Chevy Bolt Case Summary

700 Words 3 Pages
The proposed plan suggests three areas as areas of strategic decisions. The first is the integration of best and popular practices that includes TQM and JIT with the decision areas which are considered to be the traditional areas. The second approach to be adopted by Chevy Bolt, SBU should be a generic one linked to the strategy of manufacturing. The third one should include the recent works on capability and competence.
1.1. Production strategies
The one-dimensional strategies should be applied with respect to the strategies’ content. The strategies that should be adopted are the total quality, JIT, empowerment, and MRP II. In addition, lean manufacturing, multi-dimensional strategies can be employed. These strategies can be appropriate
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Marketing strategies
The Chevy Bolt SBU needs to survive and prosper in a marketplace that is comparatively new. Although there is reasonable product awareness regarding the electric cars, the perception among the major auto buyers is ambiguous. They are not quite sure how fruitful it will be to buy an electric car. The first and foremost market strategy of Chevy Bolt is provide their customers and prospects with full information about the detailed features of the cars along with the benefits that they can accrue from buying it.
The other strategies of Chevy Bolt are market segmentation, differentiation, and cost leadership. The cost leadership with respect to the Chevy Bolt must be pursued, especially in this globalized world, where competition emanating from domestic automobile manufacturers as well as the overseas competition from Europe and Japan. The Chevy Bolt is reasonably priced that should target middle income groups as well high end customers (Moore 2009). Cost leadership and differentiation with respect to the facilities, features and services will provide competitive advantage for GM
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The competitiveness of the Chevy Bolt is in relation to the market position in terms of the way that has been competing with other competitors in the industry (Jawahir, 2007). The operation strategy has to be formulated for Chevy with which the operation management function of the SBU can be contributing to the ability of the company in achieving competitive edge in the marketplace. On the basis of the competitive priorities of Chevy, the development of the operations strategy includes: (a) lower cost, (b) superior quality and added features, (c) faster delivery, (d) flexibility with regards to some features that can be tailored according to the demand of the customers, and (e) services, which include the after sales service. The competitive advantage can be achieved by Chevy with the means of core capabilities. There should be direct aligning of the core capabilities with competitive

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