MEMO
To: c c c c c c c c Steve Wilford
From: c c c David Tolbert
RE: c c c c c c c PAUL'S DISCOUNT TIRES & REPAIRS BUSINESS STRATEGIC PLAN
A. The current strategy proposed for Paul’s Discount Tires and Repairs (henceforth
referred to as Paul’s) is missing specific and quantifiable guidance and objectives.
Paul’s plan is to beat out competition by cutting costs where necessary however,
there is no mention of what an acceptable or unacceptable level of cost-cutting is.
This could lead employees to make unsafe or subpar repairs to cut costs to keep
Paul’s profitable. This statement is too general and should either be removed or
revised to include more specific terms and guidelines (The Saylor Foundation, 2014,
p. 43)
B. Paul’s strategic plan is backed by a long history of providing tire and repair
services to their customers. This consistent service and ownership pattern gives
Paul’s a solid foundation to continue to succeed as their company makes plans for the
future. Having a historic reference for success allows Paul’s to draw upon its
previous successes and apply what they know works to the company going forward
(The Saylor Foundation, 2014, p. 12).
C. While Paul’s has a long history of providing service in the tire and auto repair
industry there is the possibility that their successes could become stagnate if they are
not able to adapt to changes in the industry. Paul’s current strategy does not include
any mention of expansion or improving technology and could cause the company to
lose its position as the market leader if other companies continue to develop and
provide additional services to their customers (The Saylor Foundation, 2014, p. 14).
D. To best improve this strategy Paul’s should include verbiage that speaks to growth
and advancement. The current strategy speaks to the long history of service that
Paul’s provides which is great for current customers who are familiar with the
services but does not necessarily help attract new customers who might be looking
for something new. This will help Paul’s to stay competitive in the industry and not
lose ground to the competition that might be more oriented on future growth and not
just past performance.
References
The Saylor Foundation. (2014). Chapter 1: Mastering Strategy: Art and Science.
Retrieved from leocontent.umgc.edu: c c c c c c c c c c c c c
https://leocontent.umgc.edu/content/dam/equella-
content/bmgt495/Chapter_1Mastering_Strategy.pdf
