1 / 2100%
To:c Stevec Wilford
From:c Danielc P.c Carreon
Date:c 27c Marchc 2022
Subject:c c Paul'sc Discountc Tiresc &c Repairsc Strategicc Plan
c
Steve,
c c c c c c c c c c c c c c c c Asc requested,c thec answersc toc yourc questionsc andc reviewc ofc Paul'sc
Discountc Tiresc &c Repairsc Strategicc Planc arec below.
A.c Whatc isc wrongc withc thec strategy?
Thisc isc ac greatc foundationalc document;c however,c thec strategicc planc shouldc
detailc howc Paul'sc Discountc Tiresc &c Repairsc willc succeedc (Saylor,c 2012,c p.c 8).c
Thec firstc bulletc isc somewhatc vaguec andc repeatsc commonlyc knownc
information.c Asc ac result,c itc doesc notc providec significantc valuec toc thec overallc
plan.c Thisc isc anc opportunityc toc conveyc thec organization'sc visionc andc missionc
toc itsc stakeholders.c Thec visionc statementc shouldc conveyc thec company'sc
broad,c long-termc goalsc orc aspirationsc withc clear,c concise,c andc easilyc
understoodc language.c Thec missionc statementc describesc whatc industryc Paul'sc
Discountc Tiresc &c Repairsc willc competec in,c howc itc willc targetc ac specificc marketc
segment,c differentiatec itself,c andc informc stakeholdersc ofc itsc goalsc andc overallc
purposec (Saylor,c 2012,c p.c 41).c
B.c Whatc isc rightc aboutc thisc strategy?c Therec isc ac lotc thatc isc rightc aboutc thisc
strategy.c Itc touchesc onc severalc ofc thec unconventionalc actsc ofc businessc
strategy.c First,c itc discussesc howc thec organizationc willc achievec itsc objectivesc
basedc onc itsc culturec andc history.c Itc alsoc commitsc toc itsc identityc asc ac discountc
retailerc andc servicec providerc toc providec thec lowestc pricec discountc tiresc andc
vehiclec repairs,c withc exceptionalc customerc servicec andc qualityc workc
(Leinwandc &c Mainardi,c 2016,c parac 12).
C.c Wec arec thec marketc leaderc inc discountc tiresc andc repairsc inc ourc city,c
indicatingc thatc wec currentlyc havec ac competitivec advantage.c Willc wec sustainc
itc withc thisc strategy?c Itc isc hardc toc predictc thec future.c Thec businessc
environmentc isc constantlyc changing.c Andc althoughc thec organizationc isc
currentlyc thec marketc leaderc inc discountc tiresc andc repairs,c itc shouldc
continuouslyc identifyc andc refinec itsc competitivec advantagec andc definec howc
toc sustainc itc throughoutc thec futurec (Goldsmith,c 2013,c p.c 15).c Leadershipc canc
drivec thisc withinc thec organizationc andc fosterc buy-inc fromc itsc internalc
stakeholdersc toc realizec competitivec advantagec asc partc ofc itsc Strategicc Planc
(Goldsmith,c 2013,c p.c 16).c c
D.c Whatc isc onec thingc wec couldc doc toc improvec onc thisc strategy?c Toc improvec
Paul'sc Discountc Tiresc &c Repairsc Strategicc Plan,c itc shouldc createc visionc andc
missionc statementsc thatc arec supportedc byc goals.c Ac strongc visionc statementc isc
forward-lookingc andc conveysc thec organization'sc long-termc goalsc andc
aspirations.c Inc contrast,c thec missionc statementc identifiesc thec purposec ofc thec
organization.c Goalsc arec thec specificc pathwayc toc achievingc thec missionc andc
vision.c Theyc shouldc bec specific,c measurable,c aggressive,c realistic,c andc time-
bound,c commonlyc calledc SMARTc goalsc (Saylor,c 2012,c p.c 42).
c
c
References:
Goldsmith,c D.c (2013).c Rethinkingc thec Company'sc Competitivec Advantage.c
Financialc Executive,c 29(6),c 14-c c c 17.
Leinwand,c P.,c &c Mainardi,c C.c (2016,c Februaryc 3).c Creatingc ac strategyc thatc
works.c strategy+business.c c https://www.strategy-
business.com/feature/Creating-a-Strategy-That-Works
Saylor,c (2012).c Masteringc Strategicc Management.c c c c c c c c c c c c c c c c c
https://resources.saylor.org/wwwresources/archived/site/textbooks/Maste
ring%20Strategic%20Management.pdf
Students also viewed