In a highly competitive environment, companies in diverse industries must have strategic concepts to transform their businesses to overcome new challenges and gain a competitive edge. This paper, “Transformation Strategy. Sample Plan for SAAB Automobile AB,” presents a sample transformation strategy concept applied to SAAB Automobile AB. In its simplest form, business transformation involves a set of actions taken to take a business from an undesired situation to a desired state in its industry segment. SAAB Automobile AB was an original Swedish company founded in the 1930s and entered the U.S. market in the late 1950s. The automobile company was very innovative, introducing new technologies, which made it a popular brand in Sweden. In 1969, SAAB merged with another Swedish firm, Scania, with Scania specializing in truck production while SAAB concentrated on producing passenger cars. General Motors bought a 50 percent interest in SAAB-Scania in 1990 to create a joint venture. To turn SAAB around into a profit-making company, General Motors purchased the rest 50 percent interest in SAAB-Scania in 2000. However, the sales targets were not met, and General Motors was deep in a financial crisis. Spyker, a Dutch automobile firm, acquired SAAB Automobile AB in 2010. A Transformation strategy was necessary to revamp the company’s business.
The transformation plan comprises four phases;
Phase 1: Assessment
Phase 2: Project Plan
Phase 3: Implementation
phase 4: Continuous Improvement.
The author explains topics including corporate culture, , management, Employees, financial, marketing, pricing, sales, partnerships, advertisement, branding, customer relationship, risk/uncertainty management, research and development, benchmarking, production, and distribution channels.
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