MEMO
To: g g g g g g g Steve Wilford
From: g g g David Tolbert
RE: g g g g g g 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: g g g g g g g g g g g g g
