Lamborghini Strategic Analysis

Words: 3,300

Executive Summary

This reports aims to evaluate the strategic perspective adopted by Lamborghini Company to

enable it stay competitive in the UK automobile industry. In order to determine this, the

report ascertains the current strategic position within the UK market considering PESTEL,

porter’s five forces, value chain as well as porter’s three generic strategic analytical tools. The

evaluation of the external environment showed that the company faces opportunities such as

low threats of new entrants, low bargaining power of suppliers and advanced technology. The

report further depicts that some of the threats experienced by organisation in the UK

automobile industry include, high magnitude of rivalry competition, stringent policies and

high costs of environmental conservation. In addition, the report also presents the internal

value chain analysis of the company, which reveals that the procurement, technological,

human resource and quality and control departments are the main areas that result in creating

the company’s value. Furthermore, the report outlines that the company employs

differentiation strategy in order to gain competitive advantage in the UK automobile market.

Nevertheless, report highlights that the problem of this strategy is that it is expensive to apply

and easy for rivals in the industry to imitate similar strategy. According to the report,

Lamborghini Company should consider employing cost leadership strategy. The organisation

should undertake this strategy by minimising costs in transport, distribution, manufacturing

and supplier costs. Therefore, the company will maximise on its opportunities and strengths

hence ameliorate the company’s financial muscle through employing the proposed cost

leadership strategy.

Table of Contents

1.0 INTRODUCTION..............................................................................................................5

2.0 EXTERNAL ENVIRONMENT ANALYSIS..................................................................5

2.1 PESTEL ANALYSIS 500-800............................................................................................5

2.1.1 Political Factors.......................................................................................................6

2.1.2 Economic Factors.....................................................................................................6

2.1.3 Social-Cultural Aspect..............................................................................................7

2.1.4 Technology Aspect....................................................................................................8

2.1.5 Environmental Factor...............................................................................................8

2.1.6 Legal Factors............................................................................................................8

2.2 PORTER’S FIVE FORCES ANALYSIS..................................................................................9

2.2 1 Threat of New Entrants.............................................................................................9

2.2.3 Bargaining Power of Buyers.....................................................................................9

2.2.4 Threat of Substitute Products..................................................................................10

2.2.5 Bargaining of Suppliers..........................................................................................10

2.2.6 Magnitude of Rivalry Competition..........................................................................10

3.0 INTERNAL ENVIRONMENT ANALYSIS.................................................................11

3.1 VALUE CHAIN EVALUATION..........................................................................................11

3.1.1 Primary Activities...................................................................................................11

3.1.2 Supporting Activities...............................................................................................12

4.0 PORTER’S GENERIC TECHNIQUES........................................................................13

5.0 CONCLUSION.................................................................................................................15

6.0 RECOMMENDATIONS.................................................................................................15

7.0 REFERENCES.................................................................................................................16

1.0 Introduction

Audi is the parent company of Lamborghini automobile after its inception in 1963 in

Bolognese, Italy (Lamborghini, 2016a). Currently, the automobile company has 130 dealers

in 48 countries and has more than 1,146 employees (Lamborghini, 2016a). In addition, the

company manufactures sports cars, SUVs and motorcycles, which have aggressively

dominated the UK market industry since 2011. For instance, Lamborghini sold 3000 vehicles

in 2015 that precipitated to €872 million turnover in 2015 compared to €629 million in the

previous year (Aucock, 2016). Moreover, in 2015, the company’s sales increased to 28%

after the debut of the Huracan that led to the firm’s growth and success (Aucock, 2016).

Furthermore, this reports aims to investigate the strategies employed by Lamborghini for it to

remain competitive in the UKautomobile market. Besides, this report considers the firm’s

external environment analysis, internal environment analysis and the Porter’s generics

strategies. Also this report will develop some recommendations on how the organisation can

boost its competitive advantage in the UK automobile industry.

2.0 External Environment Analysis

2.1 PESTEL Analysis

According to Zanoni (2012), PESTEL is a marketing philosophy technique employed to

assist in assessing and monitoring external environment of an organisation that influence the

operation of the business. Besides, it entails the political, environmental, social,

technological, economical and legal factors that impact an organisation’s operation. The

figure 1 below shows the PESTEL framework.

Figure 1: PESTEL Framework

Source: (Zanoni, 2012)

2.1.1 Political Factors

The UK has established stringent policies through the European Emission Standards that

requires all automobiles companies to assent to the implemented emission standards

(Longhurst, Brebbia and Borrego, 2016). Drew (2013) affirms that the UK Government

employ stringent policies and regulations that result in imposing high taxes on companies that

manufacture automobiles that do not comply with the policies. Due to this policy, the

automobile companies ensure that the vehicles they manufacture have reduced NOx

emissions that minimise environmental degradation (McCormick, 2013).

2.1.2 Economic Factors

Fleisher and Bensaussan (2015) assert that as much as the UK population’s demand for

vehicles is high, the financial muddle that happened in 2008 has greatly shrunk the demand

for automobile in the region. The reason behind this is because the UK economy experienced

a slow growth in it economy. Besides, this has caused automobile consumers in the UK

region to give preferences to vehicles that have smaller engines in order to minimise fuel

consumption. Furthermore Zanon (2012), propounds that this is the case in the UK since the

2008 economic recession led to the rise in inflation hence this increases the oil prices.

2.1.3 Social-Cultural Aspect

According to figure 2 below, since 1974 to 2014, the region has experienced a 4% increase in

the number of people from 65 years of age (National Archives, 2015). Furthermore, Clegg et

al (2017) postulate that the ageing population in the UK region have a higher buying power

compare to individuals in the middle age cohort. For this reason, automobile companies in the

UK consider them as the predominant target markets and manufacture vehicles that correlate

with their preferences and needs such as autonomous vehicles (Clegg et al, 2017).Therefore,

automobile companies have a higher prevalence of experiencing profits in the UK region due

to the increasing number of ageing people despite the slumping demand from middle age

consumers.

Figure 2: Ageing Population in the UK

Source: National Archives (2015)

2.1.4 Technology Aspect

With reference to International Business Publication (2012), the UK region boasts of

advanced technology that is employed in many automobile industries operating in the region.

Moreover, recent studies depict that 70% of the UK citizens are well acquainted with the use

of technology in terms of conducting businesses, communicationand online researches (I.B.P,

2012). In this case, more automobile consumers have subscribed to myriad online

selling/purchasing platforms whereby they make orders for customised cars.Besides, car

manufacturers in the UK use Autonomous and Automatic Manual Transmission (AMT)

technologies that have enthralled automobile users on a global scale. The employment of

these advanced technologies in the automobile industry have influenced the industry in terms

of escalating competition as well as demand for automobile in the UK (Graison, 2012).

2.1.5 Environmental Factor

Baum (2013) avers that automobile companies in the UK have been forced to comply with

environmental laws and polices. For this reason, all automobile firms in the region assimilate

environmental friendly ways in their operations such that the vehicles manufactured have low

carbon emission and low energy consumption that help in minimising environmental

degradation. In addition, automobile firms use landfills to manage wastes from the

manufacturing process since its cost efficient and easy to be controlled (Baum, 2013).

2.1.6 Legal Factors

The UK government established a policy that prohibits employers from paying their

employees below the accepted rate, which is £ 6.70 per hour (Government UK, 2015). As a

result of this policy, all automobile companies operating in the UK have been forced to

increase their employees’ wages based on the policy, hence this has created hiccups in

companies’ profits. Besides, Roger and MacCulloch (2014) mention that the competition law

in the UK impacts the automobile organisations operating in the region. This is because the

law prohibits organisations to engage in agreements as well as concerted business practices

that hinder or distort competition that negatively impact business operation in the UK market

(Roger and MacCulloch, 2014).

2.2 Porter’s Five Forces Analysis

Roy (2011) posits that Porter’s five forces refers to an analytical technique used to evaluate

an organisation’s business strategy and its degree of competitive advantage in specific market

segment. Furthermore, it entails concentrating on five forces (See figure 3 below) that

determine the magnitude of competition and the industry’s attractiveness (Roy, 2011).

Figure 3: Porter’s Five Forces Model

Source: (Magretta, 2013).

2.2 1 Threat of New Entrants

Dobbs (2014) posits that companies operating in the locomotive industries only consider

threats from existing companies in the market. The threat of new entrants is low. This is the

situation in the locomotive industry since it is a prerequisite for new entrants to invest huge

sum of capital to start normal operations as well as gain public demand (Bhattia, 2016). Most

vehicle manufacturing organisations have been operating for decades such that they have

gained popularity that enables them to gain and maintain market dominance worldwide.

2.2.2Bargaining Power of Buyers

Lowi and Wood (2011) affirm that high fuel prices in the UK region has resulted in

automobile consumers to divert their preferences to vehicles that minimise fuel consumption

as well as reduce NOx emission. In this situation, automobile consumers in the UK have

limited choices hence this propagates to moderate bargaining power of buyers (Lowi&

Wood, 2011).In addition, organisations manufacturing automobiles are forced to consider the

needs of their customers so as to ensure that they produce affordable but high quality vehicles

that correlate with the needs and preferences of automobile consumers in the UK region

(Steidle, 2016).

2.2.3 Threat of Substitute Products

According to Lee (2011), the threat of substitute products in the locomotive industry is high

in the UK’s market. The UK is known to experience traffic snarl-ups in its major cities since

many people in the UK own vehicles hence this situation has resulted in consumers using

trains as a means of quick transport. Furthermore, the increase in oil prices due to the region’s

economic recession in 2008 has forced consumers to consider other substitutes of cars such

buses for transportation (Lee, 2011)

2.2.4Bargainingpower of Suppliers

Due to the high level of demand for automobiles in the UK, this has erupted in the glut of

automobile manufactures, which translates to a large number of suppliers (Dobbs, 2014).

Nonetheless, vehicle-manufacturing companies are cautious in matters that involve supplier

selection since they only rely on suppliers that are competent and highly reliable. In this

context, since there are many suppliers in the automobile industry, this increases an

organisation’s options hence; this constitutes to a low bargaining power of suppliers (Lowi&

Wood, 2011). Automobile companies prefer suppliers thatoffer cheaper prices, are situated

near the manufacturing sites and comply with their policies and quality standards. Since there

are several suppliers in the UKautomobile market, suppliers have low bargaining power

hence; they are not in a position to dictate changes in prices because manufacturing firms

may settle for servicesoffered by other suppliers (Lee, 2011).

2.2.5 Magnitude of Rivalry Competition

With new and advanced technology, automobile companies in the UK region adopt cutting-

edge technology in their manufacturing process to ensure that the quality and design of their

vehicles are enthralling to customers (Graison, 2012). With reference to this, the level of

competition in the vehicle manufacturing industry is high as the demand for high quality and

affordable vehicles escalates. The degree of rivalry competition in the vehicle-manufacturing

sector has put a cap on automobile companies’ profits since customers purchase vehicles

from firms that have unique features, performances, and designs and are affordable. With the

exponential growth of the automobile industry and minimal differentiation techniques, the

degree of competition in the UK automobile market is skewed towards further competition

aggressiveness (Lowi&Woord, 2011).

3.0 Internal Environment Analysis

3.1 Value Chain Evaluation

Hofmann (2010) defines Value chain analysis as a systematic technique that is used to

evaluate the internal activities within a company that identifies the most imperative internal

activities as well as sections that need improvement. Furthermore, it entails a combination of

organisational activities that results in the creation and growth of value (Giovannetti,

Ricchiutti&Velucci, 2011). Figure 4 below illustrates the value chain framework.

Figure 4: Value Chain Model

Source: (Acharyulu, Subbaiah&Rao, 2015)

3.1.1 Primary Activities

The primary activities in the value chain include; inbound logistics, operations, outbound

logistics, marketing and sales and service (Acharyulu, Subbaiah&Rao, 2015). With reference

to inbound logistics, Lamborghini Company procures raw materials from different suppliers

in various countries in Europe so that they can minimise shipping costsbecause shipping raw

materials from other regions results in unnecessary additional costs.Since the number of

suppliers in the UK region is high, the company is able to determine the input costs (Grantt,

2016). For year, Lamborghini has maintained good relations with its suppliers that enable the

company to maintain a consistent flow of raw materials and avoid obstruction in the

production process. Furthermore, the vehicle-manufacturing firm obtains raw materials in

large batches that allow it to reduce costs in terms of discounts and reduced transport costs. In

addition, the company ensures that the acquired raw materials are transported to the

company’s warehouse for storage (Morcshett, Schramm-Klein &Zentes, 2015).In the

operations sector, raw materials are transformed into finished goods whereby the firms

employees assemble different parts used in the manufacture of automobiles. The quality of

the vehicles manufactured is evaluated to ensure that they meet the company’s quality

standards. In outbound logistics, Lamborghini Company distributes the manufactured

automobiles to its wholesalers and resellers who further distribute the vehicles to the end

consumers in the UK region (Grant, 2016). In addition, the company ensures that they meet

the high demand that projects from automobile consumers in the UK that propagates to

skyrocket profits. The ease of availability of Lamborghini Huracan in the UK market has

enabled the automobile organisation to engross consumers hence the increase in demand for

Lamborghini vehicles. Lamborghini Company has diverted its attention in establishing an

effective and reliable customer support to ensure that service delivery is of exceptional

quality. The company has achieved this through its website where customers post enquiries

and communicate through customer support chats (Morcshett, Schramm-Klein &Zentes,

2015). Furthermore, in the marketing and sales sector, the automobile-manufacturing

organisation provides after sales guarantees, vehicle design services, promotions, and

advertising to ensure that consumers that purchase Lamborghini vehicles are satisfied and

nurture then to make further purchases (Grant, 2016).

3.1.2 Supporting Activities

In relation to the firm’s infrastructure, Lamborghini Company comprises of the finance,

quality and control and planning departments that facilitate the firms’ successful operation

within the UK market (Volkswagen, 2012). The finance department ensures that the company

makes enough profits to enable it maintain competitive advantage and settle operational

expenses (Acharyulu, Subbaiah&Rao, 2015). On the other hand, quality and control

department ensure the company’s vehicles meet the consumers’ expected standards of quality

while planning department is responsible for refining the firm’s goals and develop future

beneficial plans. Moreover, the Human resource management sector is involved in acquiring,

hiring and training individuals to enhance efficient operation of the company. Besides, this

section is responsible for ensuring that the acquired employees are motivated through good-

performance recognition, rewards and compensations hence placing a cap on employee

retention (Morcshett, Schramm-Klein &Zentes, 2015). In terms of technology, Lamborghini

employs advanced technology in customer relationship management, lean manufacturing,

marketing and its vehicle manufacturing process to offer consumers in the UK market

vehicles of superior quality. Furthermore, the company’s procurement section is responsible

for bargaining raw materials prices hence this ensures that the prices for raw materials

procured from the suppliers are pragmatic and affordable for the firm (Grant, 2016).

4.0 Porter’s Generic Strategies

According toAuka (2014), porter’s three generic strategiesrefer to techniques employed to

describe the manner in which an organisations acquires competitive edge over its rivals

withina specific market industry. The porter’s three generic model comprises of cost

leadershipstrategy, focus strategy and differentiation strategy.The figure 5 below shows the

porter’s three generic strategy model.

Figure 5: Porter’s Three Generic strategies Framework

Source: Baroto, Abdullah, & Wan, 2012)

Baruta, Abdullah and Wan (2012) postulates that cost leadership strategy entails how an

organisation in a given market compresses its business operations with the intention of

establishing or maintain competitive prices for its top brands. Moreover, focus strategy

entails a marketing strategy that is employed by an organisation that that is involved with few

products and it concentrates its business resources on a thin market segment (Auka, 2014). In

addition, differentiation technique involves a company that experiences harsh competition

and high threat of substitute products producing unique products in terms of performance,

operation, features, quality etc. (Tanwar, 2013). Lamborghini Company employs

differentiation strategy to stay competitive in the UK automobile market due to the harsh

competition and need to increase its market share. The firm has differentiated the Huracan

vehicle focusing on the aspects of performance. In addition, the company has effectively

differentiated the performance aspect by adding a V-10 engine that boost the power as well as

the acceleration of the vehiclewithout cramping control of driving. This is achieved through

the use of all-wheel drive system as well as the Lamborghini DoppiaFrizione (LDF) dual-

clutch transmission, including the PiattaformaInerziale Lamborghini (LPI) that is created for

enhancing accurate and quick detection of all the chassis movements (Lamborghini,

2016b).The automobile manufacturer adopts this strategy since there is an influx of

competitors in the UK vehicle industry. In addition, the glut of competitors in the region has

constricted the company’s profits since other substitute vehicles that are economical and

cheaper hence this enthrals automobile consumers in the UK market (Auka, 2014). Moreover,

the company uses differentiation strategy since it will allow it to attract demand from

consumers in the UK region that are engrossed with unique and high-quality vehicles. This is

the case since the region has a higher population with high income and demand for

automobiles. Furthermore, Lamborghini ensures that it employs this strategy efficiently

through enhancing the quality performance of the Lamborghini Huracan (Baruta, Abdullah,

&Wan, 2012). The organisation considers that there are other automobile consumers that

prefer quality performance hence they concentrate on enhancing superior performance even

though they charge premium prices. Besides, the firm assimilates differentiation technique by

manufacturing vehicles that are durable and reliable in terms of endurance and safety. In

addition, there are many myriad benefits associated with this strategy; for instance, the

strategy results in automobile consumers to develop perceived value with regards to

differentiated products (Baruta, Abdullah, & Wan, 2012). The reason behind this is because

through differentiation strategy, an organisation is able to effectively concentrate on cost of

value against other substitute products in the market. In other words, differentiation helps a

company to establish quality, reliable and efficient products that attract demand from

consumers in a competitive market segment (Auka, 2014). Also, the use of differentiation

gives organisation the ability to convince consumers that there is no other product that has

similar features, design and quality in the given market segment. Even if rivals in the market

industry may have products that act as substitutes to consumers, differentiation through

designs and quality distinctions is crucial as it creates the perception of uniqueness (Auka,

2014). Further, quality perception developed by consumers as aresult of differentiated

products precipitates to consumers’ brand loyalty. In addition, an organisation is able to

increase its market share due to the high demand for unique and rare products. However, the

main disadvantages of this strategy is that the technology used is expensive and this forces

the company to charge premium prices for the vehicles limiting the demand of the Huracan to

only high income earners.Also, rival automobile companies in the UK can easily assimilate

the same differentiation strategy which in turn increases the competitive edge of the rival

company against Lamborghini company(Auka, 2014). In this case, the current differentiation

strategy employed is suitable for Lamborghini Company since it allows it to create a

competition gap its rivals in the UK automobile market.

5.0 Conclusion

According to the external environment analysis, the company faces opportunities such as low

threats of new entrants, low bargaining power of suppliers and advanced technology. Some of

the threats presented by the external environment to the organisation include, high magnitude

of rivalry competition, stringent policies and high costs of environmental conservation. In

addition, the internal value chain analysis of the company reveals thatthe procurement,

technological, human resource and quality and control departments are the main areas that

result in creating the company’s value. To gain competitive advantage in the UK automobile

market, Lamborghini Company employs differentiation strategy. However, the problem of

this strategy is the fact that it is expensive to apply and it is easy for rivals in the industry to

imitate similar strategy.

6.0 Recommendations

The vehicle manufacturing company should consider employing other strategies such as cost

leadership technique so as to gain strong competitive advantage in the UK locomotive

industry. The primary reason as to why it is favourable for the company to implement cost

leadership strategy is becausethe technology used in employing differentiation strategy

isexpensive and this results in the company charging premium prices for the vehicles that end

up limiting the demand of the Huracan to only high-income earners in the UK. In addition,

rival automobile companies in the UK can easily assimilate the same differentiation strategy

minimising the competitive advantage of Lamborghini Company (Volkswagen, 2012).

Lamborghini should implement the proposed strategy by constricting the costs of its

organisational operations so as to project a low-cost position against other competitors in the

UK’s automobile market (Pulaj, Kume&Cipi, 2015).The company can minimise costs in

transport and distribution by ensuring that all products are transported and distributedin one

trip. With regards to minimising manufacturing costs, Scheele (2012), states that the company

should ensure that they acquire raw materials from cheap suppliers in the region. Besides,

supplier charges can be reduced by acquiring raw materials in bulk as well as requesting

discounts. The advantage of the proposed strategy is that it enables an organisation to

increase it market share since it attracts high demand from consumers that cannot afford

products of premium prices (Pulaj, Kume&Cipi, 2015). Nonetheless, the limitation of the

proposed technique is that competitors can decide to employ similar technique (Scheele,

2012).

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