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Part Two: Strategic Plan In this section, share your revised paper from Milestone Two, which provides an overview of your competitors’ position in the marketplace, the available and future marketplace, and a plan for how to address a change in business conditions. Ensure this section includes the following information. Analyze the competitors’ relative strengths in the marketplace. Use Power BI to create charts on the growth rates.  What is the growth rate of each competitor?  How much of the market does each competitor now own? Do you see a trend of gaining or losing market share?  Determine each competitor’s market strength by looking at the financials for each competitor.  Explain how your company’s market share compares to your competitors’. Use Power BI to create charts on your and your competitors’ market share. Is your company gaining or losing market share? What is your company’s growth potential in the industry?  How do your company’s financials look compared to your competitors’? Identify future potential total available market (TAM) and growth for chosen product/service and technology. What is the TAM for cars and light trucks? What is the TAM for IoT-connected cars and light trucks? What is the projected compound annual growth rate (CAGR) for cars and light trucks? What is the CAGR for IoT-connected cars and light trucks? Identify ways to adjust if business conditions change. What can you do if your customers are slow to respond (buy) the innovation? What can you do if one competitor is overtaking all the others, including you? Describe the steps your company needs to take from concept outline to launch. What is the size of development that will be required? Will you require additional capital and personnel? How would you approach determining the timeline from the beginning of development until initial product launch? consider this:   Its clear youve put great time and energy into this paper. I think youve actually over-thought and over-written what was asked of you. Take a look at the feedback below and let me know if you have any questions.  -Graphs need labels to know which section of the pie chart represents which automaker.  -There is far, far too much extra in this paper than the assignment calls for. Large portions are entirely theoretical and do not reference our scenario. Remember, this is for our company, and leadership has asked for a paper on the 5 topics listed in the assignment prompt. They will want clear, succinct answers not a research report. I think you can entirely remove pages 3-6. -For example, #1 asks you to write a short paragraph describing the growth rate of each competitor. Its hard to find that within your submission, because so much extraneous research and theory is overtaking your writing.  -Your reporting on competitor and our companys market share should be relatively straight forward, just pulling from the Excel files. While your paper has a lot of writing, it lacks some of the specific detail expected. For example, the TAM is $XYZ, VWs market share is XY\%.  -You name some strong concepts for addressing changes in business condition, such as Develop and test ideas and test marketing and validation. Your paper would be stronger if you said how you would use that strategy in this scenario with our car company.  -The final section was lacking detail or relevance from our course content. For example, this was an opportunity to pull into your paper whether you propose a stage-gate, lean start up or agile development approach.  -Youre very reliant on the Korkmaz piece, which is more about internal audits than innovation processes. It certainly has relevant information, but if youre going to cite something so frequently, its wise for that citation to be something from the course or highly, highly relevant to the topic. 2 Milestone Two: Strategic plan ALEXANDER APANYIN MBA 580 6-1 MILESTONE 2 STRATEGIC PLAN Strategic Plan Innovation is one of the keys to growing a business and expanding its seriousness to be remembered for the essential arranging measure. It can assist with further developing efficiency, lessen costs and become more beneficial. Since little to medium sized organizations typically arent as equipped for profiting from economies of scale similarly that enormous organizations can, the capacity to advance turns out to be considerably more significant. In organizations where nobody is exclusively answerable for it, development may not be treated as a main concern. Another motivation behind why more modest organizations might choose not to focus on development is that they frequently have less assets available to them contrasted with enormous partnerships with isolated advancement units and labs. As Etheridge (2014) asserts idea of development is regularly depicted as questionable in light of the fact that its hard to tell ahead of time which thoughts will be the most productive. Additionally, these benefits can require a long time to be acknowledged, which is the reason organizations with restricted assets choose to put resources into drives that are seen safer and create quicker outcomes (Etheridge, 2014). Nonetheless, on the off chance that we take a gander at new businesses, we can see that ideation and execution dont need to cost a fortune. In this, Ill shed some light on the best way to accomplish an upper hand through development without accomplishing a lot of work. Make advancement a piece of methodology and cycles Development cant and ought to not be rethought. All things being equal, it ought to begin inside the organization. Little or fair-sized associations frequently enhance by rolling out little improvements to work on their tasks. Organizations that can make development a ceaseless practice by incorporating it into the genuine methods of working have a vastly improved shot at succeeding now and later on (Etheridge, 2014). Albeit adjusting development to the organizations design probably wont be the most straightforward of errands, focusing on the accompanying viewpoints can assist with making advancement a piece of your procedure and methods of working: Choose essential objectives. Incorporating development with the procedure and cycles starts with characterizing the drawn-out objectives and breaking them into more modest ones (Glenn, 2021). When the organization realizes what to accomplish over the long haul, its significantly simpler to adjust transient development objectives to help that vision. Build measures. To make things run as expected by and by, consistent joining into the methods of working is the key. The most ideal approach to do that is to assemble a cycle for overseeing thoughts (Glenn, 2021). A legitimate thought the board interaction ought to incorporate every one of the stages from thought age to improvement and execution. It should uphold your current business measures and just spotlight on whats fundamental. Measure methodically. The most ideal approach to urge wanted conduct is to gauge it. Start straightforward and select a couple of supporting measurements on the organization and individual level (Glenn, 2021). Adjusting the development measurements to the higher perspective is extraordinary compared to other approaches to guarantee the organization is really doing whats necessary of the right things. Rather than periodic development crusades, continually estimating the organizations advancement will assist with making development a ceaseless practice. Put the right instruments set up. Utilizing the right apparatuses helps in overseeing development when the realizes what to accomplish, and having an unmistakable cycle for it. To have the option to viably accumulate and foster novel thoughts, contemplate whether your current apparatuses can assist you with accomplishing your objectives (Glenn, 2021). If not, search for an appropriate arrangement that meets your necessities. Make a supportive of development culture Having procedures, cycles, and devices is incredible, however these by themselves will not get development going. The capacity to develop a mentality of development and shape your way of life to help advancement is pretty much as significant as the right instruments and cycles (Bryson & Alston, 2015). Culture is the aggregate manner by which things complete in your organization. While making a culture helpful for development, you should think about the accompanying angles: Communicate mission. Ensuring representatives know what should be finished by imparting mission and assumptions unmistakably (Bryson & Alston, 2015). Rather than saying: We should do this, clarify the thinking behind the choices and attempt to inspire workers by causing them to feel what they do is a significant piece of the master plan. Zeroing in on engaging individuals and considering them responsible for their work and choices. Clarify and build up qualities. Shared qualities are the main thrust behind any culture. In any case, an organizations ideal qualities are frequently unique contrasted with the qualities practically speaking, which is the reason the organization needs to move toward them basically. Are these really the qualities expected to build up it (Bryson & Alston, 2015). Remember that when encouraging a culture of development, conveying aggregate qualities isnt sufficient if individual qualities arent lined up with them. In this way, attempting to enlist for social fit and focus on characteristics that affect the whole workplace. Improving on abilities. While recruiting for social fit, dont disregard relationship building abilities. Without important abilities, executing thoughts turns into a test (Bryson & Alston, 2015). Ensuring having gifted individuals on all levels of the association, as a talented labor force can truly assist an association with improving and develop. Empowering learning and supporting nonstop close to home improvement help the organizations operability. Innovation is tied in with working on a business. Its significant on the grounds that it can assist the association with turning out to be more aggressive and key (Bryson & Alston, 2015). The previously mentioned angles make a decent beginning stage in case it is searching for approaches to expand advancement inside your group or the whole association. The most ideal approach to begin is by explaining the objectives and imparting them obviously to every individual who will be associated with the cycle (Bryson & Alston, 2015). When the organization has known what it needs to accomplish with advancement, executing the arrangement practically speaking starts. Incorporating development into the organizations methods of working is frequently the simple aspect. Social change, in any case, is the thing that requires some investment and requires consistent support and advancement. As it is seen in the sales forecast for the connected vehicles, the number of vehicles that can be sold based on my company comes the third. KORKMAZ (2020) explains that competitive strength to my market virtues is weak compared to those of my competitors. The market is only favorable to my company if and only if the assets is added and reducing the number of liabilities that could accrue to the company. As KORKMAZ (2020) assert growth rate for the competitors varies steadily from one another depending on their mode of production. BMW is depicted to decrease in the projected 10 years to come. This is a lose in the market share, this might be due to the reasons that, their products are dropping in the quantity and the competition to it does varies significantly. On Toyota company, depicted on the market share for the connected cars and the trucks it is clear that this Toyota company is undergoing changes that would yield good results to the company. This is the positive good results that reflects on the positive growth rate to the company (KORKMAZ, 2020). VW company in comparison with Toyota have significant market share, VW has bigger growth rate compared to all the companies in the marketplace. This might be as a result of quality output that the company is producing timely. Based on the market share, VW owns the bigger market as compared to the rest of the companies, Toyota follows closely and my company comes third and BMW closes amongst other companies. As in comparison to my company, these competitors are gaining the market share and winning most of it (KORKMAZ, 2020). My company is significantly losing in the market might be due to insignificant number of inputs employed. The pie charts demonstrate this figure1 and figure2. The number of connected cars and trucks now on my company is high compared to 2030, this is an indication that am losing the market share as the time goes by, BMW is slightly increasing their market share meaning that they are winning some of its customers as the time goes (KORKMAZ, 2020). Toyota company has its number of connected cars and trucks relatively depreciating and finally VW is the leader in the market though there is a decrease in the number of connected vehicles in the year 2030. All these competitors have relative number of employees in relationship with their assets, net income varies according to their standards of accommodating the current market. These competitors have much operating income as compared to my company and this is a reason why I won’t continue with positive result further. Financially speaking, VW is stronger mi the market hence the main reason it is the leader and followed by Toyota and BMW then my company comes last in the market. My market share is depreciating as compared to those of the competitors. My company is losing shares as a result of: methods of production and poor-quality products from the company. Poor marketing again could be the main reason that led to this (KORKMAZ, 2020). My company’s growth potential is negative because as it is in the reflection for 2030 it is seen to depreciate. This company’s financial books as compared to the competitors have major insignificancies and cannot relate well with the operations. Total available market for VW, Toyota, BMW and my company for the future is certain based on the statistics, VW is good company that would hold its customers positively followed with Toyota significantly. BMW and my company almost share the same cohort. Total available market for cars and trucks is around a quarter of the global market, this shows that globally there is need for more cars and trucks. TAM for IOT-connected cars and light trucks is relatively a third of the global market, hence showing that there is need for more production of IOT related vehicles (KORKMAZ, 2020). Projected compound annual growth rate (CAGR) for cars and light trucks shows VW increasing followed by Toyota, BMW and my company at last. Projected CAGR for IoT-connected cars and light trucks shows BMW surpassing the global market demand followed by Toyota closely and there which is closely followed by VW and finally my company. Fast growing competitor is VW as it is shown in this comparative growth data. These companies have not to run away from technological changes but to embrace it, this will foster their business and hence keeping them relevant in the market. Exploring their market niche will enable the companies to understand the customers needs and as a result will bring positive improvement to their organizations. For customers not responding faster, the company offering the products need to act immediately and respond to the current industry trend in the market rather than compelling to do away with it (KORKMAZ, 2020). Focus on new markets; Once the market is established, move forward and expand into new business areas. BMW, for example, flooded one of the companies looking for, I may decide to switch to a new area of ​​business. A new line of business can lead to faster and better development, but rest assured that your company is prepared for other markets first. The following steps the company needs to take from concept outline to launch include: Develop ideas for new products. Thinking of new elements is an innovative task that requires a certain angle. Organizations use a variety of internal and external sources to find ideas about new elements. A SWOT investigation can show quality in existing articles which could be the reason for new articles or market openings. The path to the thinking stage in old age is to examine the potential outcomes and realize that most of them do not lead to the elements they were intended to present. Check product ideas. In this early phase, there is not much to think about the item and its market opportunity. The notion of elements which do not conform to the general purpose of the association must, however, be rejected at this point. At this early stage, the thoughts of the article can be easily verified by some kind of internal evaluation. The representative can evaluate the thought of the item, as demonstrated, for example, by a series of actions; those with low scores were eliminated and undoubtedly the highest position advanced. Develop and test ideas. The ad tries to get the spot idea as precise as possible to get an accurate response from the target buyer. These answers can then be used to study bottom lines, ad mix, and audits. New devices are available that innovate to improve items, helping to quickly develop models that can be tested with potential buyers (KORKMAZ, 2020). While test ideas can include real-item models, the initial test results are much more solid. Idea testing helps organizations avoid investing resources in misunderstood ideas, while also helping them get and retain exclusive thoughts on articles. Business case analysis. Before organizations are interested in running an event, they must be sure that there is an adequate return on investment. The cost and expense demonstration plan are part of the business expertise, but the full scope of the investigation covers all income, expenses, and other business implications of the item. Technical development and marketing. Measures of professional progress vary widely, resulting from the type of position. For articles with confusing prefabricated dimensions, there are laboratory steps to define and similar complex steps to promote assembly systems (KORKMAZ, 2020). There may be a new cycle that offers help, requires new display options or a new hardware transfer. While special improvements are in progress, the presentation office is trying to pursue the most ideal combination of advertising with initial products among the target customers. Test marketing and validation. This test is the final stage before commercialization; The goal is to examine every factor in the advertising plan, including item components. The testing of an item is initiated entirely by the manufacturer: the person selects samples from individuals, provides the test item to the buyer, and motivates the buyer to show interest. Launch. Advertising factories are meant to bring articles to market. This phase marks the beginning of the items life cycle. Evaluation. This market information leads to other thinking models of improvements and changes that can be made across all components of the ad mix. The size of the development to be affected here will depend on the effort that the company has on availing the necessary resources. Capital runs the business to the required level, adding capital to the business will improve its production to the next level (KORKMAZ, 2020). Personnel to affect the productions need to be more than the available for faster production. Rapid prototyping and rapid tools offer manufacturers the opportunity to facilitate the item improvement process. In this case I can use innovation to create scale models of sections and articles. In addition, you create the necessary tools for the elements at the same time, which further speeds up the interaction. Working with a full-fledged designer who creates a strategic plan for assembly offers the opportunity to accelerate the production of goods without losing quality. References Bryson, J. M., & Alston, F. K. (2015). undefined. John Wiley & Sons. Etheridge, D. (2014). Sharing your workbook with others. Excel® Data Analysis, 256-275.  https://doi.org/10.1002/9781118983935.ch13 Glenn, M. (2021). An Org Devl approach to strategic planning: A springboard to success. KORKMAZ, G. (2020). The moderating effect of internal audit in strategic planning implementation success. Istanbul Management Journal, 57-84.  https://doi.org/10.26650/imj.2020.88.0003 Market share percentage for connected cars and trucks now 1 7.1001855287569568E-2 3.0000000000000002E-2 8.899814471243042 1E-2 0.15500927643784787 Market share percentage for connected cars and trucks in 2030 1 1.9820808908581174E-2 3.0721273550689123E-2 8.6203854372929198E-2 0.13194267453486777 Market share percentage for cars and trucks now 1 5.7966973386622052E-2 3.9068067044644793E-2 8.5323914861976019E-2 8.7647550887628961E-2 Market share percentage for cars and trucks in 2030 1 5.2848232848232847E-2 3.7733887733887736E-2 8.40956340956341E-2 9.0041580041580041E-2