World of Work Silver - Organisational Awareness - Coursework Example

Jaguar is exported to more than 60 countries around the world. In mid-2008 India’s Tata Motors acquired JLR for £1.15 billion in what is seen as a move to expand its production line and cut down on costs (Grant, 2010). JLR conducts its sales to customers mainly through franchised distributors and importers. However, since 2008 activities, the demand for Land Rover cars and sales immediately declined by almost one-quarter. In 2009, for instance, 144,133 car sales were registered. Jaguar also recorded a slump in sales by almost 20 per cent to about 52,500 in 2010 (Grant, 2010).

Regardless, Jaguar is an effective innovation-driven organization in its internal processes, judging by the unique car designs created through innovation and seamless R&D processes. In order to improve the quality of its products, JLR has reduced its product lines to two instead of the initial six (Raynal, 2012). This implies that JLR is keen on differentiation of a lean product line, which is achievable through technological and product line modernisation. The company spends heavily on R&D so as to come up with products which not only meet but exceed current and future customer expectations.

But compared to other market rivals, JLR carefully balances its innovation with the primary risk in the current business environment – cost overruns in the unpredictable market forces. Nonetheless, Jaguar’s supply chain management is still poor, judging by the low presence of the products in the developing economies compared to its market rivals such as Mercedes Benz or General Motors (Harris, 2013). Owing to the fitness of the Land Rover brand for different purposes, the brand is apparently performing better than the Jaguar brand (Gomes et al, 2007).

After the recent acquisition, the company has shifted major head office decisions to India in an attempt to strengthen its market presence across the two products. In India, the company seeks to