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Developing a Plan

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Consider the following scenario:

You have held conversations with Precision Part's leaders and obtained the following information which you want to use in the development of a 4-year strategic management plan.

- PPQ Parts employees now number 5,000, all of whom are currently employed in the United States. It plans to grow to 10,000 employees in 4 years.
- New facilities will be needed in international expansion, and PPQ Parts anticipates building most of those (80%) outside the United States.
- PPQ Parts holds 5% of the world market share on small SUVs, but its goal is 9% in 4 years.
- Current stock price is $10 per share. The goal is $22 a share.
- Profit margin 3-year average is 6%. Industry average during this time has also been 6%. The company goal is 13% in 4 years.
- PPQ Parts has averaged 28% employee turnover during the last 3 years. This is compared to an industry average of 25%. The company's goal is to increase employee retention by lowering annual turnover to 17%.
- PPQ Parts contributes to all the local communities in which it is doing business. This is one of its corporate values. Current charity is 0.5% of total profits, but the company would like to raise that to 5% in 4 years.

In developing a basic strategic management plan for PPQ Parts, what are you thoughts on the following:

- Environmental scanning of current conditions in the area of expansion including economy, competition, political stability,
- Internal resource analysis such as managerial and financial strengths and weaknesses.
- Possible short-term and long-term strategic goals.
- Location consideration for implementation. What may be some of the benefits and/or limitations for expansion in any given area?

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Step 1

The environment scanning: The current conditions in United States are that the economy is poised for an expansion. There is likely to be an increase in GDP growth within a year's time. This expansion in economy means higher demand for PPQ Parts. Currently, the competitors of parts suppliers for SUVs are dedicated to different manufacturers. There are suppliers of parts that are attached to specific SUV producers; the competition of these firms is directly related to specific manufacturers. These competitors are small firms. There is political stability in the country, the taxation rate is reasonable, and the labor laws are fair. The trade regulations and tariffs favor PPQ Parts. The stage of the business cycle is such that an expansion is inevitable and an expansion will mean an increase in the demand for PPQ Parts products. The society however, looks down on SUVs and considers such vehicles to be gas guzzlers. Such attitudes may reduce the demand for SUVs. A steep increase in oil prices can dampen the demand for SUVs. A technological innovation say the development of electric SUVs or SUVs that run on alternate fuel will increase the demand for PPQ Parts products (Philip R. Walsh, 2005).

Step 2

The managerial strength of PPQ Parts is 45 managers. PPQ Parts is a vertical organization that has been designed to produce large volumes. If PPQ Parts expands in the same location, the number of production lines can be increased and economies of scale will be ...

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