Order 6371067-APA-COMPETITIVE ANALYSIS (Business Management) (SEE RUBRIC)

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Competitive Performance Analysis Student’s name: Course name: Instructor’s name: Date:

A. Conduct a SWOT analysis of your business in the simulation by doing the following: 1. Identify one strength, one weakness, one opportunity that has not been met, and one threat that has not been resolved. The SWOT analysis should plausibly reflect the simulated business at the end of Quarter 6 of the simulation. Strength: Our market share for carbon fiber bikes, particularly mountain bike brands, is significant. Weakness: There is a low demand for our Basic+ bicycle brand. Opportunity: We can exploit a vast market opportunity for recreational bicycles. Threat: Immense competition. 2. Justify each strength, weakness, opportunity, and threat from part A1 based on information from your business. Strength: We had an impressive market share of over 30% by end of Q6. Such represented the utmost percentage against our close competitors. Weakness: The overall demand for our Sigma 2.0 brand was below 200 by the end of Q6, thus representing the lowest amongst the brands our company offers. Opportunity: The market share for the recreation bike is at over 20% and ranks number three for our brands thus, such offers a gap which can be exploited to enhance our sales and performance. Enhancing designs and aggressive marketing can help us increase our market leadership in the recreation segment. Threat: Immense competition from our main rival Bolt Bikes resulted in them perforing better than us on the overall market share by end of Q6.

B. Analyze the competitive position of your business in the business simulation by doing the following: 1. Incorporate three strategic line graphs from the “Market” section of the strategic graphs in the final quarter (i.e., Quarter 7) of the simulation into your report.

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. 2. Analyze how specific events and decisions in your business simulation led to the outcomes shown in each of the three strategic line graphs from part B1 Advertising expenses: Cost of advertising for Q5 and Q6 was same at $115,000 compared to Q4: $96,000. The increase in the advertisement costs was due to the need to push properly create awareness about the company’s underperforming brand: Sigma 2.0 as well as continue with advertisement for the other remaining brands.

Number of stores: In Q2, the company only had the New York store as it intended to save more money to use to fund the push in increase for its market share in the recreation and mountain bike segments. By the 3 rd quarter, it had expanded to open a new store in Bangalore, India. The essence of opening in Bangalore was to explore a relatively affordable city to set up shop and save to enable the company open other stores in more markets. The company halted the expansion of more stores in the future quarters to enable the company save up more. But it eventually decided against the move to halt opening more stores and did open one in Rio de Janeiro and Amsterdam by the time it was reaching Q6. Such was to try and capture the recreation market for our underperforming brand and other main brands. Total clicks: By end of Q5, the number of visits to our website and social media pages had increased as seen by the increased number of clicks. Social media campaign for our main performing brands and Sigma 2.0 enable the company to realize more clicks in the course of Q6, making the company the best performer for ads in the recreation and speed divisions. C. Provide recommendations for the future by doing the following: 1. Suggest one SMART goal for your simulated business for the next one to three quarters (Quarters 7–9). SMART Goal: Expand into three more markets as the market for carbon fiber bikes is poised to increase by $16 billion by 2025 (Market Watch, n.d.). Such provides an opportunity for us to exploit and increase our market share by Q9 and other subsequent quarters. 2. Explain why the goal from part C1 was suggested, including how the goal addresses specific needs of the business. Specific: After undertaking conclusive and in-depth research, I plan to open more stores in some of the best-performing markets globally such as London, in the UK, California, US, and

Beijing China (Yahoo Finance, n.d.). Such will help expand our operations and increase revenue realized, subsequently improving our profits. Measurable: We intend to exercise utmost care when analyzing each quarter to ensure every opened store is realizing the positive impact it was intended to achieve. Attainable: The goal of opening three more stores is achievable as seen by our expansion during the first six quarters; thus, we proved it is possible to enter a new market and achieve rapid success. Relevant: The essence of expanding into three other markets is to increase our revenue and profitability. The last six quarters have shown that expansion into other markets can lead to an increase in revenue and profits; hence, we believe such is relevant. Timed: We will evaluate the company’s success or failures by the end of each quarter to enable us to make adjustments and improvements as we head into the subsequent quarters. Such will allow us to have enough data and information to analyze our plan’s performance by end of Q9. References

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Carbon Fiber Market to Reach $16.0 Billion, Globally, by 2032 at 11.4% CAGR: Allied Market Research . (n.d.). MarketWatch. Retrieved October 7, 2023, from https://www.marketwatch.com/press-release/carbon-fiber-market-to-reach-16-0-billion- globally-by-2032-at-11-4-cagr-allied-market-research-db63664d Carbon Fiber Bike Market Size to Grow by 2,754.14 Thousand Units, Global Automotive Market Considered as Parent Market - Technavio. (n.d.). Finance.yahoo.com. https://finance.yahoo.com/news/carbon-fiber-bike-market-size-103000743.html

Order 6371067-APA-COMPETITIVE ANALYSIS (Business Management) (SEE RUBRIC)

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