1. Initial Strategy
The initial strategy was to maintain a competitive presence in each segment by keeping our prices aligned with the average for each target market, while maintaining costs low. Specifically, it was our goal to become the leader in Traditional and low-end segments of the sensor business by allocating significant resources to R&D, marketing and promotions for these products. Our differentiator would be the result of a high investment in R&D to ensure our products were the best available.
The board decided that the company should be judged on its ability to make a profit, gain market share, provide positive ROA and make money for our shareholders with an increasing stock price. Our target was a stock price of $38 by year 6, with an increase in profit and ROA year-over-year.

The complete Strategy Statement is attached as Appendix A.

2. A description of the strategic decisions made over time

The team decided to focus primarily on Low-End and Traditional products because the majority of the market demand was in these two categories. We believed that if we could maintain a prominent presence in these two sectors we would be able to be successful. In order to gain a larger market share we moved products from the Performance and Size segments into Low End and Traditional, thereby doubling our presence within these markets. It was our belief that these products would then be cheaper to maintain from an R&D standpoint and have more potential to sell since market demand was so great between these two products. While High End, Performance, and Size were growing at a faster rate (Appendix B, Exhibit 1), they were not growing fast enough to surpass Low End or Traditional (Appendix B, Exhibit 2). In order to forecast where the product placement would be year over year, we built a spreadsheet that provided product forecasts through all six