2015 Strategic Plan

Prepared by:
Tommy Tambourine
Sara Shumway
S+T Communications

October 21, 2015

Page 1 of 20

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 20

Executive Summary

BrakeOMeter is an upcoming limited liability company operating out of Chicago seeking

to intercept customers and provide a better product than the market currently offers in the
motorsport industry. The company currently operates out of its parent company Orion
Industries' facility after the original prototype was created in 2014. After finalizing the
product design in August 2015, BrakeOMeter will be officially revealed to the public at
the Performance Racing Industry trade show in December.
The following plan is to aid BrakeOMeter in gaining product awareness and attracting
customers during the final two months of its 2015 calendar year (which began January 1,
2015) and the full operating year of 2016 (which begins January 1, 2016 and concludes
December 31, 2016). The company will first be defined and analyzed in order to review
the mission, value and daily operations. Next, the possible growth opportunities will be
examined along with possible hindrances to BrakeOMeters success. Four possible
objectives were created for BrakeOMeter, as well as a proposed timeline for completion
of the objectives and a tentative budget for the plan are presented. The suggested
objectives are:
Attend the ten highest projected attended pro and amateur races around the
country to both sell product and create awareness.
Create a crossover employee-training program to train and educate sistercompany salespeople about BrakeOMeter.
Utilize two social media tools to increase BrakeOMeters online presence and
attract more customers.
Increase BrakeOMeters brand recognition by 25% in the racing community to
grow customer base and grow out of underdog status.
This plan will serve as a guide for BrakeOMeter to put these objectives into place for the
remainder of this calendar-operating year and any future years. The owner and manager
will be responsible for knowing this plan and encouraging the employees to perform in
accordance with the objectives. This plan may be altered in future years to increase the
companys overall success and add any objectives management sees fit. After the
acceptance of this plan, BrakeOMeter may begin taking the steps outlined below to grow
and expand.

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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

BrakeOMeter is a limited liability company that operates under its parent company Orion
Industries. BrakeOMeter sells three different sized brake bias adjusters for use strictly in
the motorsport industry. BrakeOMeter is open at its Chicago office Monday to Friday
8:30 a.m. until 5 p.m. BrakeOMeter operates on a calendar-year basis.
1.2 Vision

BrakeOMeters vision is to be the premier provider of brake bias adjusters in the

motorsport industry by having BrakeOMeters in every racecar around the world.
1.3 Mission

The mission of BrakeOMeter is utilize the knowledge of its employees who understand
their customers needs and seek to provide them with the best possible product for
braking in the motorsports industry.
1.4 Value Proposition

The value proposition is imperative to asserting why customers choose BrakeOMeter

over the competitors. The value proposition has two parts: a thesis statement, which
describes BrakeOMeters distinctive purpose and products; and proof points, which
support the thesis statement and demonstrate the advantages of choosing BrakeOMeter.
Thesis: BrakeOMeter is a limited liability company offering customers the ability
to control their braking power with ultimate precision and confidence with the one
and only BrakeOMeter dial. Get the power to know exactly where your bias is
setand reliably adjust it for optimum balance in any situation. BrakeOMeter is
the knob with a brain.
Proof Points:

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

BrakeOMeter currently has three full time employees. As business picks up over the
course of the year, more employees will be needed to hopefully help meet rising demands
of customers. The current employees ages range from 55 to 75, and all have different
motorsport backgrounds and networks of people across the industry. Below are
descriptions of the job roles.
1.5.1 Owner: Bruce Nesbitt
The owners first business, Orion Industries, is the parent company to BrakeOMeter
along with Dimension Bond and Surface Solutions Group. He currently devotes the
majority of his time to BrakeOMeter while the president of Orion Industries deals with
Dimension Bond and Surface Solutions Group. Once BrakeOMeter is officially
operational the owner will devote more time to his other businesses and let the manager
of BrakeOMeter run the day-to-day operations.
1.5.2 Manager: Ron Tambourine
The manager is in charge of material ordering, legal components and day-to-day
operations. He also attends meetings with the owner and has a great deal of input in
organizational decisions. The manager also delegates tasks and small projects to
subordinates and interns. The manager works various hours throughout the week while
doing insurance for his own clients and running the owner of BrakeOMeters race team.
Once BrakeOMeter is operational the manager will have more structured hours and a
daily routine.
1.5.3 Engineer: Paul Margis
The engineer comes up with designs for internal components of BrakeOMeter. Daily, he
assembles the product and makes adjustments to the product as the owner sees necessary.
He has input in material choices for the product.
1.6 History & Culture

The company is owned by Bruce Nesbitt and is located at 5170 N. Northwest Hwy,
Chicago, IL 60630. It officially became a limited liability company in August 2014. Sales
were nonexistent due to product development lasting nearly a year. The company
currently operates out of its parent companys building and will continue to operate there
for the foreseeable future.
Originally, the owner thought of the idea of BrakeOMeter many years ago while
racing cars professionally. Over the past few years the owner has made attempts to return
to professional racing. In August 2014 he returned to the Trans Am Series, which he was
a part of for more than a decade between the 1980s and 1990s. During the months leading
up to his return to racing while waiting for his new race car to be built, he returned his
focus to the BrakeOMeter and started developing it alongside his long-term employee
and crew member, Paul Margis. BrakeOMeter has grown over the last year alongside the
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owners race team Orion Motorsports, which he uses as a way to promote the upcoming
business.
BrakeOMeter prides itself on extensive motorsport knowledge, and the passion to
give a better product to people who are just like them. BrakeOMeter has a friendly and
casual work environment focused on building business relationships and providing the
best service possible to its customers. The office has a very casual feel with most
employees wearing jeans. Bruces own office has racing memorabilia scattered
throughout. Most of BrakeOMeters culture has been built off of its parent company
Orion industries, but BrakeOMeter will have its own beliefs, values and practices.
With nearly 100 years of combined motorsport experience between Bruce, Ron
and Paul, customers should feel assured they are choosing the best product available
when choosing BrakeOMeter. The employees are some of the best promoters and
advertisers, and often bring in many friends to test BrakeOMeters and offer feedback.

2.0. Situation Analysis

BrakeOMeter has the potential to grow and become very successful in its first, true, full
year of operation. In order for the company to continue improving, an examination of its
current business environment is needed. This section details and analyzes BrakeOMeters
situation by defining the scope, acknowledging stakeholders affected, identifying and
explaining the competition, and performing a situational analysis for BrakeOMeters
strengths, weaknesses, opportunities, and threats for becoming a successful business. A
final look at the companys market position will reveal a particularly important
dimension for its strategic direction. Further, BrakeOMeter is looking to get as many
BrakeOMeter's into as many racecars as possible. Corvette racing in the IMSA
WeatherTech SportsCar Championship and multiple cars in the Trans Am Series are the
first racecars to utilize the innovative BrakeOMeter.
2.1 Definition & Scope of Situation

BrakeOMeter is becoming fully operational and is preparing to move product and record
its first financial data from sales. In order for BrakeOMeter to attract customers and have
successful sales numbers in the black, it will have to promote itself properly. As a new
company trying to create a customer base, BrakeOMeter will have to attract competitors
customers. BrakeOMeter needs to lean on its value proposition in all its promotional
material (see section 1.4).
BrakeOMeter will rely on a customer base to keep the doors open.
BrakeOMeters target customers are men and women between the ages of 25 to 65 who
are involved in auto racing of all kinds. Currently BrakeOMeters competitors Alcon,
Tilton and Wilwood have a vast majority of customers it hopes to attract. The best
opportunity to impress potential customers will be at various racetracks and trade shows
BrakeOMeter plans to showcase its product at.
Currently, BrakeOMeter is suffering from a lack of brand recognition because it is
so new. Many people in motorsports do not know about BrakeOMeter yet. However,
plans are in place to change that. The employees of BrakeOMeter have been able to use
its connections to get the BrakeOMeter in the hands of a very respectable championship
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winning race team in Corvette Racing. BrakeOMeter has also been fortunate to be a part
of the Trans Am Series with Orion Motorsports and get other teams to utilize the
BrakeOMeter. Ways to get more recognition would be utilize testimonials from Corvette
Racing and other teams to help promote the BrakeOMeter. Engaging with potential
customers on various social media networks would be another way to promote the
BrakeOMeter. The official BrakeOMeter website launched in Oct. 2015 and is currently
one page, which allows people to sign up for more information. The rest of the website is
still being worked on but will hopefully be ready for the Performance Racing Industry
trade show in Dec. 2015. The plan is for all BrakeOMeters to be sold directly from the
website.
2.2 Stakeholders Effected

Customers are the largest group of stakeholders for BrakeOMeter. Without support from
customers, BrakeOMeter will fail. BrakeOMeter currently relies heavily on connections
and relationships built by its employees to attract customers and create products that
people in the motorsport industry will need to have. So far BrakeOMeters are in 5 Trans
Am Series cars and that number is anticipated to grow with many teams requesting them
from Bruce at the Track. Bruce, Ron and Paul have built tremendous relationships over
the past year with teams in the Trans Am paddock.
BrakeOMeter needs to gain its own credibility and rely less on the connections of
its employees to one day become self-sustaining. There are no sales currently on the
books from customers that Bruce doesnt personally know. BrakeOMeters parent and
sister companies are also stakeholders regarding BrakeOMeters success because these
companies helped build BrakeOMeter. Without these companies Bruce would not have
had the funds or resources to build BrakeOMeter. A smaller stakeholder is the
manufacturing company that replicates and mass produces all the parts that Paul
fabricated himself at his work station. If BrakeOMeter doesnt succeed, this manufacturer
in China will lose business. If this company in China fails to provide BrakeOMeter with
quality parts, BrakeOMeter will have to reevaluate where it gets its supplies from.
2.3 Competition

BrakeOMeters major competitors are the longtime providers of brake bias adjusters in
the motorsports industry. Some of these competitors are Alcon, Allstar Performance,
Tilton, Wilwood and another upcoming company called QTM. All of these companies
offer the basic brake bias adjuster. It is a circular knob on the dashboard that the driver
turns to adjust how much front or rear brake the car has. All of them offer zero indication
of how much brake is in the front or rear.
The companies that also offer measuring brake biases are Allstar Performance,
Alcon and QTM. Allstars brake bias adjuster is a seven inch rod that cannot be placed on
the dash board. It has mostly been seen secured to the cars interior by the drivers legs. It
is bigger than other products on the market and harder to read since many cant find a
good place to place it inside a race car. Alcon is one of the bigger competitors because its
brake bias adjuster is very similar to BrakeOMeters, but it is more expensive and also
isnt for sale on Alcons website. It is a very difficult product to find. This is strange
because Alcon is one of the biggest brake pad and brake pedal assembly companies in the
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world along with Tilton. GTM is another newbie like BrakeOMeter. They are similar to
Allstars bias adjuster. QTMs key difference is that it is a lever that the driver will either
push or pull to adjust the brakes. It has the same problem as Allstars because it cant be
place in a good spot for the driver to read and adjust easily. It is also made with a lot of
plastic and the installation requires more steps and materials to make it compatible with
Tilton and Alcon pedal assemblies.
Since there are many similar products like the BrakeOMeter, BrakeOMeter must
promote its specific differences and advantages it offers over its competitors. Right now,
the BrakeOMeter is just a product to go alongside of its competitors brake systems. The
BrakeOMeter brake bias adjuster is compatible with Tilton, Alcons, and Wilwoods
brake pedal assemblies. BrakeOMeter doesnt want customers to replace their entire
brake systems; they just want customers to replace their old brake bias adjusters with the
better BrakeOMeter.
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

Weaknesses

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 advantages
over competition.

More benefits for

customers than
offered by
competition.

State specific differences

and 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

Page 8 of 20

attract customers.

Opportunities

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.

Create more products and

different products for
motorsports.

Attend more races to

reach a variety of
different types of
racecars.

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.

Send employees to speak

with owners, teams,
drivers and race series
about BrakeOMeter.

Selling more products

compatible with
competitor products.

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.

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 its product.

Better testimonials will

create a perspective of
a better product.

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.

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Threats

Respected
competitors.

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

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 its
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
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 cars
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.
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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.

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

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

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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.

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

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 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.)

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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 its 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.
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.

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

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.

Salespeople will
be competent in
all company
products.

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

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

Page 13 of 20

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

The large racing

community has a
need for its
product and is
easily accessible.

Brand new
business has
little to no
current
recognition.

The owner has

connections with
prominent race
organizations
(Corvette, Roush,
etc.)

Customers of
sister-companies
can help raise
awareness once
they are
informed of the
new business.

3.3 Key Performance Indicators (KPIs)

KPIs are specific measurements that track the progress BrakeOMeter has made toward its
outlined objectives. Further, these measurements should be taken at regular intervals in
order to compare snapshots with the original benchmarks and determine progress toward
achieving the objectives.
Objective
Promote at the ten projected
highest attended pro and
amateur races around the
country by Aug. 31, 2016.

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

Create a crossover employeetraining program by March 1,

2016 to train and educate
sister-company salespeople
about BrakeOMeter and
progressively train them by
Dec. 31, 2016.

The sister companies have

used crossover employeetraining programs 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.

Page 14 of 20

KPI
Have customers sign up for email 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
its 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

To continue moving forward, BrakeOMeter has given the strategic plan project a budget
of $10,000. The budget only lists the expenses that are necessary to accomplish the
objectives within the next year. This budget has not been linked to BrakeOMeters annual
operating budget. The $10,000 is a separate fund to be used specifically for this plan.
The budget offers BrakeOMeter an itemized list of expenses for specific tactics
(see Appendix B). It is important to note that if some of these new programs continue
running annually, they would be recurring costs. In future planning the costs would need
to be adjusted for inflation.
The biggest expense of the budget will be travel costs followed by costs for the
promotion booth and advertising. Costs for training will be considered labor costs and
wont be included on the strategic plans budget. Social media networks are mostly free,
but some funds have been set aside for boosted Facebook posts. Continuing a race
program in the Trans Am Series to spread awareness of BrakeOMeter through sponsor
ship would be extremely costly. The reason for it not being on the strategic plan budget is
because it is on the Orion Motorsports budget. No money from BrakeOMeter actually
goes to Orion Motorsports. The money for Orion Motorsports comes straight from
Bruces private accounts.
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.
31, 2015 because that is projected to be the last date of one of the highest attended races

Page 15 of 20

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.

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:
Page 16 of 20

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 17 of 20

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
o Not at all likely

Page 18 of 20

B. BrakeOMeter Strategic Plan Budget 2015-2016

Strategic Plan Budget - 2015

ACCT
1
2
3

INCOME
Strategic Plan Investment
TOTAL
EXPENSES

Promote at races
100 Promotion booth
110 Print media
120 Informational video
Employee training
200 Seminars
210 Computer training
220 Tests
230 Field training
Increase online presence
300 Facebook
310 Youtube
Increase brand recognition
400 Awareness Survey
410 Continue race program
420 Advertising
TOTAL

Total Budget

Notes

$10,000.00
$10,000.00
Total Budget

Notes

$5,000.00
$2,000.00
$500.00
$150.00

Travel costs
Supplies, design and print work
Design and print costs
Filming, editing and narration costs

$0.00
$0.00
$0.00
$0.00

Let employees know about new product - Will cost labor-hours

Will cost labor-hours
Will cost labor-hours
Will cost labor-hours and travel costs

$250.00 Promoted page and boosted post ads

$0.00
$100.00 Printing costs - Created by students
$0.00 Included on actual Orion Motorsports racing budget
$1,000.00 Pay agency to create ads
10,000

Page 19 of 20

Step A: Hire Ad
agency to create
media handouts.
Step B: Order and
have ready for first
event.
Show video that
showcases the
BrakeOMeter in
action.
2. Create employee
training program.
Hold seminars abour
new brand and
product.
Extensive computer
training.
Give employee tests
to ensure knowledge.
Field Training.
3. Increase online
presence by using
social media.
Start Facebook page.

Jan. 30, 16 Aug. 31, 16

Jan. 30, 16 Aug. 31, 16
Dec. 12, 15 Jan. 1, 16
Jan. 2, 16 - Jan.
23, 16

Dec. 12, 15 Aug. 31, 16

Jan. 1, 16 March 1, 16
Jan. 1, 16 Dec. 31, 16
March 16, 16 Dec. 31, 16
March 16, 16 Dec. 31, 16
Jan. 30, 16 Aug. 31, 16
Dec. 12, 15 Aug. 31, 16

Dec. 12, 16 Aug. 31, 16

Start YouTube page. Jan. 1, 16 Aug. 31, 16
4. Increase brand
Dec. 12, 15 recognition by 30%.
Dec. 31, 16
Distribute survey
Dec. 12, 15 every three months to Dec. 31, 16
understand current
brand awareness.
Continue participating Jan. 30, 16 in race events to
Aug. 31, 16
spread awareness.
Utilize for advertising Dec. 12, 15 and promotional
Dec. 31, 16
opportunities.

Page 20 of 20

12/31

12/24

12/17

12/10

12/3

11/26

11/19

11/12

11/5

10/29

10/22

10/15

10/8

10/1

9/24

9/17

9/10

9/3

8/27

8/20

8/13

8/6

7/30

7/23

7/16

7/9

7/2

6/25

6/18

6/11

6/4

5/28

5/21

5/14

5/7

4/30

4/23

4/16

4/9

4/2

3/26

3/19

3/12

3/5

2/27

2/20

2/13

2/6

1/30

1/23

1/16

1/9

1/2

12/26

Specific Dates
Jan. 30, 16 Aug. 31, 16

12/19

Objectives & Tactics

1. Attend ten highest
attented races across
USA.
Set up promotion
booths at tracks.
Pass out print media.

12/12

C. BrakeOMeter Strategic Plan Timeline 2015-2016