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TO:g Steveg Wilford,g CEOg Paul’sg Discountg Tiresg &g Repairs
FROM:g Gregoryg Brownell,g Businessg Consultant
DATE:g Marchg 19,g 2022
SUBJECT:g Strategicg Plang Notes
g
A. ISSUESg WITHg THEg CURRENTg STRATEGY
Thereg areg ag fewg thingsg wrongg withg theg currentg strategy.g g Theg firstg thingg
wrongg isg theg lackg ofg ang articulatedg plan.g g Ang articulatedg strategicg plang
shouldg stateg whereg theg companyg isg goingg andg why.g (Olsen,g 1mg 20sec)g g
Theg plang providedg doesg notg provideg whereg theg companyg isg goingg ing theg
future.g g Itg simplyg stateg whatg theg companyg doesg ong ag day-to-dayg basis.g
Anotherg issueg isg thatg theseg strategyg statementsg dog notg answerg theg fourg
keyg questionsg tog ag strategy.g g Theg questionsg are:g whereg dog weg compete;g
whatg uniqueg valueg dog weg bring;g whatg resourcesg org capabilitiesg dog weg
utilize;g andg howg dog weg sustaing uniqueg value?g (Kryscynski,g 3mg 35g sec)
g
B. GOODg ASPECTSg OFg CURRENTg STRATEGY
Oneg ofg theg goodg partsg ofg theg currentg strategicg plang isg theg internalg
examinationg andg environmentalg impactsg ong theg company.g g Statementg
threeg talksg aboutg howg theg COVIDg pandemicg hasg affectedg theg businessg
andg howg theg businessg willg overcomeg thisg event.g g Managersg mustg
constantlyg lookg atg theseg internalg andg externalg environmentsg andg mustg
monitorg theg changesg ing theg businessg processes.g (Saylor,g pgg 33g para.g 2)
g
C. STRATEGYg SUSTAINABILITY
Theg currentg strategicg plang willg notg enableg theg sustainabilityg ofg theg currentg
competitiveg advantage.g g Thereg areg companiesg likeg Discountg Tireg thatg haveg
growng exponentiallyg overg ag relativelyg shortg amountg ofg timeg andg couldg
takeg theg advantage.g g Theg strategicg plang mustg showg howg Paul’sg Discountg
Tiresg willg continueg tog beg theg numberg oneg sourceg forg tiresg andg repairsg ing
thisg areag andg howg theg companyg willg growg tog competeg withg largeg
corporationsg likeg Discountg Tire.
g
D. IMPROVINGg ONg CURRENTg STRATEGY
Oneg thingg theg companyg couldg dog tog improveg ong thisg strategyg isg tog createg
ag visiong ofg whatg theg companyg wouldg likeg tog dog ing theg future.g g Thisg isg ag
toolg thatg Jackg Welch,g formerg CEOg ofg Generalg Electric,g believesg isg keyg tog
inspiringg employeesg ofg ang organization.g (Saylor,g pgg 40g parag 2)
g
g
RESOURCES
Davidg Kryscynski.g (2015).g
Whatg isg Strategy?
g
YouTube
.g Retrievedg 2022,g
fromg https://www.youtube.com/watch?v=TD7WSLeQtVw.
Theg Saylorg Foundation.g (2014).g Leadingg Strategically.g Ing
Masteringg
Strategicg Management
g (pp.g 37-70).g essay.g Retrievedg 2022,g fromg
https://learn.umgc.edu/d2l/le/content/625295/viewContent/25492350/Vi
ew.
Theg Saylorg Foundation.g (2014).g Masteringg Strategy:g Artg andg Science.g Ing
Masteringg Strategicg Management
g (pp.g 436).g essay.g Retrievedg 2022,g fromg
https://learn.umgc.edu/d2l/le/content/625295/viewContent/25492349/Vi
ew.
Olsen,g E.g
Whatg isg Strategicg Planning?g Howg tog Developg ag Process
.g (2017).g
YouTube
.g Retrievedg 2022,g fromg https://www.youtube.com/watch?v=-
gcNK-1IaiQ.
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