2015 Strategic Plan

Prepared by:
Tommy Tambourine
Sara Shumway
S+T Communications

October 21, 2015

Page 1 of 22

Table of Contents
Page

Executive Summary ........................................................................................................3

Introductory Summary....................................................................................................3
1.0 Organization Background .....................................................................................4-6
1.1 Business definition ..........................................................................................4
1.2 Vision................................................................................................................4
1.3 Mission.............................................................................................................4
1.4 Value Proposition..............................................................................................4
1.5 Organization Structure......................................................................................5
1.6 History & Culture .........................................................................................5-6
2.0 Situation Analysis..................................................................................................6-10
2.1 Definition & Scope of Situation....................................................................6-7
2.2 Stakeholders Effected ......................................................................................7
2.3 Competition ..................................................................................................7-8
2.4 SWOT Analysis...........................................................................................8-10
2.5 Market Position..............................................................................................10
3.0 Plan ......................................................................................................................10-17
3.1 Objectives, Strategies and Tactics.............................................................11-12
3.2 Critical Success Factors ...........................................................................13-14
3.3 Key Performance Indicators ..........................................................................14
3.4 Budget & Resource Allocations.....................................................................15
3.5 Timeline....................................................................................................15-16
3.6 Evaluation Method & Anticipated Results................................................16-17
Appendices ................................................................................................................18-20
A. Awareness Survey Questions ..........................................................................18
B. BrakeOMeter Strategic Plan Budget...............................................................19
C. BrakeOMeter Strategic Plan Timeline ............................................................20

Page 2 of 22

Executive Summary

BrakeOMeterisanupcominglimitedliabilitycompanyoperatingoutofChicagoseeking
tointerceptcustomersandprovideabetterproductthanthemarketcurrentlyoffersinthe
motorsportindustry.ThecompanycurrentlyoperatesoutofitsparentcompanyOrion
Industries'facilityaftertheoriginalprototypewascreatedin2014.Afterfinalizingthe
productdesigninAugust2015,BrakeOMeterwillbeofficiallyrevealedtothepublicat
thePerformanceRacingIndustrytradeshowinDecember.
ThefollowingplanistoaidBrakeOMeteringainingproductawarenessandattracting
customersduringthefinaltwomonthsofits2015calendaryear(whichbeganJanuary1,
2015)andthefulloperatingyearof2016(whichbeginsJanuary1,2016andconcludes
December31,2016).Thecompanywillfirstbedefinedandanalyzedinordertoreview
themission,valueanddailyoperations.Next,thepossiblegrowthopportunitieswillbe
examinedalongwithpossiblehindrancestoBrakeOMeterssuccess.Fourpossible
objectiveswerecreatedforBrakeOMeter,aswellasaproposedtimelineforcompletion
oftheobjectivesandatentativebudgetfortheplanarepresented.Thesuggested
objectivesare:
Attendthetenhighestprojectedattendedproandamateurracesaroundthe
countrytobothsellproductandcreateawareness.
Createacrossoveremployeetrainingprogramtotrainandeducatesister
companysalespeopleaboutBrakeOMeter.
UtilizetwosocialmediatoolstoincreaseBrakeOMetersonlinepresenceand
attractmorecustomers.
IncreaseBrakeOMetersbrandrecognitionby25%intheracingcommunityto
growcustomerbaseandgrowoutofunderdogstatus.
ThisplanwillserveasaguideforBrakeOMetertoputtheseobjectivesintoplaceforthe
remainderofthiscalendaroperatingyearandanyfutureyears.Theownerandmanager
willberesponsibleforknowingthisplanandencouragingtheemployeestoperformin
accordancewiththeobjectives.Thisplanmaybealteredinfutureyearstoincreasethe
companysoverallsuccessandaddanyobjectivesmanagementseesfit.Afterthe
acceptanceofthisplan,BrakeOMetermaybegintakingthestepsoutlinedbelowtogrow
andexpand.

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1.0 Organization Background

This section serves as a basis of knowledge about the core business of BrakeOMeter. It provides
the supplementary material necessary to understand the situation analysis in section 2.0 and the
plan in section 3.0.
1.1 Business Definition

BrakeOMeterisalimitedliabilitycompanythatoperatesunderitsparentcompanyOrion
Industries.BrakeOMetersellsthreedifferentsizedbrakebiasadjustersforusestrictlyin
themotorsportindustry.BrakeOMeterisopenatitsChicagoofficeMondaytoFriday
8:30a.m.until5p.m.BrakeOMeteroperatesonacalendaryearbasis.
1.2 Vision

BrakeOMetersvisionistobethepremierproviderofbrakebiasadjustersinthe
motorsportindustrybyhavingBrakeOMetersineveryracecararoundtheworld.
1.3 Mission

ThemissionofBrakeOMeterisutilizetheknowledgeoftheiremployeeswho
understandstheircustomersneedsandseektoprovidethemwiththebestpossible
productforbrakinginthemotorsportsindustry.
1.4 Value Proposition

ThevaluepropositionisimperativetoassertingwhycustomerschooseBrakeOMeter
overthecompetitors.Thevaluepropositionhastwoparts:athesisstatement,which
describesBrakeOMetersdistinctivepurposeandproducts;andproofpoints,which
supportthethesisstatementanddemonstratetheadvantagesofchoosingBrakeOMeter.
Thesis:BrakeOMeterisalimitedliabilitycompanyofferingcustomerstheability
tocontroltheirbrakingpowerwithultimateprecisionandconfidencewiththeone
andonlyBrakeOMeterdial.Getthepowertoknowexactlywhereyourbiasis
setandreliablyadjustitforoptimumbalanceinanysituation.BrakeOMeteris
theknobwithabrain.
ProofPoints:

BrakeOMeter is the only brake bias with micrometer-like precision.

BrakeOMeter prides itself on its extensive motorsports background.
BrakeOMeter offers three different sized products that offer the same function.
BrakeOMeter employs racers who know what other racers want
BrakeOMeter has established itself as the underdog against its competition in the
motorsport industry.

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1.5 Organization Structure

BrakeOMetercurrentlyhasthreefulltimeemployees.Asbusinesspicksupoverthe
courseoftheyear,moreemployeeswillbeneededtohopefullyhelpmeetrisingdemands
ofcustomers.Thecurrentemployeesagesrangefrom55to75,andallhavedifferent
motorsportbackgroundsandnetworksofpeopleacrosstheindustry.Beloware
descriptionsofthejobroles.
1.5.1Owner:BruceNesbitt
Theownersfirstbusiness,OrionIndustries,istheparentcompanytoBrakeOMeter
alongwithDimensionBondandSurfaceSolutionsGroup.Hecurrentlydevotesthe
majorityofhistimetoBrakeOMeterwhilethepresidentofOrionIndustriesdealswith
DimensionBondandSurfaceSolutionsGroup.OnceBrakeOMeterisofficially
operationaltheownerwilldevotemoretimetohisotherbusinessesandletthemanager
ofBrakeOMeterrunthedaytodayoperations.
1.5.2Manager:RonTambourine
Themanagerisinchargeofmaterialordering,legalcomponentsanddaytoday
operations.Healsoattendsmeetingswiththeownerandhasagreatdealofinputin
organizationaldecisions.Themanageralsodelegatestasksandsmallprojectsto
subordinatesandinterns.Themanagerworksvarioushoursthroughouttheweekwhile
doinginsuranceforhisownclientsandrunningtheownerofBrakeOMetersraceteam.
OnceBrakeOMeterisoperationalthemanagerwillhavemorestructuredhoursanda
dailyroutine.
1.5.3Engineer:PaulMargis
TheengineercomesupwithdesignsforinternalcomponentsofBrakeOMeter.Daily,he
assemblestheproductandmakesadjustmentstotheproductastheownerseesnecessary.
Hehasinputinmaterialchoicesfortheproduct.
1.6 History & Culture

ThecompanyisownedbyBruceNesbittandislocatedat5170N.NorthwestHwy,
Chicago,IL60630.ItofficiallybecamealimitedliabilitycompanyinAugust2014.Sales
werenonexistentduetoproductdevelopmentlastingnearlyayear.Thecompany
currentlyoperatesoutofitsparentcompanysbuildingandwillcontinuetooperatethere
fortheforeseeablefuture.
Originally,theownerthoughtoftheideaofBrakeOMetermanyyearsagowhile
racingcarsprofessionally.Overthepastfewyearstheownerhasmadeattemptstoreturn
toprofessionalracing.InAugust2014hereturnedtotheTransAmSeries,whichhewas
apartofformorethanadecadebetweenthe1980sand1990s.Duringthemonthsleading
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uptohisreturntoracingwhilewaitingforhisnewracecartobebuilt,hereturnedhis
focustotheBrakeOMeterandstarteddevelopingitalongsidehislongtermemployee
andcrewmember,PaulMargis.BrakeOMeterhasgrownoverthelastyearalongsidethe
ownersraceteamOrionMotorsports,whichheusesasawaytopromotetheupcoming
business.
BrakeOMeterpridesitselfonextensivemotorsportknowledge,andthepassionto
giveabetterproducttopeoplewhoarejustlikethem.BrakeOMeterhasafriendlyand
casualworkenvironmentfocusedonbuildingbusinessrelationshipsandprovidingthe
bestservicepossibletoitscustomers.Theofficehasaverycasualfeelwithmost
employeeswearingjeans.Brucesownofficehasracingmemorabiliascattered
throughout.MostofBrakeOMetersculturehasbeenbuiltoffofitsparentcompany
Orionindustries,butBrakeOMeterwillhaveitsownbeliefs,valuesandpractices.
Withnearly100yearsofcombinedmotorsportexperiencebetweenBruce,Ron
andPaul,customersshouldfeelassuredtheyarechoosingthebestproductavailable
whenchoosingBrakeOMeter.Theemployeesaresomeofthebestpromotersand
advertisers,andoftenbringinmanyfriendstotestBrakeOMetersandofferfeedback.

2.0. Situation Analysis

BrakeOMeterhasthepotentialtogrowandbecomeverysuccessfulinitsfirst,true,full
yearofoperation.Inorderforthecompanytocontinueimproving,anexaminationofits
currentbusinessenvironmentisneeded.ThissectiondetailsandanalyzesBrakeOMeters
situationbydefiningthescope,acknowledgingstakeholdersaffected,identifyingand
explainingthecompetition,andperformingasituationalanalysisforBrakeOMeters
strengths,weaknesses,opportunities,andthreatsforbecomingasuccessfulbusiness.A
finallookatthecompanysmarketpositionwillrevealaparticularlyimportant
dimensionforitsstrategicdirection.Further,BrakeOMeterislookingtogetasmany
BrakeOMeter'sintoasmanyracecarsaspossible.CorvetteracingintheIMSA
WeatherTechSportsCarChampionshipandmultiplecarsintheTransAmSeriesarethe
firstracecarstoutilizetheinnovativeBrakeOMeter.
2.1 Definition & Scope of Situation

BrakeOMeterisbecomingfullyoperationalandispreparingtomoveproductandrecord
itsfirstfinancialdatafromsales.InorderforBrakeOMetertoattractcustomersandhave
successfulsalesnumbersintheblack,itwillhavetopromoteitselfproperly.Asanew
companytryingtocreateacustomerbase,BrakeOMeterwillhavetoattractcompetitors
customers.BrakeOMeterneedstoleanonitsvaluepropositioninallitspromotional
material(seesection1.4).
BrakeOMeterwillrelyonacustomerbasetokeepthedoorsopen.
BrakeOMeterstargetcustomersaremenandwomenbetweentheagesof25to65who
areinvolvedinautoracingofallkinds.CurrentlyBrakeOMeterscompetitorsAlcon,
TiltonandWilwoodhaveavastmajorityofcustomersithopestoattract.Thebest

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opportunitytoimpresspotentialcustomerswillbeatvariousracetracksandtradeshows
BrakeOMeterplanstoshowcaseitsproductat.
Currently,BrakeOMeterissufferingfromalackofbrandrecognitionbecauseitis
sonew.ManypeopleinmotorsportsdonotknowaboutBrakeOMeteryet.However,
plansareinplacetochangethat.TheemployeesofBrakeOMeterhavebeenabletouse
theirconnectionstogettheBrakeOMeterinthehandsofaveryrespectable
championshipwinningraceteaminCorvetteRacing.BrakeOMeterhasalsobeen
fortunatetobeapartoftheTransAmSerieswithOrionMotorsportsandgetotherteams
toutilizetheBrakeOMeter.Waystogetmorerecognitionwouldbeutilizetestimonials
fromCorvetteRacingandotherteamstohelppromotetheBrakeOMeter.Engagingwith
potentialcustomersonvarioussocialmedianetworkswouldbeanotherwaytopromote
theBrakeOMeter.TheofficialBrakeOMeterwebsitelaunchedinOctober2015andis
currentlyonepage,whichallowspeopletosignupformoreinformation.Therestofthe
websiteisstillbeingworkedonbutwillhopefullybereadyforthePerformanceRacing
IndustrytradeshowinDecember2015.TheplanisforallBrakeOMeterstobesold
directlyfromthewebsite.
2.2 Stakeholders Effected

CustomersarethelargestgroupofstakeholdersforBrakeOMeter.Withoutsupportfrom
customers,BrakeOMeterwillfail.BrakeOMetercurrentlyreliesheavilyonconnections
andrelationshipsbuiltbyitsemployeestoattractcustomersandcreateproductsthat
peopleinthemotorsportindustrywillneedtohave.SofarBrakeOMetersarein5Trans
AmSeriescarsandthatnumberisanticipatedtogrowwithmanyteamsrequestingthem
fromBruceattheTrack.Bruce,RonandPaulhavebuilttremendousrelationshipsover
thepastyearwithteamsintheTransAmpaddock.
BrakeOMeterneedstogainitsowncredibilityandrelylessontheconnectionsof
itsemployeestoonedaybecomeselfsustaining.Therearenosalescurrentlyonthe
booksfromcustomersthatBrucedoesntpersonallyknow.BrakeOMetersparentand
sistercompaniesarealsostakeholdersregardingBrakeOMeterssuccessbecausethese
companieshelpedbuildBrakeOMeter.WithoutthesecompaniesBrucewouldnothave
hadthefundsorresourcestobuildBrakeOMeter.Asmallerstakeholderisthe
manufacturingcompanythatreplicatesandmassproducesallthepartsthatPaul
fabricatedhimselfathisworkstation.IfBrakeOMeterdoesntsucceed,thismanufacturer
inChinawilllosebusiness.IfthiscompanyinChinafailstoprovideBrakeOMeterwith
qualityparts,BrakeOMeterwillhavetoreevaluatewhereitgetsitssuppliesfrom.
2.3 Competition

BrakeOMetersmajorcompetitorsarethelongtimeprovidersofbrakebiasadjustersin
themotorsportsindustry.SomeofthesecompetitorsareAlcon,AllstarPerformance,
Tilton,WilwoodandanotherupcomingcompanycalledQTM.Allofthesecompanies
offerthebasicbrakebiasadjuster.Itisacircularknobonthedashboardthatthedriver
turnstoadjusthowmuchfrontorrearbrakethecarhas.Allofthemofferzeroindication
ofhowmuchbrakeisinthefrontorrear.
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ThecompaniesthatalsooffermeasuringbrakebiasesareAllstarPerformance,
AlconandQTM.Allstarsbrakebiasadjusterisaseveninchrodthatcannotbeplacedon
thedashboard.Ithasmostlybeenseensecuredtothecarsinteriorbythedriverslegs.It
isbiggerthanotherproductsonthemarketandhardertoreadsincemanycantfinda
goodplacetoplaceitinsidearacecar.Alconisoneofthebiggercompetitorsbecause
theirbrakebiasadjusterverysimilartoBrakeOMeters,butitismoreexpensiveandalso
isntforsaleontheirwebsite.Itisaverydifficultproducttofind.Thisisstrangebecause
Alconisoneofthebiggestbrakepadandbrakepedalassemblycompaniesintheworld
alongwithTilton.GTMisanothernewbielikeBrakeOMeter.Theyaresimilarto
Allstarsbiasadjuster.QTMskeydifferenceisthatitisaleverthatthedriverwilleither
pushorpulltoadjustthebrakes.IthasthesameproblemasAllstarsbecauseitcantbe
placeinagoodspotforthedrivertoreadandadjusteasily.Itisalsomadewithalotof
plasticandtheinstallationrequiresmorestepsandmaterialstomakeitcompatiblewith
TiltonandAlconpedalassemblies.
SincetherearemanysimilarproductsliketheBrakeOMeter,BrakeOMetermust
promoteitsspecificdifferencesandadvantagesitoffersoveritscompetitors.Rightnow,
theBrakeOMeterisjustaproducttogoalongsideofitscompetitorsbrakesystems.The
BrakeOMeterbrakebiasadjusteriscompatiblewithTilton,Alcons,andWilwoods
brakepedalassemblies.BrakeOMeterdoesntwantcustomerstoreplacetheirentire
brakesystems;theyjustwantcustomerstoreplacetheiroldbrakebiasadjusterswith
theirbetterBrakeOMeter.
2.4 SWOT Analysis
This analysis of BrakeOMeters strengths, weaknesses, opportunities and threats (SWOT) reveals
categories of advantage, disadvantage, growth and limitations to the companys operation. Each
SWOT item is stated (i.e., aspect), defined in terms of what it means to the company (i.e.
implications), and addressed in terms of what may work to meet that aspect for BrakeOMeters
benefit.

Strengths

Aspects
Employee
knowledge of
motorsport
industry.

Implications
Understanding of
what customers in
motorsports need
and want.

Possible Actions
Continue to employ
knowledgeable
people to ensure
customers needs are
met.

Upcoming
ecommerce
website.

Ability to sell
directly from
website and keep
track of orders and
allow customers to
read product
specifications.

Enable customers to
make fast purchases
through easy to use,
attractive website.

Selling a product
with specific

More benefits for

customers than

State specific
differences and

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Weaknesses

Opportunities

advantages over
competition.

offered by
competition.

advantages of
BrakeOMeter and
show how it is
compatible with
competitor products.

Utilizing ad
agency to
develop
advertising
material.

Professional ads
offer the best
chance to attract
potential
customers.

Publish ads in various

motorsport
publications.

Lack of Customer
Base.

No customers to
buy
BrakeOMeters.

Promote BrakeOMeter
to create awareness
and attract
customers.

Not utilizing
social media.

Missing
opportunity to
expand reach and
make people
aware of
BrakeOMeter.

Advertise with
Facebook and other
platforms while
interacting with
people.

Small product
variety

Customers arent
given a variety or
customizable
options.
Reaching out to
different areas of
motorsport will
bring in a wide
variety of
customers and
potential to hire
new employees
with different
motorsport
backgrounds.

Create more products

and different products
for motorsports.

Offering more
products, not just
brake bias
adjusters, will
increase the
number of people
who will buy
BrakeOMeter
products.

Develop more
products that are vast
improvements on old
or current products.

Attend more
races to reach a
variety of
different types of
racecars.

Selling more
products
compatible with
competitor
products.

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Send employees to
speak with owners,
teams, drivers and
race series about
BrakeOMeter.

Threats

Selling
BrakeOMeters
through other
means not only
through the
website.

Customers will
have options to
buy products on
different places
online possibly as
part of larger
orders or even buy
directly from
vendors at the
racetrack.

Talk to motorsport
part distribution
companies and small
vendors to possibly
sell the BrakeOMeter.

Reach more
highly respected
race teams to
use their product.

Better testimonials
will create a
perspective of a
better product.

Respected
competitors.

Competitors have
great products
with loyal
customers that
might not want to
use other brands.

Connect with
respected people in
motorsports to use
and support the
BrakeOMeter to grow
credibility and
exposure through
case studies and
testimonials from
Corvette and others.
Customers might not
see the benefits of
BrakeOMeter as
something they need.

Perception of not
being a
necessity.

Attract employees
through the
compatibility of
the BrakeOMeter
with their current
products and
through the ease
of installation.

Create a stronger
demand for the
product through the
solutions that only
the BrakeOMeter can
provide. Show the
consequences of not
having a
BrakeOMeter.

2.5 Market Position

BrakeOMeter is an underdog in the motorsports industry. This position allows it to take

risks to try and capitalize on the market. BrakeOMeter can increase business and become
a star in the industry with the correct positioning. BrakeOMeter currently views itself
occupying two different positions in the motorsports industry.
1. Niche Occupier: BrakeOMeter targets a particular audience (racers) with a
specific product (adjustable brake biases). To stay out of the shadow of
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competitors, BrakeOMeter promotes its dials to customers as a dreams that finally

came true. BrakeOMeter has demonstrated this by finally building an adjustable
brake bias with a measuring scale built in. This is something people in the
motorsports industry have always wanted, but before now, no one has done it as
simple or as affordable as BrakeOMeter.
2. Repositioner: BrakeOMeter is urging potential customers to product because it is
more effective than the competition. BrakeOMeter is urging its specific audience
to use its adjustable brake bias because it is more effective and helpful than what
is currently being offered on the market. It is changing the brake bias by adding a
crucial feature, which is the measuring dial that allows drivers to adjust their
brakes much more accurately. Before the BrakeOMeter, all that was offered was a
turnable knob that indicated only either front or rear in the direction the driver
turned it. The BrakeOMeter is the official knob with a brain by incorporating the
measuring dial.

3.0 Plan

In order to build a successful business that has maximum earning potential, we will need
to utilize the strengths of BrakeOMeter. Below is an outline of specific objectives,
strategies, and tactics that BrakeOMeter must utilize in order to achieve its goal.
Following this chart is a list of Key Performance Indicators (KPI) for BrakeOMeters
success, a timeline for the strategic project plan and budget and resource allocations.
3.1 Objectives, Strategies and Tactics
The table below demonstrates the objectives, strategies, and tactics that create the most important
part of this strategic business plan BrakeOMeter. Bruce has assigned this strategic plan project a
budget of $10,000.
Objectives: The main results that BrakeOMeter must achieve to strengthen its business
and get closer to realizing its vision. There are four parts of each objective: the desired
effect, a measurable goal for that effect, a target audience, and an established deadline.
Strategies: The categories of actions in which BrakeOMeter must in engage to fulfill the
objectives.
Tactics: The specific actions BrakeOMeter will take in order to accomplish each strategy,
which will fulfill each objective.
Objectives
1. Promote at the ten
projected highest
attended pro and
amateur races around
the country by Aug.
31, 2016.

Strategies
Establish a relationship
with racing series in
order to raise brand
awareness and to
appeal to new
customers.

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Tactics
Set up attractive
promotion booths at
races to promote
product and brand
Pass out print media
(brochures, flyers,
coupons)

Benchmark:
BrakeOMeter has
never promoted at
any races in the past.

Display informational
video that showcases
the product in action

(Rationale: Promoting
at ten races in the first
half of the year will
gain a customer base
and raise awareness
in the industry.)
2. Create a crossover
employee-training
program by March 1,
2016, to train and
educate sistercompany salespeople
about BrakeOMeter.

Offer sister-company
salespeople the
opportunity to sell the
new brands product by
providing them with
educational training
about it.

Benchmark: The sister

companies have used
crossover employeetraining programs in
the past.
(Rationale: By crosstraining the
employees that are
already selling sister
company products,
BrakeOMeter will
benefit by saving on
completely training
new salespeople. The
salespeople will also
benefit buy gaining an
expanded product
variety.)
3. Increase
BrakeOMeters online
presence by utilizing
two social media tools
by Aug. 31, 2016

Reach customers on
multiple online
platforms to cultivate
strong relationships and
product knowledge and
raise brand awareness.

Benchmark:
BrakeOMeter does not
currently utilize any

Informational
seminars about the
new brand and
product
Extensive computer
training focused on
how to sell the new
product
Series of tests to
ensure the
employees
knowledge is
accurate
Field training
completed by Dec.
31, 2016.

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Set up Facebook
account for
BrakeOMeter to post
photos of product,
races, promotional
events and more
Create a YouTube
account to showcase
products in detail

social media accounts,

and two outlets are
the average for
competitors.

and eventually host

commercials for
product

(Rationale: Increasing
BrakeOMeters online
presence will help it
reach its customers in
a quick and easy way
and spread awareness
of the company.)
4. Increase brand
recognition by 25% in
the racing community
by Dec. 31, 2016.

Grow into a well-known

company in the racing
community.

Benchmark: The
recognition of the
company is at 0%, so
there is no
benchmark.

(Rationale: Using the

other objectives to
help increase
BrakeOMeters
awareness will help
the company achieve
recognition from
racers and other
racing businesses.)

Distribute a survey to
gain knowledge of
current brand
awareness levels to
people in the racing
community (see
Appendix A)
Continue
participating in races
and spreading brand
awareness
Utilize more
advertising and
promotion
opportunities such as
social media
advertising,
television and
newsletter ads, and
radio advertising to
reach potential
customers

3.2 Critical Success Factors

The following table highlights four vital factors that could impact the success of
BrakeOMeter. Further, these factors could either enable or disable BrakeOMeter from
achieving their objectives over the course of the next year. Along with each factor, the
implications of each are highlighted. The factors include:
Opportunities: These factors are centered on the strengths of BrakeOMeter and
what it can take advantage of in order to achieve the objectives.
Barriers: Includes potential opposition to the organization that can be situational,
attitudinal, and environmental.

Page 13 of 22

 Environment: This includes internal and external forces that interact with the
ways in which BrakeOMeter functions.
Resources: Included are employees and materials used in the daily operation of
BrakeOMeter.
Objectives
1. Promote at
the ten
projected
highest
attended pro
and amateur
races around
the country
by Aug. 31,
2016.

Opportunities
Potential to
gain the most
amount of
business and
raise
awareness of
the company.

Barriers
Competitors
will be vying
for customer
attention as
well.

Environment
Introduces a
new product
to the
consumers.
Promoting at
popular
tracks will
attract even
more
potential
customers.
Salespeople
will be
competent in
all company
products.

Resources
Brochures,
flyers and
booth
decoration
will have to
be made.

2. Create a
crossover
employeetraining
program by
March 1,
2016 to train
and educate
sistercompany
salespeople
about
BrakeOMeter
and
progressively
train them by
Dec. 31,
2016.
3. Increase
BrakeOMeter
s online
presence by
utilizing two
social media
tools by Aug.
31, 2016
4. Increase
brand
recognition
by 25% in the
racing

Utilizing
current staff
will limit the
turnover rate
and would be
beneficial to
sister
companies as
well.

Salespeople
are currently
unaware of
the new
business and
product.

Presents an
opportunity
for increased
awareness
and sales.

Lacking a
social media
specialist and
strategy to
reach
audiences.

Introduces a
way for
customers to
interact with
the company

Creates a
new position
or possible
internship

The large
racing
community
has a need
for its product

Brand new
business has
little to no
current
recognition.

The owner
has
connections
with
prominent

Customers of
sistercompanies
can help raise
awareness

Page 14 of 22

Current
employees
and
salespeople
have strong
customer
services and
sales skills.

community
by Dec. 31,
2016.

and is easily
accessible.

race
organizations
(Corvette,
Roush, etc.)

once they are

informed of
the new
business.

3.3 Key Performance Indicators (KPIs)

KPIsarespecificmeasurementsthattracktheprogressBrakeOMeterhasmadetowardits
outlinedobjectives.Further,thesemeasurementsshouldbetakenatregularintervalsin
ordertocomparesnapshotswiththeoriginalbenchmarksanddetermineprogresstoward
achievingtheobjectives.
Objective
Promote at the ten
projected highest
attended pro and
amateur races around
the country by Aug. 31,
2016.
Create a crossover
employee-training
program by March 1,
2016 to train and
educate sister-company
salespeople about
BrakeOMeter and
progressively train them
by Dec. 31, 2016.

Benchmark
BrakeOMeter has never
promoted at any races
in the past.

Increase BrakeOMeters
online presence by
utilizing two social
media tools by Aug. 31,
2016

BrakeOMeter does not

currently utilize any
social media accounts,
and two outlets are the
average for competitors.

Increase brand
recognition by 25% in
the racing community
by Dec. 31, 2016.

The recognition of the

company is at 0%, so
there is no benchmark.

The sister companies

have used crossover
employee-training
programs in the past.

Page 15 of 22

KPI
Have customers sign up
for e-mail list at the
booths to measure how
many people interact
with BrakeOMeter at
each race.
Once a training process
is created that is
centered on learning the
new product, the
measurable units will be
in the number of
employees that are
trained in the new
method and how many
BrakeOMeters each
salesperson sells.
Once the accounts are
created, BrakeOMeter
will need to evaluate the
reach of their message
by analyzing follower
count and likes. It
could also measure the
success on social media
and consider social
media advertising.
Positive feedback should
increase by 5% each
survey.

3.4 Budget & Resource Allocations

Tocontinuemovingforward,BrakeOMeterhasgiventhestrategicplanprojectabudget
of$10,000.Thebudgetonlyliststheexpensesthatarenecessarytoaccomplishthe
objectiveswithinthenextyear.ThisbudgethasnotbeenlinkedtoBrakeOMetersannual
operatingbudget.The$10,000isaseparatefundtobeusedspecificallyforthisplan.
ThebudgetoffersBrakeOMeteranitemizedlistofexpensesforspecifictactics
(seeAppendixB).Itisimportanttonotethatifsomeofthesenewprogramscontinue
runningannually,theywouldberecurringcosts.Infutureplanningthecostswouldneed
tobeadjustedforinflation.
Thebiggestexpenseofthebudgetwillbetravelcostsfollowedbycostsforthe
promotionboothandadvertising.Costsfortrainingwillbeconsideredlaborcostsand
wontbeincludedonthestrategicplansbudget.Socialmedianetworksaremostlyfree,
butsomefundshavebeensetasideforboostedFacebookposts.Continuingarace
programintheTransAmSeriestospreadawarenessofBrakeOMeterthroughsponsor
shipwouldbeextremelycostly.Thereasonforitnotbeingonthestrategicplanbudgetis
becauseitisontheOrionMotorsportsbudget.NomoneyfromBrakeOMeteractually
goestoOrionMotorsports.ThemoneyforOrionMotorsportscomesstraightfrom
Brucesprivateaccounts.
3.5 Timeline (beginning with the proposals acceptance/approval)
In order to guarantee a strategic plan that is both successful and timely, a Gantt chart has been
used to display the timeline of the objectives and tactics. The timeline shows the detailed dates
for when each tactic should be implemented. This strategic plan will run from Dec. 12, 2015 to
Dec. 31, 2016. Colors have been used to help readers differentiate between the objectives and
tactics (see Appendix C).
Objective one starts on Jan. 30, 2016 and ends on Aug. 31, 2016. There are several tactics
for the objective and they have different start dates. Steps A and B for tactic one need to be started
earlier than Jan. 30, 2016 to be ready for the official start date of the objective. The last tactic of
objective one will run from Dec. 12, 2015 to Aug. 31, 2016 because the video will first be shown
at the PRI Trade Show. Objective one is highlighted by the color blue.
Objective two starts on Jan. 1, 2016 and ends on March 1, 2016. There are several tactics
for the objective and they have different start dates and end dates. Tactic one begins at the same
time as the overall objective and runs for an entire year to give employees updates periodically
throughout the year. Tactics two and three begin March 16, 2016 and run to the end of the year.
Tactic four begins Jan. 30, 2016 and ends Aug. 31, 2016. Tactic four is designed this way to keep
costs down and so that employees training will travel to the specific promotion locations visited
in objective one. Objective two is highlighted by the color red.
Objective three starts on Dec. 12, 2015 and ends on Aug. 31, 2016. There are several
tactics for the objective and they have different start dates. Tactic one starts Dec. 12, 2016, while
tactic two starts on Jan. 1, 2016. Once tactic one is set up and operational, then tactic two will
begin. Objective three is highlighted by the color orange.
Objective four starts on Dec 12, 2015 and ends on Dec. 31, 2016. There are several
tactics for the objective and they have different start dates and end dates. Tactic one is a survey
and will only be distributed every three months to track brand awareness. This is why there are
only five highlighted sections to indicate when it will be sent out or passed out. Tactic two starts
on Jan. 30, 2016 because that is the first pro race of the New Year in North America. It ends Aug.

Page 16 of 22

31, 2015 because that is projected to be the last date of one of the highest attended races
BrakeOMeter will attend. Tactic three lasts the entire length of the objective because
BrakeOMeter will utilize advertisements for the entire period. Objective four is highlighted by
the color green.
3.6 Evaluation Method & Anticipated Results

To measure the success of the plan and evaluate the progress of the business,
BrakeOMeter must continuously check its key performance indicators. Evaluation
methods are listed below.

Objective 1 Promote at the ten highest projected attended pro and amateur races
around the country by Aug. 31, 2016.
o BrakeOMeter should attend the ten races that are projected to have the
highest attendance in order to have the maximum potential in
promoting the brand. Promotions at these races will include an
attractive booth, flyers, coupons, and demonstrative videos.
o Have customers sign up for e-mail list at the booths to measure how
many people interact with BrakeOMeter at each race.
Objective 2 Create a crossover employee-training program by March 1, 2016 to
train and educate sister-company salespeople about BrakeOMeter and
progressively train them by Dec. 31, 2016.
o Within the next year, BrakeOMeter needs to design and implement a
program to train current sister company salespeople to sell
BrakeOMeters. The evaluation for this objective will be based on the
success of the program and the amount of salespeople that are trained.
Objective 3 Increase BrakeOMeters online presence by utilizing two social
media tools by Aug. 31, 2016
o BrakeOMeter is currently not present on social media. The company
must create a Facebook page to engage and interact with customers.
This will also help gain awareness. They also must create a YouTube
account to be used to showcase the product, as well as to share future
commercials and promotional events.
o The success of these accounts will be measured by the number of
followers gained, as well as by views, comments and likes on posts.
Objective 4 Increase brand recognition by 30% in the racing community by
Dec. 31, 2016.
o BrakeOMeter will need to measure its brand recognition. This will be
done by a series of surveys, the first starting Dec. 12, 2015 and
continuing every 3 months.
o If consumer brand recognition surveys show a 10% increase between
each survey and an overall increase of 30% by Dec. 31, 2015, the plan
was successful.

Page 17 of 22

Each objective will help BrakeOMeter become successful by working together to

promote the brand at races, increase awareness of the brand, educate current employees
on the new brand, and increase BrakeOMeters online presence by utilizing social media.
The benefits to BrakeOMeter from the plan are:
Promoting at races will familiarize the BrakeOMeter name among the racing
community.
Raising brand awareness will help the company gain a customer base and
therefore increase sales.
Implementing a crossover training program will help the company increase sales
and will be time effective.
Increasing online presence will help BrakeOMeter engage with customers and
fans as well as gain brand recognition.

Page 18 of 22

Appendices
A. BrakeOMeter Awareness Survey Questions

In order to measure the awareness of BrakeOMeter as a product among customers

and potential customers in the racing community, a 5 question survey was
constructed. This survey will be distributed to potential customers at the PRI Trade
Show in Indianapolis on Dec. 12, 2015, where the company will make its debut. The
same surveys will be redistributed at races and via e-mail every 3 months following
the debut to measure the increase in brand recognition and awareness among
customers.
1. How familiar are you with BrakeOMeter?
o Never heard of it
o I have heard of it but never bought its product
o I have bought its product
o I buy its product on a regular basis
2. How did you first hear about BrakeOMeter?
o Online
o TV/Radio Advertisement
o At a race/event
o Friend/colleague/family member
o Have not heard of it before
o Other _______________________
3. How familiar are you with companies/products in the racing industry?
o Extremely familiar
o Very familiar
o Moderately familiar
o Slightly familiar
o Not at all familiar
4. What other brands come to mind when you think of brake biases?
o Allstar
o Alcon
o QTM
o Other _____________________
5. How likely are you to purchase BrakeOMeters product in the future?
o Extremely likely
o Very likely
o Moderately likely
o Slightly likely
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o Not at all likely

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B. BrakeOMeter Strategic Plan Budget 2015-2016

Page 21 of 22

C. BrakeOMeter Strategic Plan Timeline 2015-2016

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