Assumption Responses by owner:

The following writing is a list of assumptions/responses by the owner of Way Out

Bikes.

Q1 - What resources are contributors for the organisation/Way Out Bikes

production process?
Possible assumption could be; Capital equipment, skills of individual
employees, patents, finances, talented managers.
Q2 What knowledge and skills do your employees have that can be seen as
exceptional, expensive to imitate/replace and incapable of being substituted?
Possible assumption could be: they have experience working in a childcare
centre which could help with attending to children, or they have an
expertise with select exactly the right bike for the right client.
Q3 What is the organisations core competencies/values?
Possible assumption could be: that we seek to provide customers with
value for money and deliver expertise advice in the field of bikes and bike
ware.
Q4 Could the organisation outperform its competitors in key performance
areas?
Possible assumption could be; Yes, as we will struggle to outperform them
in the short term financially lower costs on merchandise, but we can
outperform them in our knowledge of bikes and bike ware.
Q5 Could the organisation go one better than its competitors in key
performance areas, such as offering the option to also service/repair bikes of
customers for a free or a lower cost than they would for a normal person who is
getting their bike repaired?
Possible assumption could be; Yes, if the person purchases the bike from
them they could do that for a certain duration of time?
Q6 Do you know what drives the competitor to provide customers with lower
priced bike ware?

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Assumption Responses by owner:

Possible assumption could be; Is that they can purchase more stock, as they
are turning over more stock, because they can sell their product at a lower
price. Thus making more money/profit in the long term, which is the ultimate
goal. This is what could drive the competitors to provide lower prices to
customers.

Q7 Is this company ready to adjust to future trends that may occur in its
lifetime? If Yes, how?
Possible assumption could be; Yes, it is ready to adjust to future trends that
may occur in its lifetime. How we will do this is by obtaining up to date
information/statistics about the organisations strengths, weaknesses and
performances. Obtaining this information will highlight the critical issues
that the organisation faces and what its strategic plan must address.
Q8 Would the company be interested in developing an electronic program
where people can enter their personal information into it and the program comes
up with a match of what bike would best suit them?
Possible assumption could be; Yes and we would be open to many other
new and innovative ideas that would lead to the long term success of the
company.
Q9 Do you know what your competitors capabilities are compared to your?
Possible assumption could be; Yes they can offer cheaper prices on their
bikes.
Q10 Do you know of any important feature that exist within this industry?
Possible assumption could be; Yes, everyone that comes and buys a bike
is genuinely concerned about their health and wellbeing and feel that this
will help improve their way of life.
Q11 Do you know what strategy your competitor is doing to gather buyers?
Possible assumption could be: Yes, they are using the strategy of selling
their products for a cheaper price than Way Out Bikes.
Q12 Do you know what the competitor can do that is different to you?
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Assumption Responses by owner:

Possible assumption could be: Yes, they are selling their bikes and bike
ware for a higher discounted price.

Q13 Are you aware of what they have on offer to their customers, are they
different to what you have to offer?
Possible assumption could be: Yes WOB is aware of what their competitors
offer to their customers, they may offer bike repairs services, which you
may also give to your customers.
Q14 Do you know what the competitor believes about itself and the industry?
Possible assumption could be: Yes, they believe they are the largest bike
ware provider in that district or state.
Q15 Outside of your business hours, how many extra hours a week do you
work for the business?
Possible assumption could be: Yes, I spend more than 10 hours a week
outside the normal business hours.

Q16 What sort of work do you do for the business outside of business hours?
Possible assumption could be: I take care of special bike orders, disclaimer
problems, return policies, vacation leave, paid personal leave or unpaid
leave of absence. Any type of work that is not addressed during the day
that must be addressed.
.
Q17 Do you do outside business hours work from home?
Possible assumption could be: Yes, if it is more convenient for the
business and me.

Q18 Do you receive support for your business from your family?

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Assumption Responses by owner:

Possible assumption could be: Yes, they assist the company by working in
the shop when a person has not been available to work.

Q19 How important is the support of your family when running the business?
Possible assumption could be: It is very important, as they support me
through the good and bad times.

Q20 How difficult is it to keep on good staff?

Possible assumption could be: It can be difficult to keep on good staff as
no person is the identical and can never be replaced, which means the
company will never be the same again.

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