The Industry and Competition of the Bus Industry
Several large companies have focused on the multi-occupant vehicle market, specifically school bus production, in North America. Competitors within the school bus manufacturing industry consist of the Henlys Group PLC, a British based company, and two U.S. bus companies, Collins Industries Inc. and Navistar International. Henlys consists of Blue Bird Corporation, Prevost Car Inc., Nova Bus and TransBus International Ltd. Collins Industries operates seven vehicle companies including Collins Bus Corporation and Mid Bus Corporation that make up their school bus line. And finally, Navistar International, which also produces school buses, is divided into three principal industry segments. These segments are trucks/buses, engines, and financial services.
In October 1999, Henlys acquired Blue Bird Corporation. This horizontal acquisition gave Henlys a competitive advantage in the North American school bus market. Currently, Blue Bird has increased its market share to over 47% making the bus market Henlys core business. Blue Bird, financially, accounts for 59% of total corporate sales and 81% of Henlys profits. Within Blue Bird, school bus sales accounted for 83% of total sales. Blue Bird offers three styles of small buses and three different large buses, all designed to meet customer needs. They have also teamed up with the Southwest Research Institute to develop the bus of the future, Envirobus. The joint venture was commissioned by the Department of Energy in response to increased pressure from various environmentalist groups to develop buses that are safer and environmentally conscious. This acquisition makes Henlys the largest company in sales of school buses in the North American Market. Besides school buses, Blue Bird also produces commercial buses and recreational vehicles. Henlys is also able to take advantage of Blue Bird’s extensive network of distributors. These areas complement Henlys other areas of operations by building on their core competencies. Prior to the Blue Bird acquisition, Henlys Group used the cooperative strategy of equity strategic alliance to expand its bus and coach operations outside of its borders. With this one acquisition, the Henlys Group has achieved economy of scale and now controls 47% of the school bus market in North America.
Henlys equity alliance partner profile includes a partnership with Volvo that jointly owns Prevost car Inc. and Nova bus. This joint venture accounts for a 25% market share in North America’s coach market and is the market leader in bus shells for motor homes supplying 80% of that market.
Until recently, the Ford Motor Company has been one of the most dynastic of American enterprises, a factor which has both benefited the company and has brought it to the brink of disaster. Today Ford is the second largest manufacturer of automobiles and trucks in the world, and it’s operations are well diversified, both operationally and geographically. The company operates the worlds second largest finance company in the world, and is a major producer of tractors, glass and steel. It is most prominent in the US, but also has plants in Canada, Britain and Germany, and facilities in over 100 countries.
The United States recession (which lead to a world recession), began in 1997 and significantly impacted the United States automobile industry during the recession period. The United States automobile industry is still reeling from the effects of the recession throughout the period of economic recovery that continues today. According to Chu and Su, “In this credit-driven recession, one of the hardest hit sectors was the automotive industry, along with the housing and financial markets. Chrysler and General Motors were pushed into bankruptcy; and 276,000 jobs in the automobile and parts industry were destroyed, a whopping 36 percent of the total employment in the sector”.
In this argument I will be focusing on Fox Car Rental, Inc. as the basis for a systematic analyses of the organization, as I identify the strength, weaknesses, opportunities, and threats to the existence of the organization and its operations. Also, I will be providing three pitfalls to strategic management. In order to facilitate my argument, the use of a strategic matrix analyses will be utilized.
...y have a history that dates back to the 1930s. They also have the most fuel efficient engines that are serviced through a worldwide network of more than 800 authorized locations around the world.
They have been operating as passenger and freight carriers, albeit under different corporate identities, since the beginning of commercial aviation in the 1930’s. They have weathered the cycles encountered by airlines and the aviation industry in general – political, economic, environmental and social; as well embracing the technological progress afforded the industry.
The Short Bus: A Journey Beyond Normal, written by Jonathan Mooney, has provided me with a unique insight into the various thoughts of people who society has deemed as “not normal.” The people that Mooney has included in his book do not really understand why they have been placed under this category. However, they are doing all that they can to not be belittled and to come out on top.
Suitability: Hertz has several potential opportunities and threats that it can face as a car rental company. Some of the opportunities include growth through strategic acquisitions. For instance, Hertz acquired Advantage Rent a Car in 2009 and Dollar Thrifty in 2012. With their Hertz brand, Hertz can target business travelers and upscale leisure travelers while also targeting cost-conscious leisure travelers with their Dollar Thrifty brand (IBISWorld, 2014). Hertz also acquired the remaining 35% stake in Navigation Solutions, which is the operational arm of Hertz 's NeverLost customized, in car GPS system, allowing them to add a GPS system into every car they own (Company Profile, 2013). A competitive response to these
Rosa Parks said, “Racism is still with us. But it is up to us to prepare our children for what they have to meet, and, hopefully, we shall overcome.” Racism has troubled people for hundreds of years and has not solved. It seems as a chameleon; people may hardly to detect it, but it not means it does not exist. As Mary Mebane states in her article, “The Back Of The Bus”, she experienced how white people segregate black people in her lifetime. As Martin Luther King JR shows in his speech, “I Have a Dream”, he awakened black people struggle to against inequality with government and society. John Blake demonstrates in his article, “The New Threat: Racism Without Racists”, black people are still being treated unfairly in reality. “In 'Born free'
As aviation matured, airlines, aircraft manufacturers and airport operators merged into giant corporations. When cries of "monopoly" arose, the conglomerates dismantled.
Currently, the major competitors within the industry are Ford, DaimlerChrylser, General Motors (GM), Honda, Toyota, and Volkswagen. A few United States (US) manufacturers produce 23% of the world’s vehicles while Japan is responsible for 21%. The tendency for the industry is to be a global producer of automobiles; parts can be made throughout the world and assembled in many different places. The trend of consolidation has continued throughout today. Presently, this is evident in the recent acquisition of Chrysler by Daimler-Benz in late 1998, thus forming DaimlerChrylser. These consolidations have proved beneficial to consumers since companies have been able to reduce costs and pass those savings on to the customers. Some of the other major examples of consolidation are Nissan selling off a controlling 37% interest to Renault; General Motor’s 49% ownership of Isuzu; and Ford’s 33% majority of Mazda. Other efforts to become more competitive have translated into the European Union dropping trade barriers and European carmakers employing cost reducing efforts. American manufacturers have seen 2-3% growth over the last few years. Some current trends are the explosion in popularity of the Sport Utility Vehicle (SUV) and big luxury vehicles.
BR was sold to Delta Foods in 1996 for US $2 billion. At this time, it was one of the largest fast-food chains in the world generating sales of US $6.8 billion. DF purchase of BR brought in a new cultural paradigm. DF is an individualistic, aggressive growth company with brands they believe are strong enough to support entry into new overseas markets without the need for local partnership. The DF strategy is one of direct acquisition and JV’s were not part of their strong suit. DF strategic implementation is based on hiring local managers directly or transferring seasoned managers from their soft drink and snack food divisions. The DF disdain for JVs is clearly reflected by their participation in only those JVs where local partnering was mandatory (e.g. China) to overcome regulatory barriers to entry. JVs had been the predominant strategy for BR which was unlike the DF outlook. Terralumen’s strategy was misaligned and out of sync with the DF strategy. This was unlike the complementarity that existed with BR’s strategy. This misalignment began to affect the JV relationship that had worked well with BR in the initial years. The failure of Terralumen and DF to recognize this fundamental cultural difference between their operational strategy styles i.e. Individualistic and Collectivism leads to their inability to proactively create steps for better alignment in the early period after acquisition, creating uncertainties and difficulties for both corporations. There is a lack of communication and virtually absence of trust between two new partners. DF appeared to be flexing its muscles in the relationship and using a more masculine approach compared to Terralumen’s more feminine approach. Both the corporations are strategically involved in a complex situation where they appear reluctant to address the issues at stake and move ahead together. The DF strategy of
- Strong brand awareness within the U.S. market. Second largest market share in automotive industry after General Motors with 14.8%
In a capitalistic country with a free market, foreign competition is expected. This is no exception for the automobile industry where America competes with its various rivals. Competition from elsewhere encompasses that from Italy, Germany, and of course, the renowned Japan. The Japanese vehicle industry is especially competitive; according to the Automotive News Data Center, five out of the ten best selling vehicles of the year are Japanese vehicles. This data applies to the U.S. market over the first 9 months of the year. Expectedly, the automobile industry is an important and significant market. Motor vehicles are a major form of transportation as many people in the U.S. own at least one car.
Rhett Dornbach-Bender, Bill Slade, Joe Thorpe. "Strategic Report for Ford Motor Company." Oasis Consulting (2009): 28. online. 20 May 2014. .
“Going forward, the company is well positioned for future growth, and Nigel and his team remain focused on driving franchisee profitability and delivering shareholder value” shares Lead Director Raul Alvar...