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Total words 4500.

3 parts each parts (see below)write 1500words,total words is 4500words

Task
Consider the following hypothetical scenario in regards to Jaguar Land Rover.

Following the recent successes of JLR considerations are being made for expansion into a new market. JLR have decided that they will expand their operations into North America due to growing demand for the brand and associated sales.

No further decisions have yet been made by JLR, therefore you can make any decisions / suggestions you see fit and could justify to senior management.

Detailed information for each of the three areas can be seen in the table below.

Areas to consider    Word count
Decision Making    After gathering information from journals, websites, case-studies and textbooks apply decision-making techniques to the decision of opening a new plant in the USA to serve North-American customers.

You should communicate your decision-making process to senior management and explain the rationale of your decision.

Please refer to page 5 of this assessment booklet for individual module learning outcomes relevant to this assessment.

1,500
Supply Chain Management

Based upon your decision to expand into North America or maintain existing manufacturing facilities consider the following:
•    What impact will your decision have on the supply chain of JLR?

•    How greater levels of efficiency can be obtained in existing or new facilities in regards to production.

•    Why supplier relationships would be considered important.

•    Discussions around the importance of quality.

Please refer to page 5 of this assessment booklet for individual module learning outcomes relevant to this assessment.
1,500
E-Commerce

Regardless of whether or not you have decided to extend JLR operations to the US market;

Analyse the possible uses and applications of EC that may be open to JLR as they begin a new venture. Your answer should:
•    Discuss how and why JLR could benefit from implementing a B2B EC strategy?
•    Discuss potential opportunities that may exist in the online retailing environment for JLR as well as any challenges they may face whilst pursuing an online retailing strategy?
•    Analyse current consumer behaviour in relation to JLR and their products and discuss how JLR could satisfy consumer preferences within the EC world?
•    Discuss the difficulties posed by fraud in the EC world and potential measures that JLR may take to over come them?
Please refer to page 5 of this assessment booklet for individual module learning outcomes relevant to this assessment.
1,500

Introduction, Conclusion / Recommendations, and reference list all need to be supplied in your final report.

Instructions

Your report needs to be presented in full report format with all sections included.

Please ensure that your report contains:
•    Title Page
•    An Executive Summary
•    Contents
•    Introduction
•    Decision Making
•    Supply Chain Management
•    E-Commerce
•    Recommendations and Conclusions
•    Full List of References

The word count for each of the different module sections is 1500 words. Please note that material outside of this, such as your introduction etc, are not included in the word count but are marked. Please refer to the marking criteria for details of how marks are allocated and determined for this piece of work.

Please remember that this piece of work is integrated across three modules and therefore you should ensure that your introduction, recommendations, conclusions and reference list reflect this.

Failure to submit work on or before the deadline will result in a mark of 0 being awarded in line with current University policy.

IMPORTANT – PLEASE READ THIS WARNING REGARDING PLAGIARISM

Assessments must be all your own work and must not have been copied in part or in whole from any other source, such as books or the internet, or from other students’ work. If you wish to use another author’s exact words in a short quotation this must be clearly marked up in inverted commas with the exact source given, including page number, so that the reader can clearly see which words have been copied and are not your own. Just quoting references used at the end is not sufficient.

Please see your course handbook or the Faculty website for more information on referencing and university regulations on plagiarism.

Background Reading

The below case study should be considered when beginning your research into JLR, it should however be noted that this information is relevant to the current state of JLR and does not reflect the hypothetical scenario that you need to consider for this assignment.

Case
1.0 JLR
www.jaguarlandrover.com
The Jaguar Land Rover PLC is a huge company and a key player within the automobile industry. The company operates indirectly and a wholly-owned subsidiary of Tata Motors Limited. Jaguar Land Rover is built around two iconic British brands, Jaguar Cars Limited and Land Rover, which invent, engineer and produce cars in the UK with different target market within the industry. The former is branded as one of the premier producers of sports cars and luxury sports saloons in the world and the latter is a renowned producer of premium 4x4s all-terrain vehicles (Jaguar Land Rover n.d.). In aIDition, the company has attained a unique global image through a defined sales and distribution network of cars, related parts and accessories. The two top brands merged together in one world-class business, offers a portfolio of cars that are highly recognised as leaders in their sector. As a result, Jaguar Land Rover continues to falsify ahead in design excellence and technological innovation with the launch of its award winning Range Rover Evoque deemed as the “Car Design of the Year” (Range Rover n.d.). Other countries accolade for the Evoque includes ‘Auto Design and Styling’ and ‘Best SUV of 2011’ from Czech publication and Motor Press Editorial Group in Portugal respectively (Range Rover n.d.).

1.1 History
Jaguar Cars Ltd
Founded in 1922 by Sir William Lyons as the Swallow Sidecar Company, Jaguar Cars Ltd simply named in 1945, originated from motorcycle sidecars before moving into passenger car productions. In 1968, the company merged with the British Motor Corporation of which expanded the business’ operations. This gave Jaguar the opportunity to be listed on the London Stock Exchange in 1984 under the FTSE 100 Index, prior the acquisition of the company by Ford in 1989 for £1.6 billion.
After the purchase, the company became part of the Premier Automotive Group in 1999 collectively with Aston Martin and Volvo Cars. Land Rover then joined the group after a year.
Jaguar has been known in recent years as a car manufacturer for prime ministers with the most recent one being the XJ model (Autoblog 2010). Also, the stylishly designed and luxurious Jaguar cars hold Royal Warrants from HM Queen Elizabeth II and HRH Prince Charles (Motor Quote Direct 2011). Currently, Jaguar operates from the Whitley plant in Coventry and the Gaydon site in Warwickshire where the cars are designed with a highly urbanized research and development centre since 1985 and the high-technology design and engineering centre since 2000 respectively. The Gaydon site also incorporate business functions such as Finance, Marketing, Sales, Human Resources and other services. The company manufactures from two plants which includes, Browns Lane which is known as the Jaguar veneer manufacturing centre since 1951and the Castle Bromwich which operates as the “Body in White Assembly and Paint, Trim and Final Assembly of all XJ, XF and XK model” (Jaguar n.d.).
The proximity of the plants enables the company to simply split the car body development from its assembly thereby creating a platform for a prompt manufacturing process.  An aIDitional plant which operates like the Castle Bromwich however, for Freelander 2 and X-TYPE models is the Halewood located in Liverpool. In order to offer an intriguing glimpse into the history of the company and create a positive public image, the company opened the Jaguar Heritage Museum which serves as a promotion centre and a home to about 160 Jaguar and Daimler displays from 1896 to the present (Jaguar n.d.). The museum was established in 1998.
One of flaws that Jaguar faced was the introduction of the X-TYPE to battle its rival, BMW 3 series, of which became a huge disappointment from their fans. The decision made by Ford to produce the car was based on Ford Mondeo’s platform. Jaguar’s X-type was described by customers as re-modelled Mondeo but their major drawback was the conservative styling and an uninspiring interior compared to competitors (Auto Express 2011). This resulted in the lack of sales hence losses incurred.

Land Rover
The company was founded by Maurice Wilks, chief designer at the Rover Company, who designed the original Land Rover through an inspiration from an American World War II Jeep used during his holiday (The Telegraph 2011). As a result, the first Land Rover was manufactured on a Jeep chassis. As part of its history, Land Rover was launched by Rover in 1948 and became part of the Leyland Motor Corporation in 1967 until 1968 when the British Leyland was formed after the merger of the British Motor Holdings and Leyland Motor Corporation. British Aerospace acquired the Rover Group in 1988 and six years after, BMW made an offer to overtake the company. The deal was successful and BMW became the sole owners of the company. The rapid change of ownership shows that the company was less profitable. To this effect, Land Rover was sold to Ford Motor Company in 2000 for £1.85 billion (3 billion euros) and became part of the Premier Automotive group (BBC 2010). Ever since Land Rover begun, the company has grown into a renowned brand which comprises of a range of four-wheel-drive models. The models include the series, defender, discovery, freelander, range rover, range rover sport and range rover evoque.
1.2 JLR Today
Jaguar Land Rover has undergone structural changes during its growth and development coupled with the rapid ownership changes elaborated above. The era has seen a recent divestiture by Ford when Jaguar became a financial drain on the company for years hence, making loss despite the £4 billion invested in Jaguar and Land Rover (AutoMotto 2006). Following the closure of Jaguar’s plant at Browns lane in Coventry, which led to unemployment issues, Ford decided to sell off Jaguar so as to reduce its costs and keep up with the rising competition in the US market (AutoMotto 2006). Although Land Rover was profitable, it did not have a huge impact on the company. In effect, Ford intended to use a ‘BOGOF’ strategy by selling Jaguar and throwing in Land Rover so as to attract buyers.
When the deal was announced, Tata, India’s biggest car vehicle maker showed an interest and negotiated based on the price and supply network systems. Ford and Tata agreed on a half price deal of £1.5 billion ($2.3 billion) for the two British marques in June 2008 (BBC NEWS 2011). The sale was crowned with a satisfactory statement from the executive chairman of Ford that it was “not a mistake” since there were rumors regarding the deal (BskyB 2011).
Apart from these rumors and the widespread scepticism in the market regarding an Indian company possessing Britain’s luxurious brands, other stakeholders were concerned about the takeover’s impact on the economy. This was partly due to the cost cutting measures taken by Ford, during the recession such as downsizing. However, Tata confirmed that there will be no significant changes instead, the takeover would enhance and expand their international presence and competition especially in the market of passenger cars. At this stage it is important to realise that although JLR was loss making company, Tata had 90% of their sales in the Indian market and looked to expand its market concentration internationally across different and customer segments and geographies. As a result, the company has penetrated into the UK market and emerging ones by acquiring the loss making firm.  Aside the opportunities and strengths of the takeover, there were challenges faced by the entire Tata Group.  Although the long term profitability of JLR seemed feasible to Tata’s management, a conflict of interest was demonstrated by shareholders’ dissatisfaction. This was mainly due to the negative market reaction of value investors when the takeover deal was announced.
Also industry analysts predicted that the major issues that could disturb the foresight of the company were the funding risks, currency risks and economic downturn in markets in Europe and America (IBS Centre of Management Research n.d.). In response to the issues at hand,  the global investment bank UBS stated that “This (the debt) could increase Tata Motors’ interest costs by Rs 650-700 crore per annum and reduce the earnings per share for 2008-09 by Rs 12-13, or 19-20 per cent (Business today 2011).” Standard & Poor’s assessment of Tata’s outstanding debt of $850 million for JLR purchase resulted in a downgrade of its credit ratings from B+ to B (Bloomberg Business week 2011).
As employees of JLR were not happy about the takeover due to the risk of downsizing, the company revived their confidence by signing an agreement with Unite, JLR’s trade union group, with the intention of safeguarding jobs for three years till 2011(Business today 2011).
The agreement included other packages such as pensions and sourcing agreements of which are very beneficial to the UK automotive industry. After some time, the company was at risk of shutting down some of its plants such as those in solihull, Halewood, Castle Bromwich and Coventry due to the 10 months loss of about £280 million in 2009 which is 32% fall in sales. Consequently, the government expressed its willingness to support JLR, stating that the company is a viable business with future prospects (BBC NEWS 2011). The management of the company, therefore, requested for £1 billion bailout.
This request was subject to the government’s scrutiny of which the business secretary Lord Mandelson aIDed his thoughts stating that “The car sector – car manufacturing – is a centre of real excellence and competitive strength in our country” (Haymarket Media Group 2011). It is apparent that, the company could not withstand the competition at hand and was dramatically facing cash flow problems with the inability to meet their debt obligations as they fell due such as payment to suppliers and lenders.
The crowning victory that has long been waiting for was the renaissance of the JLR brand. Following a high degree of investment in research and development to rebuild the brand image, the classic and luxurious Jaguar XF and XK was revealed. JLR has invested more than £1 billion per year over the five forthcoming years to create thrilling and contemporary models that will, ultimately, fortify JLR’s position internationally. Subsequently, signs of immediate results were reflected where sales were up 95% and 25% for the XF and XK models respectively.  This comprised of an increase in sales in emerging markets like China and India recording a 43% sales rise in China. Overall, JLR sales rose by 51% from £6.6 billion to £9.9 billion which was aided by a favourable foreign exchange rates. Annual profits of more than £1.1 billion were recorded. Ralf Speth, chief executive of JLR, said: “This is a solid performance but we must remain focused on delivering a strong, sustainable business model for the future (Dennis Publishing Limited 2011).” Professor Bailey of Coventry University Business School also aIDed that JLR is focussing on doubling production over the next four years.
He also stated that car productions target for JLR has been set at 300,000 rather than 150,000 by 2015 (Birmingham Post.net 2010). This creates a platform for low-cost importers from India to penetrate the market.

Marking Criteria

Assessment Criteria for Undergraduate Integrated Assessment level 2

FIRST
70  – 100    The output is well structured and communicated. It is coherent and shows an excellent level of analysis and evaluation with clear signs of originality and insight. Has read and synthesised extensively beyond the immediately relevant reading. The final report is well laid out and successfully brings together all of three of the individual modules.

TWO-ONE
60 – 69
The project has relevant content which meets all criteria set in the assessment booklet. Clear evidence of independent inquiry and critical judgment in selecting, ordering, analysing and synthesising. Has read the immediately relevant literature and to a great extent beyond. Has successfully linked the three module topics together.

TWO-TWO
50 – 59

THIRD
40 – 49

MARGINAL FAIL
35 – 39
Some appropriate theory plus an attempt at analysis but with basic linkage between theory and analysis. Has read the immediately relevant literature and beyond. Some attempt at bringing the three modules together has been made.

Makes only a basic attempt to answer the questions. Lacks focus and only a weak attempt at analysis. Has read some of the immediately relevant literature. Lacks synthesis between the discreet topic areas.

Fails to understand the basic requirements of the questions. Essentially descriptive work showing only limited understanding and application of ideas. Little evidence of having read the immediately relevant literature. No evidence that relevant subject knowledge has been understood. Little attempt at analysis.

POOR FAIL
0 – 34    Poorly organised superficial description with virtually no understanding or analysis of the issues involved. No attempt at synthesis. No evidence of having read the immediately relevant literature or understood basic theory.