strategy level with the organizational design. This provides a direction to a firm to attain the goals of growth and success. The corporate strategies comprise of expansion, stability, combination, and retrenchment strategy.
Stability strategy emphasizes the continuation of the existing system at the corporate level. It focuses on the current products and markets. This strategy aims not to make any changes to the company’s activities. On the other hand, expansion strategy is relevant to growth strategy. The concentration is on extending the scope and capacity of the business by investing in a new market or technology or any new product.
This can be by acquisition or strategic alliance. The expansion strategy continuously enters into various ventures and partnerships with different brands. Furthermore, the third strategy of the corporate level is the retrenchment strategy. This is associated with decreasing the scope of operations and activities and minimising the firm’s cost or liquidation. This can be due to financial losses or any other reason. At last, another strategy is a combination that comprises all three corporate strategies. The purpose of this combination strategy is to meet the firm’s requirements where the company uses to stabilize in some of the areas or diversify in different markets, or retrench some of the products that are not performing well.
Corporate strategy to address above issues
The corporate strategic option available for the issue faced by the company is expansion strategy. With the system, the company can be further expanded into different market segments along with introducing a new product range.
As it has been identified, the quality of GB automobile’s products is superior, and customers are attracted towards the best in Class Products. Therefore, it is an opportunistic situation for the company to expand into diverse markets and resolve the issue of increasing operational costs. IT can be said that when the company expands into several areas more profit will be generated and it will be possible to settle down the increasing prices. Also, with the growing margins and revenue,eco-friendly policies and sustainable initiatives can be implemented within the organization.
The energy-efficient technologies can be used to make the operational process streamlined, and continuous workflow can be facilitated. Another issue has been identified as the impact of covid-19. The company has experienced a considerable loss due to the pandemic, and with this strategy, this loss can be recovered, and the company’s positioning can be strengthened again. Furthermore, with an expansion strategy, the company will get easy access to the global market and get an opportunity to enhance brand visibility.Thus, it will lead to customer satisfaction, more revenue, and improved goodwill.
Another strategy can be a marketing strategy, and it is another alternative available for GB automobiles. This is the best technique to increase brand awareness, which can be possible by adopting different promotional tools and marketing techniques. When the brand can connect and interact with more customers, it will get better access to the market and generate more revenue and, thus, financial performance.
RACES framework
Resource: While adopting the corporate strategy and other tactics, the company must ensure that the resource can be efficiently utilized (Kaur et. al. 2019). It is the responsibility of the management and other individuals involved in the expansion strategy to optimum utilization of the resources.
Acceptable: It is about `analyzing the resources and using them appropriately. The resources should be used and strategies should be formulated on the basis of the required issues and challenges (Xue et. al. 2020). As identified in this case the company must analyze the requirements which are required to deal with the issues.
Coherent: This framework is concerned with identifying the stable micro environment the business environment must be assessed carefully before implementing the strategies or corporate level corporate level strategies. The long-term plans and strategies are most important aspect for gaining a right direction for the success of the company and therefore this needs to be applied properly by examining the current macro environment.
Effective: The effectiveness of the strategies can be ensured by continuously follow up and keeping a track on the progress and success of the implied strategy. In this scenario, the key issues have been identified as critical and this needs to be dealt immediately (Bordoloi et. al. 2019). In this regard, effective strategy can be technological implications and proper monitoring of this implementation should be done.
Sustainable: Sustainability is the need of present business environment and GB automobiles needs to be sustainable in its value chain and as well as operations to reduce impact on environment and eliminating carbon emission and to its functions (Sahar et. al. 2019).
Proposal and Strategic direction
| Foundation
Mission The mission of GB automobile is to grant a premium experience and maximize the shareholder return. Core values: · Customer-oriented · Integrity · Professionalism · Superior Quality · Growth prospects and expansion |
Strategic objectives and organization goals
Financial Growth in revenue (30%) Customer Deliver specialized services Operational Innovative and unique strategies for being sustainable and reducing cost People and learning · Involve community · Follow human rights · Environmental respect · Training to employees |
Strategic direction
Expansion in different regions Expansion and marketing strategy.
Growth in current areas Diversification
Develop a market strategy Adopting social marketing and digital marketing
|
Time duration
3-5 years
12-18 months
six months
|
| Competitive advantage
We are best at · Best-in-class and unique automobile · Quality assurance and delivery · Premium products |
Vision
How organization looks like To become a market leader and deliver an elite customer experience |
Develop PESTEL and SWOT yearly
Search for new suppliers and strategic allies in other countries |
Twelve months
Six to twelve months
|
| Business strategies
· Innovation · Superior Quality · Differentiation strategy |
Implementation
· Delegate accountability · Hold effective strategy meeting |
Explanation of proposal and strategic analysis
This Proposal can be adopted by GB automobile. This mainly outlined two strategies which can be adopted by the business organisation to gain competitive profile (Dittfeld et. al. 2020). The expansion strategy will help the company in understanding the market demands as well as focusing on differentiation in order to be competitive. It is important to develop and manufacture innovative products based on Sustainable concepts. As it is identified that the company deals in quality and superior products and their uniqueness is adopted by the customers.
The expansion strategy is the right corporate strategy which can lead the company into getting larger customer base and dealing with the losses which has been occurred during the time of coronavirus (Stein and Miller, 2019). The company has faced a critical time due to the pandemic and is still suffering from that loss. In such situation entering into various alliances, acquisitions and joint ventures will help in easy entry into the new market. With this strategy GB automobile is able to gain customer satisfaction, optimum utilisation of production capacity and profitability. The growth strategy will also contribute in diversifying the product portfolio in different areas which will lead to gaining more market share (Osterrieder and Friedli, 2021). Also, the sufficient investment in technological developments for energy efficient operations will help gaining medium term objectives.
Apart from this, in order to reduce the continuously increasing operating expenses the company must adopt the strategies which can promote and market the brand without much cost. Noting the same, social media marketing and digital promotional techniques is the best of action for the company. It can focus on developing market penetration strategy based on Cost leadership.
With this strategy, the company will get more revenue because the cost cutting will be possible. For entering into the new market segment diversification is the identified strategy. In this regard, the company must conduct the pestle analysis before entering into any other region. This will help in gaining an extensive knowledge of base and analysing the competitiveness in the market and the existing market trends (Soeleman, 2019). On the basis of the pest analysis required strategy can be drafted which the organisation can adopt and further develop Future Plans and strategies accordingly for better management andsustainability.
Conclusion
Thus, it can be summarized that the company needs to adopt efficient corporate strategies for dealing with the issues. The issues have emerged as the pandemic, increasing costs, and the rising need to be sustainable (Meyer et. al. 2020). Moreover, GB automobiles can adopt the expansion and a marketing strategy to enlarge the customer base further and generate revenues. Implementation of technological advancements is a crucial opportunity to ease the operations and be sustainable.
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