Critical management decisions

Analysis of Critical Management Decisions in Quarters 2 and 3 Name University Course Instructor Date Introduction Our virtual business launch into the laptop/computer market required clear strategic decisions throughout Quarters 2 and 3. Our strategic moves depended on complete market studies, financial data, and industry positioning to start well in the market. During this quarter, we chose the best market segments for our product, spent money on production capacity, and opened sales offices for our test launch. During quarter 3, our company made important decisions regarding product prices, advertising, and staffing. This document examines essential business decisions that shaped our market standing and planned business approach when we began. Our Approach to Selecting Future Customers and Creating Our Business Strategy The Traveler and Workhorse segments serve as our main target markets, while we exclude the Innovator and Mercedes segments because their vehicles need superior performance capabilities. Our decision to target those segments came after looking at market data demonstrating both their high opportunities and responsiveness to lower prices. Our team selected these customer groups to design product features and set selling prices that match customers' expectations. Tokyo showed strong potential for our business, so our research team recommended setting up our sales offices there first. The demand projection for sales offices was approximately 200 and web sales center was 72, bringing the total demand to 272 as shown in the figure below. Our strategic choice let us put our resources effectively where they mattered most, including how we distinguished our brand and promoted it to customers. Our plan to adjust our prices based on how purchase-ready each area is has helped us win more customers. Our company built a better foundation for the test phase through this strategy. Our future steps include examining new market segments at every stage of growing our production facilities. Varadarajan et al. (2022) shows businesses perform better when they select specific market entryways because it helps them use...