1. Running head: STRATEGIC PLAN 1
Strategic Plan
David M Eberle
STR/581
May 20, 2015
Professor Richard Bowman

2. STRATEGIC PLAN 2
Strategic Plan
Executive Summary
Company Background
Organizational Mission
Organizational Vision
Organizational Value Statement

3. STRATEGIC PLAN 3
Environmental Scan
External and Internal Environmental Analysis
External Environmental Factors
External environmental factors are the first element one discusses when creating a
strategic plan for a new or existing company, see diagram below.
Remote Operating Environments
Remote operating environments include such factors as, social, technological, economic,
ethical, political, legal, and ecological. The analysis of this list of factors is both extensive and
tedious in nature. While performing the remote environmental analysis within the external
environmental scan of the Driving Apprentice app, it is important to realize that several factors
will weigh heavier than others will. Social and technological are the factors affecting the remote
operating environments greatest. Currently where social media ranks among the highest when it
comes to the movement of communication around our planet, the availability of the cell phones
becomes one key remote operating environment. This enables more people with the opportunity
to download and use the Driving Apprentice in even more cities around the world. Technology

4. STRATEGIC PLAN 4
affects every business big and small. The escalation of app technology makes it conceivable for
even more individuals of driving age with the availability to download this new app.
Industrial Operating Environments
Typically, it is competition within one’s business industry, which poses the leading threat
to the efficient functioning of day-to-day operations and the eventual profits earned. However, in
the case of the Driving Apprentice app, competition seems to be lackluster. It is through
innovation and its very nature that sets this new app apart from any other. The Driving
Apprentice is a new and unique idea making it innovative. The need for more experienced and
well-informed drivers makes this new app, by nature, both necessary and well deserved.
External Operating Environments
An analysis of the external operating environment for the Driving Apprentice app will
illustrate outcomes in areas such as competitive position, customer profile, suppliers and
creditors, and the nature of the labor market. It is important to reiterate the simple fact that this is
an app, and many of the tangible attributes of a so-called business may not relate. For example,
tangibles such as inventory, employees, manufacturing plants, retail outlets, transportation
networks, etc. may not apply. However, it is equally vital to point out that intangible attributes
as, brand recognition, visual appeal, and customer satisfaction through word of mouth and social
media, etc. indeed intensify the app’s future success, not to mention profitability. This paper will
address one or two of the outcomes as mentioned earlier later, such as competitive position. The
customer profile for the Driving Apprentice app directly relates to the manner of individuals
downloading this new feature. Henceforth, it is reasonable to assume new drivers between the
age of 16 and 25 will be among the highest demographic to benefit from this new app. After the
initial rolling out of the new app, suppliers would not apply as long as prospective customers

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provide their smartphone. Creditors pertain directly to the initial funds needed to design the app
and perhaps the first operation of a small to medium customer support staff.
Internal Environmental Factors
Organizational Internal Strengths
Organizational internal strengths relate directly to the strengths portion of the app’s
SWOT analysis. The strengths noteworthy to the Driving Apprentice include app design and
appeal, customer necessity, straightforwardness of future enhancements, and ease of use. Most
people have heard the old saying “you eat with your eyes first”, this new app is no different.
Currently where looks are everything and vanity run amuck, designing an app with eye appeal is
one of the primary forces, which will drive the success of this new app to the desired intensities.
Assuming operating population levels increase and assuming accidents directly related to the
increased driving population also increase, there exist a customer need for an unassuming yet
practical driving aid. Future enhancements and app upgrades can be automatically directed to the
smartphone as long as the customer permits this procedure. Furthermore, with Bluetooth
technology and communication between driver and automobile this makes the Driving
Apprentice extremely easy to use.
Organizational Internal Weaknesses
The one primary organizational internal weakness has to be the fact that this is a new app
and initial demand for this service will be subtle. Advertising and advertising costs will also
create an internal weakness. The app will initially rely on social media and word of mouth for
future clients. Forthcoming opportunities for advertising may present itself as appreciation for
the new app increases. Other internal weaknesses may include the initial unfamiliarity with the

6. STRATEGIC PLAN 6
new app, the training of the customer support staff, and potential future competition, which
undoubtedly will present itself.
Organizational Resources
Organizational resources include such items as assets, initial capital, equity, patents, and
trademarks, etc. Given the fact, this new app will be a primary home-based business; resources
already exist with the app’s creators. Any monies and equity come from the app’s innovators as
well. Patents, trademarks, and any future protected rights will remain with the creators of the
Driving Apprentice. It is also conceivable to believe any future enhancements to app technology
may also be considered as potential organizational resources. The assumption of resources being
tangible where the user can touch them may be pertinent in this situation. Future organizational
resources may grow as popularity grows for this new app.
Competitive Position
Competitive company position currently remains ahead of the curve when one considers
the innovative status of this new app. Customer feedback is going to be extremely vital in the
future development of the Driving Apprentice. Receiving five stars and glowing reviews is an
essential element in the future development and success of an app of this nature. Receiving
merely one poor review can exponentially ruin the reputation of a growing business.
Competitive Possibilities
Competitive company possibilities, on the other hand, may prove to be a sea of endless
technological opportunities. The advancement of Bluetooth, Wi-Fi, and other hands-free
technologies resonates with consumers and leaves long-lasting impressions. The Driving
Apprentice maintains a database full of driving rules and regulations for cities and states
throughout the United States, with the possibilities for other countries to come aboard. This may

7. STRATEGIC PLAN 7
give the app the ability to foresee driver errors and instruct the driver appropriately. The Driving
Apprentice also may have the future capabilities to communicate directly with city and state
municipalities. This enables the app to maintain enhancements made to private and public road
conditions and changing conditions due to road construction and weather. The app may also have
the future opportunity of a warning system with the potential to notify the driver about accidents
and special events. As long as the app is designed in such a way as to accept new improvements
and maintain the needed memory and storage requirements, competitive possibilities will
increase.
Organizational Structure and Performance
The organizational structure and performance for the Driving Apprentice app is a one of
simplicity and necessity. With minimal overhead and staff, the need for expensive widespread
buildings is diminished. However, minimal structures and staffing will need to be maintained on
a 24-hour basis for technical customer support.
Conclusion
The creation of a strategic plan for any business either innovative or longstanding is a
vigilant process, which includes painstaking attention to detail and many months in the planning.
The external and internal environmental analysis is merely the foundation of a lengthy process.
More processes become increasingly necessary.
Strategic Choice and Evaluation
Purpose - evaluates alternatives an organization must consider to realize growth
Identify the best value discipline
Identify the best generic strategy
Identify the best grand strategy for the Driving Apprentice

8. STRATEGIC PLAN 8
Recommend a strategy or combination of strategies the organization should implement
Implementation Plan
Objectives
One of the important steps involved in development of any strategic plan is an
implementation plan or a breakdown of identifiable steps within the strategic process. The
objective of this implementation plan is to identify the necessary steps within the introduction of
a new app so named The Driving Apprentice. Given the current state of technology and
innovation, it seems there is an app for almost any task from the ridiculous to the ingenious. This
implementation plan will so aid in the implementation or execution of this new app, beginning
with the functional tactics.
Functional Tactics
The functional tactics involved in the implementation plan for the Driving Apprentice are
both intricate and tedious in nature. Involved in this particular portion of the strategic plan are
the intricacies addressed when approaching particular lenders. The product and service sectors
within this particular industry include a bit of each. The Driving Apprentice is a product
purchased while providing a valuable service to each customer. An analysis must be made as to
the certain benefits received from this app. Comparisons will be analyzed when dealing with
similar apps. In addition to product and service comparisons, market and competitive analyses
must be made during the implementation processes. The assessments include but are not limited
to market competitors as well as other apps within this specific industry. There are many apps in
which address GPS locators, positioning guidelines, and driving tips. However, apps like the
Driving Apprentice include much more, including many more products and services previously
described within this strategic plan. The final diplomacy analyzed within this implementation

9. STRATEGIC PLAN 9
plan will be the financials involved in the introduction of such an app. Potential lenders and
entrepreneurs will demand company numbers and financials related with this app unfortunately,
financials for the Driving Apprentice are not available since this is a new innovative product and
service.
Action Items
By this time of the implementation plan in could appear that many of the necessary steps
seem to be duplications of previous ones, be assured this is not the case. The first step within the
action plan is to address who is responsible for implementing the plan. As founder and creator of
the Driving Apprentice, it is up to me to ensure that each of these responsibilities will be
completed in a timely manner. Even though this business began with merely one person, an
action plan team will be assembled in order to successfully fulfill the required duties, which
include friends and family members. The second step within the action item section of the
implementation plan is to identify the precise strategy. The founder and cofounders addressing
the mission and vision for the Driving Apprentice do this. For the time being, the mission and
vision will represent the specific strategy of this new company. After careful thought, the
specific strategy for the Driving Apprentice is to provide the most informational and up to date
driving related data to customers for current and future trips in their vehicles or vehicles where
they journey as passengers. The responsibility for each action item resides with the founder of
the company; this is the third and final step within the action item process.
Milestones and Deadlines
As founder, I have identified three potential milestones and deadlines. The first milestone
is the beginning or the start date for the company. This date depends vastly upon the willingness
of lenders and entrepreneurs and their potential investments. The second milestone or deadline is

10. STRATEGIC PLAN 10
a 5-year set of projections, which include all types of financials and profit and loss statements.
The second period also includes future feasibility studies for future times. The third milestone or
deadline is a 10-year set of complete financials that also includes all types of historical data
addressing the future of the business and potential investors. The milestone and deadline portion
of the implementation plan is more of a set of goals for the company to follow.
Tasks and Task Ownership
The Driving Apprentice app at first will not be a primary means of income for its founder
and cofounders. Therefore, the initial group of founding members will split the obligations of the
business so directed by its founder, myself. Given the abovementioned milestones and deadlines,
there will still be an enormous amount of work to be completed on a daily and a monthly basis.
The individual tasks so directed will therefore be written down and noted for future reference.
Resource Allocation
The initial resources will be limited to personal holdings of the founder and its
cofounders. After the strategic plan is complete for the Driving Apprentice, prospective lenders
and entrepreneurs will be given the opportunity for impending investment of capital. Initial
monies from sales of the new app will go directly back into the business, giving the company a
better than average chance for survival.
Organizational Change Management Strategies

11. STRATEGIC PLAN 11
Financials
All figures will be analyzed and comprised later.
Risk Management Plan
Conclusion

12. STRATEGIC PLAN 12
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13. STRATEGIC PLAN 13