The development of a suitable strategy for a company through strategic analysis and review.
Simmons, John Mark.
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The following is an exploratory study, of a newly formed company called Duys Aftermarket Components (D.A.M). D.A.M was formed out of Duys Component Manufacturers (D.C.M) a division of The Duys Group. The reason for forming D.A.M came about due to an environmental change. Toyota was D.C.M's main client and the whole business was geared around them, until Toyota announced that they would no longer be fitting bull bars and roll bars (D.C.M's core products), at factory level. So, in do or die mode, D.A.M was formed to focus attention on the automotive aftermarket, to find clients for the products that the company was so proficient at making, while D.C.M attempts to find new products for the Toyota factory. This study follows a gap analysis type approach. First, the theoretical ideal is laid out and discussed in detail. Next, facts pertaining to D.A.M and its environment are gathered in the form of a case study. Matching these two sections together allows an analysis of the changed environment and of the company's resources and internal workings. From this analysis, strategic models are created and grand strategies formed which are then tested for suitability against the same internal and external factors previously discussed. From the grand strategies, the study generates more specific courses of action as options for the management of Duys to consider. These are optional ways in which the management might consider breaching the gap between the theoretical ideal laid out and the current situation. The expectation is that the research will develop a workable strategy for the management of Duys to work with and to build on, in an emergent fashion.