Please help me with the 2 questions of this case study. Very simple answer needed. No word limitations.Thank you Illustration 7.2 Volvo's different Indian busesVolvo has a strategy to sell buses at nearly four times the prevailing market price.The Indian bus market has long been dominated by twosubsidiaries of major Indian conglomerates: Tata Motorsand Ashok Leyland. They made simple coaches on a designthat had hardly changed for decades. On top of a basictruck chassis, the two companies bolted a rudimentarycoach body. Engines were a meagre 110–120 horse-powerand roared heartily as they hauled their loads up the steeproads. Mounted at the front, the heat from the over-strained with the new Volvo services. Speedier, more comfortableengines would pervade the whole bus. Air conditioning was journeys allowed them to arrive fresh for meetings and poten-a matter of open windows, through which the dust and tially to save the costs of overnight stays. Tata and Ashoknoise of the Indian roads would pour. Suspension was Leyland both now produce their own luxury buses, withold-fashioned, guaranteeing a shaky ride on pot-holed Mercedes and Isuzu following Volvo into the market. None-roads. Bags were typically slung on the top of the bus, where theless, the phrase 'taking a Volvo' has become synonymousthey were easily soiled and at high risk of theft. But at least with choosing a luxury bus service in India, rather as 'hooverthe buses were cheap, selling to local bus companies at came to refer to any kind of vacuum cleaner.around Rs 1.2m (€15,000; $21,000).In 1997, Swedish bus company Volvo entered, with buses lore 2008 and after further investments in 2012 it doubledpriced at Rs 4m, nearly four times as much as local prod- the annual capacity to 1,500 buses per year. As Volvo's mostucts. Akash Passey, Volvo's first Indian employee, commis- efficient bus factory worldwide it has started to exportsioned a consultancy company to evaluate prospects. Theconsultancy company recommended that Volvo should not strategy and became the first bus company in India toeven try. Passey told the Financial Times: 'My response was manufacture and sell hybrid buses running on an electricsimple - I took the report and went to the nearest dustbin motor and battery as well as diesel. Kamal Bali, Presidentand threw it in.' Passey entered the market in 2001 with the and Managing Director, Volvo Group India says they are veryhigh-priced luxury buses.Passey used the time to develop a distinctive strategy. of automation and connected vehicles are the future plansHis product had superior features. Volvo's standard engines that we have for India.'were 240-250 hp and mounted at the back, ensuring a faster Source: Adapted from J. Leahy, "Volvo takes a lead in India', Financialand quieter ride. Air conditioning was standard of course.The positioning of the engine and the specific bus design of Mathur, Auto.economictimes.indiatimes.com, 19 May 2017.the chassis meant a roomier interior, plus storage for bagsinternally. But Passey realised this would not be enough. Hecommented to the Financial Times: "You had to do a lot of Questionsthings to break the way business is done normally.Volvo offered post-sale maintenance services, increasinglife expectancy of buses from three to ten years, andallowing bus operating companies to dispense with theirown expensive maintenance workshops. Free training wasgiven to drivers, so they drove more safely and took morecare of their buses. The company advertised the benefits ofthe buses direct to customers in cinemas, rather than simplypromoting them to the bus operators. Faster, smoother andmore reliable travel allowed the bus operators to increasetheir ticket prices for the Volvo buses by 35 per cent.Business people and the middle classes were delightedA new state-of-the-art bus factory was opened in Banga-buses to Europe. In 2016 Volvo continued its distinctivebullish on India: "We are bringing in hybrid buses now. A lotTimes, 31 August 2009; M. Lalatendu, The Hindu, 15 February 2016; S.1 Rank the elements of Passey's strategy for Volvo inorder of importance. Could any have been dispensedwith?2 How sustainable is Volvo's luxury bus strategy?

1. Passey's strategy for Volvo in the order of importance. A) Differentiation Strategy: Involving…

Answered: 1 Rank the elements of Passey's…

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Chapter2: Introduction To Spreadsheet Modeling

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Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...