Unipart Group of CompaniesCompany DescriptionUnipart Group of Companies is a British company that has growth to become an icon of Europe’s leading independent logistics, automotive parts and accessories subsidiaries (Duncan 1996). The organization was created in 1987 following a management buy-out, and has scaled the cases through economic hurdles to enter the list of largest private companies in the UK. The keen consideration and implementation of strategic management canons has made a name for Unipart and grounded its unwavering investment policies and future-oriented approaches to business. Unipart has been steered from an enfeebled business state to success in manufacturing, logistics, and consulting fields by John Neill.
Although business analysis tools and models can best identify the factors underpinning success and that derailing future growth, the case scenario underlines systematic growth and development issues that “tell-it-all” about the group of companies and their statures in the international business environment. This report presents a critical analysis of Unipart Group of Companies (UGC) from its inception in 1990s. Conventional strategic analysis: an inside out approach (from internal to external factors) will be used to unveil the characteristics of the company’s business environment within which notable success and perceived underperformances can be deduced.
Although a general overview can reflect the strengths that have delivered Unipart through trying business environment moments to emerge victoriously, a SWOT analysis and Porter’s five forces (Schermerhorn 2009) will be employed to particularize business characteristics that underpin the situation of Unipart Group of Companies. Case OverviewThe case analysis presented in this report chronicles the formative and development pathway underwent by Unipart, which largely covers the chief executive’s (John Neill) management approaches that have delivered the group from feebly start into a global and one of the revered manufacturers in the United Kingdom. The case gives insights into the Unipart’s growth and expansion experiment that started with a strategic joint venture with Japanese Honda in the UK and its affiliates in Japan.
The entrance into a joint venture with three other Japanese manufacturing companies surfaces as the turning point that redirected operational approaches at Unipart. The case study (Duncan 1996), points 1996 as the year of expansion during which UGC entered into joint ventures with esteemed Japanese firms, and acquired Railpart.
These strategies are indicative of strategic investment regimes adopted by Unipart as it prepared to become a multinational. The case highlights the recognition of strategic relationships with suppliers, which somehow resulted in adversarial environment. Additionally, the repositioning for growth in the company surfaces as another strength area riddled with unprecedented success. The case study highlights the power of communication, recognition, and support services that worked for UGC. The overall effect of adopting strategic management principles in all functional areas of the group of companies reflects from testimonials of subordinate staff rising into top managerial positions owing to the inherent support and development programs.
Strategic Management in Action The strategic management synergy underlying the foundation of globally revered Unipart Group of Companies registers from preliminary managerial approaches midwife by John Neill, who has been the corporation’s chief executive at least during the whole of its formative life. As suggested by Duncan (1996), Neill’s strategic management knowledge and skills stemmed from his work experience acquired while at GM, and the continual desire to align the company with functional principles of strategic management.