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External and Internal Factors Affecting Louwman Group

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Contents
1.0 Introduction........................................................................................................................................3
2.0. External Analysis..............................................................................................................................3

2.1 PESTLE Analysis for the Louwman Group..................................................................................3

2.2 Porter's Five Forces Analysis for the Louwman Group.................................................................7
2.3 External Factors- Opportunities and Threats...............................................................................10

3.0 Internal Analysis..............................................................................................................................12

3.1 VRIO Analysis.............................................................................................................................12

3.2 Culture, Stakeholder, and Governance........................................................................................14
3.3 Internal Strengths and Weaknesses..............................................................................................16

4.0 Analysis of Business Strategy: Porter's generic strategies and the SWOT Matrix..........................17

4.1 Porter's Generic Strategies:..........................................................................................................17

4.2 SWOT Analysis...........................................................................................................................17

5.0 Evaluation of the Strategic Options for Growth and Implementation.............................................25

6.0 Conclusion.......................................................................................................................................28
7.0 References........................................................................................................................................29
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1.0 Introduction
The Louwman Group, rooted in a rich heritage and strong dealer partnerships, has
navigated the dynamic automotive industry, faced challenges and leveraged opportunities to
gain a competitive edge in the market. As the company stands at the crossroads of its journey,
critical strategic decisions are imperative for sustained growth. Thus, this report aims to
conduct an in-depth analysis, exploring external factors through PESTLE and Porter's Five
Forces, uncovering opportunities and threats (Johnson et al., 2020). The internal landscape is
scrutinized, unraveling strengths and weaknesses using VRIO and assessing the company's
culture, stakeholders, and governance. The TOWS matrix informs strategic choices, leading
to options evaluated through the SAFE tool. A detailed examination of each option's
Suitability, Acceptability, and Feasibility guides the recommendation for the MaaS Platform.
Finally, a robust evaluation ensures alignment with sustainability, accessibility, and feasibility
criteria. This report provides a roadmap for the Louwman Group, blending historical context
with forward-looking strategies to navigate the complex landscape in the automotive industry.

2.0. External Analysis

This section will discuss the external analysis of Louwman Group utilizing the PESTLE and
Porter's Five Forces frameworks.

2.1 PESTLE Analysis for the Louwman Group

Table 1. PESTLE Analysis

Political: Government regulations impact the automotive industry (Yang et al., 2019).
Policies related to emissions, safety standards, and import/export regulations affect
operations of the Louwman Group.
Political stability in operating countries influences business continuity.
Funding decentralization for mobility aids is impacted by political decisions (Casey,
2018).
Economic: Economic conditions impact consumer purchasing power and car demand (Huang
and Ge, 2019).
Fluctuations in exchange rates affect the cost of imported vehicles.
Economic downturns may lead to decreased consumer spending on automobiles.
The aging population drives demand for mobility aids, creating economic
opportunities.
Social: Shifting societal attitudes towards car ownership impacts traditional sales models
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(Zhou et al., 2020).

Increasing awareness of environmental issues influences the demand for eco-
friendly vehicles.
The aging population creates a growing market for mobility aids.
Changing lifestyles and urbanization drive the need for new mobility solutions.
Technological: Digitalization and online experiences impact customer interactions and sales
channels.
Advances in automotive technology, such as electric and hybrid vehicles, impact
product offerings (Higueras-Castillo et al., 2019).
Connectivity trends in cars and smart services influence the mobility aid market.
Embracing technology for operational efficiency and service enhancements is
crucial to Louwman Group.
Legal: Compliance with stringent automotive safety and emission standards is mandatory.
Legal frameworks for data protection impact digitalization efforts (Finck, 2018).
Mobility aid services must adhere to healthcare regulations and safety standards.
Legal implications of government funding changes for mobility aids.

Environmental Growing emphasis on eco-friendly vehicles due to environmental concerns.

: Sustainability practices in manufacturing and operations align with market trends.
The impact of climate change on infrastructure and transportation patterns affects
Louwman Group.
Consideration of environmental factors in mobility aids product development.

The Louwman Group operates in a world that is constantly being transformed by

political, economic, social, technological, legal, and environmental factors. The regulatory
environment for the automotive industry and funding for mobility aids are all driven by
political decision-making. Economic conditions affect the mobility aid market as much as the
car market, influencing consumer behavior. However, these social movements toward
sustainability, lifestyle transformation, and an aging population cause trouble and opportunity
(Loxton et al., 2020). The pace of technological change must keep up with digitalization and
smart services. It's got to be respect for the law. The law also considers security, protection of
data and health care. They also include strategies relating to the environment, such as
sustainability and environmental protection. Only when all of these PESTLE factors are
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understood can the Louwman Group get beyond the hard road of the auto and mobility-aid
industries.

2.2 Porter's Five Forces Analysis for the Louwman Group

Table 2. Porter’s Five Analysis

Factor Description Assessment

Threat of New Low Entry Barriers: Established relationships with the Toyota and Low
Entrants Suzuki families provide a competitive edge.
Capital Requirements: High capital is needed for dealership networks
and mobility aid services.
Brand Loyalty: Existing customer base and strong brand relationships
create barriers for new entrants.
Bargaining Diverse Customer Base: Operating in wholesale, retail, and mobility Medium
Power of Buyers aids diversifying customer segments.
Digitalization Impact: Online platforms may give buyers more
information and options (Reinartz et al., 2019). Switching Costs:
Moderate for retail but higher for wholesale due to partnerships and
dealer networks.
Bargaining Strong Manufacturer Relationships: Strong ties with Toyota, Suzuki, Medium
Power of and other brands enhance bargaining power in Louwman Group.
Suppliers Exclusive Contracts: Long-term partnerships may limit supplier
choices but ensure stability (Makarius and Srinivasan, 2017).
Impact of Digital Platforms: Direct-to-consumer models may give
suppliers power.
Threat of Emerging Mobility Trends: Mobility services such as car-sharing or Medium
Substitute ride-hailing represent substitution threats.
Products/Services Technological Advancements: Public transportation is becoming more
advanced, with the arrival of autonomous vehicles (Hancock et al.,
2019).
Differentiation Strategies: Unique offerings can compensate for
substitution risks.
Intensity of Industry Consolidation: Increasing concentration in the automotive High
Competitive industry intensifies competition.
Rivalry Digital Disruption: Online platforms and new entrants heighten
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rivalry.
Focus on Differentiation: Emphasizing unique offerings and customer
experience can counter rivalry pressure.
2.3 External Factors- Opportunities and Threats
Table 3. Opportunities and Threats

Opportunities Threats
Diversification Strategies: Louwman Digital Disruption: Rapid digitalization threatens
Group can explore further diversification in traditional dealership models, requiring adaptation to
mobility aids to tap into growing markets online platforms.
for the elderly.
Strategic Partnerships: Louwman Group Market Saturation: The automotive industry's
can partner with emerging mobility service increasing concentration may lead to market saturation,
providers to enhance mobility offerings. intensifying competition
Technological Integration: Embracing Shifting Customer Preferences: Changing attitudes
technological advancements, such as towards car ownership and the rise of alternative
connected mobility aid products, to stay mobility options challenge traditional business models.
ahead in the evolving automotive and
mobility sectors.
Customer-Centric Innovations: To Regulatory Changes: Adapting to and complying with
enhance customer loyalty, Louwman Group evolving environmental and safety regulations in the
can focus on customer-driven innovations, automotive industry.
including digital services and personalized
mobility solutions.
From the outside, the Louwman Group's environment is constantly changing, back
and forth with tides of opportunity and threat. Diversification is the biggest opportunity, and
diversification of the outsourced products is especially important, for outsourced products can
follow consumer tastes. Mobility aids and equipment for care of the elderly, for instance
(Neffke et al., 2018). Cirella et al (2019) indicate that research has already shown that the
aging of the population is one of the largest market segments presently and has spurred
investment in the budding industry for mobility aids. However, strategic alliances with
upstart mobility service providers and trends in the industry give another way. Such
cooperation enables the Louwman Group to provide more services and allows consumers to
compensate for their unwillingness to pay the extra costs of owning a car (Huizenga et al.,
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2020). The threat of the growing concentration of the automotive industry again shows how
getting a handle on differentiation and positioning is critical to avoiding market saturation. As
market saturation increases competition, industry experts agree that you must focus on your
unique selling point (Zervina and Stukalina, 2022). In addition, connected mobility aid
products fit in with the overall trend of automotive digitalization, and technological
integration stimulates technological progress. This move not only meets changing consumer
demands but also puts the company in a position to take advantage of new technologies for
long-term growth (Vries, 2023). A looming threat Regulatory change is another area of
uncertainty. Environmental and safety regulations change constantly, and staying ahead of the
game takes flexibility and concern for the environment.

3.0 Internal Analysis

This section will now conduct the internal analysis of the Louwman Group by utilizing VRIO
framework.

3.1 VRIO Analysis

The Louwman Group's VRIO analysis evaluates its assets and capabilities regarding value,
rarity, inimitability, and organization. Such analysis helps to pinpoint the generators of the
firm's competitive edge.

Valuable Resources:

Strong Dealer Partnerships: The longstanding relationships with the Toyota and Suzuki
family add great value to the Louwman Group. These partnerships are the product of past
choices, especially the 1964 purchase of the importer partnership of Toyota. Such
relationships enable the company to have access to hot automotive brands, making it even
more competitive.

Diversified Business Portfolio: Louwman Group business is based on automotive wholesale

and retail to mobility aids hence is a great example of market diversification for the company.
Diversification along these lines could reduce the risk of changes in individual industries and
increase overall financial security.

Rare Resources:

Family Heritage and Credo: Passion for the automotive industry and the company's 'Passion
to move people' philosophy are unique intangible assets of the family. Such a characteristic
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contributes to building a sense of identity and values, making the Louwman Group different
from other rivals.

Inimitable Resources:

Strong Customer-Driven Attitude: The Louwman Group's customer-driven attitude and

continuous improvement are more challenging for competitors to match. It is a part of the
company's culture that influences customer loyalty and satisfaction, creating a long-term
competitive edge.

Exclusive Import Partnerships: Its decades-long exclusive partnerships with the Toyota and
Suzuki families are hard for competitors to match. Such relationships give the company its
special place in the market.

Organized to Exploit:

Strategic Leadership Team: The selection of seasoned outsiders for the Board of Directors
and establishing the senior management team in 2018 show its policy of paying attention to
governance and coordination. Such strategic decisions, including investments in resilience
and simplifying the organizational structure, reflect an organized attitude to take advantage of
resources.

Lastly, a VRIO analysis of Louwman Group's strengths emphasizes the firm's resources, its
rareness, its relationships, and its practices concerning customers. But, more importantly,
does the firm have the wisdom to organize to exploit them? All these factors add up to a
competitive edge and a strategic foundation in the new world of autos.

Table 4. VRIO Analysis

Resource/ Value Rare Inimitability Organization Assessment

Capability
Strong Dealer ✓ ✓ ✓ ✓ Sustainable
Partnerships
Competitive

Diversified ✓ ✓ ✗ ✓ Partially
Business Portfolio
Competitive

Family Heritage ✓ ✓ ✗ ✓ Partial

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Competitive

Customer-Driven ✓ ✓ ✓ ✓ Sustainable
Attitude
Competitive

Exclusive Import ✓ ✓ ✓ ✓ Sustainable

Partnerships
Competitive

Strategic ✓ ✓ ✓ ✓ Sustainable
Leadership Team
Competitive

3.2 Culture, Stakeholder, and Governance

Culture:

The corporate culture of the Louwman Group is the reflection of its family culture.
The company's motto is “Passion to move people” and it implements this admirable goal by
giving the buyer not only a car, but also a chance to build a lifelong relationship with the
vehicle and the company. The family's credo, "Together we are Louwman," underscores a
sense of unity and shared purpose. The Louwman Group's corporate culture is centered on its
customers, constantly pursuing perfection and a sense of corporate responsibility. This
cultural orientation is an important resource, influencing how employees do their jobs and
deal with customers. A customer-driven attitude is part of the company's strong competitive
advantage, aimed at securing customer loyalty and satisfaction.

Stakeholders:

Customers:

The Louwman Group prioritizes its customers, aiming to provide products and a
holistic mobility experience. The emphasis on continuous improvement aligns with
customers' evolving needs and expectations in the dynamic automotive industry.
Toyota and Suzuki Families:
As key stakeholders, the Toyota and Suzuki families are crucial in maintaining
exclusive import partnerships. These relationships have been cultivated over decades and are
essential to the company's success.
Employees:
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The commitment to a strong leadership culture and investment in leadership programs

demonstrates a focus on employees. Engaged and well-trained employees contribute to the
effective execution of the company's strategy.

Shareholders:

The Louwman family, as shareholders, aims to preserve the company as a stable and
strong family business with a long-term focus. The leadership's decisions balance short-term
performance improvements and long-term resilience.

Government:

Changes in government rules, such as the decentralization of social security funding, impact
the mobility aid division's earning model (Kyriacou and Roca-Sagalés, 2019). Adapting to
regulatory changes is crucial for the company's continued success.

Governance:

The Louwman Group's governance structure has evolved to address the complexities of its
diversified operations. The appointment of external directors, initially for financial and audit
roles and later extended to group directors, reflects a commitment to securing economies of
scale and coordination.

Leadership Team: The strategic leadership team, including CEO John Heller and President
Eric Louwman, is pivotal in driving the company's strategy. Their decisions, such as investing
in resilience and simplifying the organizational structure, demonstrate effective governance.

Strategic Transformation Board: Establishing the Strategic Transformation Board, composed

of senior management team directors, ensures effective oversight of investment projects. This
board monitors and reports on goals, progress, and key aspects such as finance and quality.

3.3 Internal Strengths and Weaknesses

Table 5. Internal Strengths and Weaknesses

Strengths Weaknesses
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 Strong dealer partnerships with  Losses in the mobility aid division

Toyota and Suzuki  Decreasing profit levels due to
 Diversified operations in wholesale, market changes
retail, and mobility  Operational problems in the mobility
 Customer-driven attitude and aid division
continuous improvement  Need for improvement in
 Leadership commitment to resilience operational performance
and long-term focus
The internal analysis of the Louwman Group reveals significant strengths, including
robust partnerships and diversified operations. The company's commitment to continuous
improvement, a customer-driven approach, and leadership investment in resilience contribute
positively. However, challenges in the mobility aid division, operational issues, and pressure
on profit margins in the automotive industry are noteworthy weaknesses. Linking the internal
and external aspects of research involve recognizing how industry-wide factors including
digitalization, market trends, and industry regulations affect the company's performance.
Research reveals that to adapt to the new automotive terrain; there must be strategic
adjustments matched by strong leadership and operational strengthening. The company's
focus on cultivating this kind of culture is in step with many in the industry who believe that
the market effect requires resources to be adaptable and innovative.

4.0 Analysis of Business Strategy: Porter's generic strategies and the SWOT Matrix.
This section will now analyze the business strategy of the Louwman group utilizing the Porter's
generic strategies and SWOT matrix

4.1 Porter's Generic Strategies:

Porter's generic strategies indicate that diversity of product choice and cost leadership
work together to describe the Louwman Group's strategy. To win in the automotive sector, the
company's strategy is to compete on unique value through close ties with dealers, a customer-
oriented work ethic, and continual improvement. Meanwhile, operational efficiency and
diversification in wholesale, retail, and mobility are increasing cost efficiency.

4.2 SWOT Analysis

Table 6. SWOT Analysis

Strengths Weaknesses
 Diversified operations in wholesale, retail,  Decreasing profit levels due to
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and mobility. market changes

 Strong dealer partnerships with Toyota and  Operational problems in the mobility
Suzuki. aid division
 Customer-driven attitude and continuous  Losses in the mobility aid division
improvement  Need for improvement in operational
 Leadership commitment to resilience and performance
long-term focus  Margins under pressure in the
 Investment in leadership programs for a automotive industry
strong culture  Reliance on the automotive industry
 Simplified governance structure for effective for revenue growth
decision-making
Opportunities Threats
 Exploration of mobility as a service (MaaS)  Market challenges due to increased
 Leverage existing core business for market dealer concentration
preservation  Competition and acquisitions in the
 Growth in the market for mobility aids for automotive industry
the elderly  Changes in government rules
 Strategic focus on platform-based models impacting the mobility aid division
(MaaS)  The rapid pace of digital platforms
affecting traditional operations
The SWOT matrix integrates internal strengths and weaknesses with external
opportunities and threats. It showcases the company's strategic positioning, emphasizing the
importance of leveraging core business strengths to explore new opportunities while
addressing challenges in the automotive and mobility aid sectors. In addition, MaaS does a
good job of keeping the company on the pulse of the market. Being responsive to market
obstacles and shifts in government policy are elements of sound planning. This type of matrix
gives company leaders a broad picture of all aspects of the company and strategic decision-
making, analyzing its internal capabilities and the overall business environment.

Table 7. Strengths and Weaknesses

Strengths
Opportunit One notable strength of the Louwman
ies Group is its strong dealer partnerships
with the Toyota and Suzuki families,
fostering a robust market presence and
customer trust. An opportunity lies in
exploring mobility as a service (MaaS),
aligning with market trends. A strategic
Weaknesses
The Louwman Group needs to look for ways to plug
a division that makes mobility aids, which is both
causing operational difficulties and leaving it far in
the red. Then, as the population ages, an opportunity
presents itself in the rapidly expanding market for
mobilities for the elderly. This could be taken as a
strategic cue for the company to turn to

option is leveraging this strength by
introducing an innovative MaaS
platformThis would set the company's
services apart, blending traditional
automotive value with a new lifestyle of
transportation.
Market Level (Ansoff Matrix):
Alternatively it could open up existing
markets by marketing the MaaS
platform to existing customers and
widening its service Tiers. Furthermore,
it could enter new markets through joint
ventures with municipalities or
healthcare institutions to serve the needs
of seniors who want their own way
around.
Price/Cost Level (Porter's Generic
Strategies):
This strategy could be adopted by the
company through a differentiation
approach to MaaS, in which it offers a
premium MaaS experience as a natural
extension of its best-in-class automotive
services.This would justify a higher
price point, aligning with the
differentiated value proposition.
Limitations and Special
Considerations: However, challenges
may arise regarding technology
integration, consumer adoption, and
regulatory compliance in the MaaS
sector. The company should invest in
robust technology solutions and
marketing efforts and collaborate with
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technological innovation and digitalization in order
to shake up this sector.
Market Option: Implementing a digital platform
for mobility aids, such as an online marketplace for
personalized solutions, could capitalize on the
weakness in operational performance while tapping
into the opportunity presented by the growing
market. This aligns with Porter's Generic Strategies,
combining cost leadership through operational
efficiency with differentiation through personalized
services.
Ansoff Matrix: The market option represents a
product development strategy within the Ansoff
Matrix, introducing a new digital platform to an
existing market segment (mobility aids). This
approach aims to meet evolving customer needs and
preferences in a technologically advanced manner.
Limitations and Considerations: Implementing a
digital platform requires substantial technological
investments, and the company must ensure user-
friendly interfaces to cater to the elderly
demographic. Marketing and educational campaigns
also need to be effective to raise consciousness and
spur adoption. You have to partner with your
technology partners to navigate the digital scene
properly. The Louwman Group therefore has to
weighir carefully the benefits and costs of a strategy
that has its returns in competition with other
providers in the field of digital mobility assistance.

relevant authorities to address these
challenges. Additionally, the potential
impact on existing business models and
the need for substantial initial
investments should be carefully
evaluated before pursuing this strategic
option.
Threats One of the strong points of the
Louwman Group is the quality of its
relationships with Toyota and Suzuki as
dealers. This gives them a distinct edge
in the automobile world. But even if the
threat were less latent, it would come
from the changing market dynamics,
including dealer concentration, putting
pressure on traditional operations and
margins.
Market Option:
This could be one area where the
Louwman Group may be able to turn
this strength into an opportunity,
perhaps adopting a focused
differentiation strategy at a price/cost
level to counter this threat. The
company can differentiate itself as a top- strategy, combining elements of differentiation
notch automotive service provider
through the value proposition created by
exclusive partnerships. This aligns with
Porter's Generic Strategies, emphasizing
differentiation.
Ansoff Matrix:
In terms of market expansion, the
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One of the areas where the Louwman Group needs
to make improvements is the dramatic operational
problems and losses in the mobility aid division.
Added to this is another threat, that of rules changes
by the government, and the situation becomes a
sticky one. A decentralized source of funding and
rising competition poses threats to the magaleps
'traditional business model for mobility aids.
Market Option:
This is something that the Louwman Group might
consider, as they explore ways to differentiate their
service with technological breakthroughs and digital
platforms. This would involve integrating smart
services, preventive maintenance, and customer
emergency services into their mobility aid products.
Porter's Generic Strategies:
Hybrid Strategies: The company can adopt a hybrid
(through innovative smart services) and cost
leadership (streamlining operational efficiency).
Ansoff Matrix:
Market Development: Expanding the market by
introducing technologically advanced mobility aids
aligns with market development. This could involve
targeting new customer segments or geographic
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company could explore product areas.

development by enhancing its mobility Considerations:
aid division to cater to the growing Limitations: The success of this strategy depends on
market for aids for the elderly. This the company's ability to navigate the digital
aligns with Ansoff's Matrix, targeting a landscape effectively. Investments in technology and
new market segment with existing skill development are essential.
products. Special Considerations: Collaboration with
Considerations: technology partners or acquisitions may be
While pursuing this option, the company necessary to accelerate the integration of smart
must be mindful of the need for services. Additionally, ensuring compliance with
operational improvements in the evolving government regulations in the technology-
mobility aid division. Investing in enhanced mobility aid sector is critical.
innovation and marketing for This market option leverages the weaknesses and
differentiated services in the mobility threats by transforming them into opportunities for
aid sector is crucial. The strategy's growth through technological innovation in the
success relies on effectively mobility aid division. It conforms to the broader
communicating the unique value direction of automobile companies, and paves the
proposition to customers and way for the Louwman Group to adapt to the rapidly
overcoming challenges in a rapidly changing market.
changing market.
To sum up, strategic options for the Louwman Group include: drawing on advantages
in dealer relations, overcoming weaknesses with technological change, developing
opportunities in MaaS and digital assistants, and coping with threats, such as theming. The
choices, which are in tune with Porter's Generic Strategy and Ansoff's Matrix, will allow the
company to fortify its status in the market. This analysis in turn forms the basis of the
decisions that are made, which are based on a TOWS analysis: strengths and weaknesses, as
well as threats and opportunities. The following section will detail the planning process and
how to incorporate these strategies into the overall business structure.

5.0 Evaluation of the Strategic Options for Growth and Implementation

Table 8. Evaluation for Growth and Implementation

Options | Key Strategic Issues SUITABLE ACCEPTABLE FEASIBLE Total

Score
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. SO - MaaS Platform 4 3 3 10
WO Digital Mobility Aid Platform 4 3 2 9
ST Focused Differentiation in 3 3 3 9
Automotive
WT Technological Innovation in 3 3 3 9
Mobility Aid

Considering the total scores, the MaaS Platform (Option 1) emerges as the more favorable
strategic choice.

Sustainability
In evaluating the strategic options, the MaaS Platform (Option 1) stands out as the
most favorable choice, scoring 10. Regarding suitability, Option 1, with a score of 4, aligns
with the company's strengths, capitalizing on solid dealer partnerships and market trends
favoring mobility services. Regarding suitability, option 2 (digital mobility aid platform)
scores the same as option 1, but option 1 gets a leg up on option two by accessing broader
markets. The suitability scores of options 3 and 4 are slightly lower, showing difficulties in
diversification and adopting technology. These assessments are based on detailed SWOT
analyses, providing a solid foundation for strategic thinking.
Accessibility
Analyzing options based on this scale, Option 1, the MaaS Platform, receives a rather
high score of 3. This shows that it is an option with a certain measure of acceptability because
it conforms to the direction of market trends and the Louwman Group's resources and
capabilities. It also considers possible problems related to technology integration, the
consumer acceptance factor, and fulfillment of the relevant legal regulations. Ample evidence
from industry research shows that the MaaS space is extremely fraught with details. In
addition, options 2, 3, and 4 have possibilities and probably good opportunities, score 3
points for all, and satisfy objectivity.
Feasibility
When the strategic options are evaluated for feasibility, Option 2, The Digital
Mobility Aid Platform, breaks out with the score of 2, showing unresolved high financial
implications, lack of expertise, and IT integration obstacles. This assessment is consistent
with outside research on Taiwan, reaffirming the fact that digital platforms have strong
investment in, and requirements for, technology, at the medical frontier (Hermes et al., 2020).
 17

On the other hand, the MaaS Platform (option 1) and Technological Innovation in Mobility
Aid (option 4) each received much higher potential feasibility scores of 3. The literature
already available points toward the increasing feasibility of mobility solutions and the use of
automotive and healthcare technologies (Athanasopoulou et al., 2019). The third option
(Automotive Focused Differentiation) received a score of 3. These points are backed up by
evidence demonstrating how the automotive industry has employed differentiation strategies
such as special partnerships and high-end products (Azadegan and Dooley, 2021). In general,
of course, the concept of feasibility considers the results of external research to serve as a
reference in strategic decision-making.
Total

The recommended option, with the highest score for the combination of suitability,
acceptability, and feasibility, is the Strategic Option - MaaS Platform. With a score of 10, it
exhibits the best balance among the key strategic issues. It also suits the organization's strong
cards and openings by relying on its powerful dealer network and mobility trend as a service.
However, the organization must face the challenges of integrating technology, consumer
acceptance, and legal and policy issues. Success depends on how the new strategy integrates
with the current management system and how quickly and smoothly it can be implemented.

6.0 Conclusion
In conclusion, the Louwman Group's comprehensive strategic position analysis
involved examining external factors through PESTLE and Porter's Five Forces analyses,
internal elements using VRIO and SWOT frameworks, and strategic options through TOWS
and SAFe evaluations. The most advantageous solution recommended by the consultant was
embracing the concept of Mobility as a Service (MaaS). This is to company strengths in
dealer cooperation and accords with market conditions. However, difficulties such as
technology integration and regulation adherence still have to be faced before real success can
be sustained. This strategic decision prepares the Louwman Group to adapt to the changing
nature of the automotive market. Adapting to new trends, including the move towards
digitalization and shifts in consumers 'needs and preferences, will be key to maintaining the
Louwman Group's ability to meet the test of the future. This focus on MaaS adds the ability
to anticipate market changes and bolsters the company's long-term livelihood in an
increasingly dynamic market.
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