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Date:c Marchc 19,c 2022c
To:c Stevec Wilford
From:c Alexisc Jenkinsc
Subject:c Paul'sc Discountc Tiresc &c Repairsc Strategicc Plan
Thisc memoc isc regardingc Paul’sc Discountc Tiresc andc Repairsc thec strategicc planc andc whatc thec
companyc plansc toc doc inc thec nextc 10c years.c
A.c Accordingc toc Saylorc (n.d.),c ac strategicc planc focusesc onc thec actionsc andc eventsc thatc canc influencec
ac firm’sc successc orc failure.c Thisc strategicc planc focusesc onc everythingc itc wantsc toc doc toc bec
successfulc nowc and,c inc thec future,c (p.c 8).c Examiningc thec Universityc ofc Marylandc Globalc Campusc
(n.d.)c itc statesc thatc thec companyc willc continuec toc providec tiresc andc minorc vehiclec repairc servicesc toc
customersc forc thec nextc tenc years,c beatingc competitorsc byc price-cuttingc productsc andc servicesc whilec
stillc maintainingc thec qualityc andc servicec ofc thec work.c Also,c statesc whilec cuttingc costc andc pricingc itc
isc somethingc thec businessc isc openc toc doingc toc maintainc thec happinessc ofc theirc customersc itc isc
affectingc theirc businessc causingc employeesc toc bec laidc offc morec frequently.c Andc lastly,c stickingc toc
corec valuesc duringc thec pandemicc toc keepc customersc happyc (para.12-13).c Overall,c Saylorc (n.d.)c
statesc whenc anc environmentc ofc ac companyc isc stablec andc predictablec strategicc planningc canc providec
enoughc strategyc forc anc organizationc toc gainc andc maintainc successc (p.c 17).c Thatc isc whatc Paul’sc
Discountc Tiresc &c Repairsc demonstratesc inc itsc strategicc plan.c
B.c Inc thec bookc Saylorc (n.d.)c statedc ac strategicc planc isc anc actualc planc whichc isc craftedc stepsc thatc ac
firmc followsc toc bec successfulc (p.8).c Inc Universityc ofc Marylandc Globalc Campusc (n.d.)c document,c itc
statesc thatc ac strategicc planc talksc aboutc cuttingc costs/pricesc whereverc thec companyc seesc necessaryc toc
keepc customersc happyc byc doingc thec companyc canc keepc customersc andc beatc outc itsc competitorsc inc
thec industryc (para.c 13).c Wagnerc (2020)c statedc cuttingc costsc andc pricesc allowc forc anc increasec inc
salesc andc anc increasec inc thec customerc basec asc wellc (para.c 1).c Whenc costc isc cutc thisc allowsc forc thec
companyc toc expandc andc growc thisc willc allowc customersc toc lookc toc goc toc thisc companyc whenc
needingc somethingc donec whilec stillc providingc qualityc service.c Lastly,c notc lettingc thec pandemicc
holdc themc backc fromc continuingc toc providec servicec toc itsc customers.c Paul’sc Discountc Tiresc &c
Repairsc hasc beenc aroundc forc ac veryc longc timec soc stickingc toc itsc corec valuesc andc notc givingc upc onc
itsc customersc duringc ac pandemicc reallyc meansc ac lotc toc bothc thec customerc andc thec business.c Thisc
showsc thatc thec businessc caresc aboutc customers'c loyaltyc andc itc isc herec toc servec themc byc anyc means.c c
C.c Withc Paulsc Discountc Tiresc andc Repairsc beingc ac majorc marketc leaderc inc itsc cityc theyc willc bec
ablec toc sustainc anc advantagec overc itsc competitors.c Paul’sc Discountc Tiresc andc Repairsc strategicc planc
demonstratesc ac ploy,c inc thec bookc Saylorc (n.d.)c itc statesc ac ployc isc whichc isc designedc toc outwitc orc
trickc itsc competitorsc (p.c 9).c Thec companyc isc doingc thisc byc strictlyc stickingc toc itsc wordc andc
providingc qualityc servicec whilec beatingc outc itsc competitor'sc pricec points.c Thec companyc alsoc
focusesc onc thec customersc andc whatc thec customersc lookc forc whenc goingc inc toc getc ac servicec donec inc
thisc industryc asc well.c Ac lotc ofc timec peoplec wantc qualityc workc butc notc forc suchc highc prices,c andc thisc
isc whatc Paul’sc Discountc Tirec &c Repairsc arec allc about,c qualityc workc whilec givingc thec bestc pricec
possible.c Toc maintainc thatc competitivec advantagec inc thec cityc itc mustc bec ablec toc recognizec thec valuec
ofc thec customers.c Customersc arec thec mostc importantc becausec theyc arec thec onesc makingc thec
businessc stayc afloatc andc profitable.c Whilec makingc surec youc arec keepingc yourc wordc andc givingc
customersc thec overallc bestc experiencec possible.
D.c Thec onlyc thingc toc improvec onc wouldc bec incorporatingc itsc employeesc intoc thec strategicc plan.c Itc isc
importantc toc knowc whatc thec employee'sc wants/needsc arec asc wellc sincec theyc arec thec movingc partsc ofc
thec company.c Employeesc arec anc importantc factorc becausec theyc allowc thec companyc toc knowc whatc
canc bec donec toc improvec thec businessc whilec maintainingc employeec andc customerc satisfactionc toc
keepc thec businessc runningc smoothlyc allc whilec beingc successful.
c
References:
c Saylorc Academy.c (n.d.)c Masteringc Strategicc Management.c
https://saylordotorg.github.io/text_mastering-strategic-management/c
Universityc ofc Marylandc Globalc Campus.c (n.d.).c Weekc 1:c Discussionc (GRADED).c Documentc postedc
inc UMGCc BMGTc 364c 7384c onlinec classroom,c archivedc atc
https://learn.umgc.edu/d2l/le/content/625295/viewContent/25492343/View
Wagner,c N.c (2020,c Augustc 20).c Keysc successfulc pricec reductionc strategy.c Stevensc &c Tatec
Marketing.c Retrievedc Marchc 10,c 2022,c fromc https://stevens-tate.com/articles/keys-successful-price-
reduction-
strategy/#:~:text=Reducing%20the%20price%20of%20your,re%20only%20reducing%20prices%20t
emporarily
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