MEMO
To: aa aa aa aa aa aa aa Steve Wilford
From: aa aa aa David Tolbert
RE: aa aa aa aa aa aa 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.
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