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Legal and Regulatory Forces

Dirty Bikes manufactures high-speed bicycles, and while we care about our customer’s safety, we are not liable for any injuries due to carelessness or improper riding protection of the consumer. Dirty Bikes has many different, outstanding and unique designs. In order to protect our rights, we have some patents about our products. We would take legal action if any company embezzled our design. As mentioned, we are not responsible for user’s own mistakes, but we do take all responsible for malfunctions that occur to the production of our bikes. We will fix our fault and pay for customers’ lost.

Technological Forces

In a business world where technology is advanced, our company will deliver the best technologies for our consumers. Dirty Bikes will use the top technology to produce high quality bikes, so that our Bikes look and perform great. We will make our production process most efficient by using the latest, up to date machinery. Dirty Bikes focuses on researching about what costumers like and need via online questionnaires and face-to-face marketing. We also have a special “build-your-own bike” creation tool online, which allows customers to construct their own personal and unique mountain bike. It gives customers the choice of color and shape, and they can even put their names on their bikes. By keeping up with technology and adding interest features, we will achieve high stockholder value and provide higher quality products.

Socio-cultural Forces

Socio-cultural forces are a major concern of our industry. Dirty Bikes will value its reputation, so the company will give a certain amount of profit to local communities. Providing a green environment is essential for our company, and we will continue to be environmental friendly. In order to achieve this, we will organize our employees to plant trees and try to keep our manufacturing buildings environmentally friendly, which we hope will give Dirty Bikes a helpful, green-friendly status.

SWOT Analysis
Strengths

· Our high quality mountain bikes offer guaranteed durability for at least 50 years. This is an internal factor because it is an entity added alongside the product by the business.

· Strong relationships built with manufacturers and distributors, leading to exclusive deals. This is an internal factor because it applies to the relations the business itself has with others levels of production, and not with any others.

· A wide selection of goods. This is also an internal factor because Dirty Bikes is able to produce a wide variety of designs and mountain bikes with different specs, suiting almost any customer in the biking market.

· Dirty Bikes is able to spread their fixed costs over a larger area as their sales increase, meaning that their profit margins would increase accordingly (similar to economies of scale). This would be an external factor because it relates to the production and sales of Dirty Bikes’ mountain bikes, and not those of competitors.

Weaknesses

· It is hard to predict exactly what customers want at certain times, so in turn it would be hard to know what designs and specs the develop more/less. This would be internal because it would be needed to help the Dirty Bikes produce the right designs/specs.

· Pleasing all customers with the bikes available would be difficult because the market has varying opinions and needs, and it is almost impossible for Dirty Bikes to produce one single bike, which satisfies all of these needs. This would be an internal factor because Dirty Bikes would need to research the needs/wants of the market and use the results to determine the optimal bike to produce the most.

· Some bikes are bound to have a fault, which could result in angry customers. This would be internal because Dirty Bikes would need to ensure that all production steps of each bike go smoothly and safely.

Opportunities

· People will always be riding bikes, regardless of the economic situation. This is external because it allows Dirty Bikes the chance to keep designs and specs functional yet modern with the day and age.

· Dirty Bikes recognizes the problems with distributing at unnecessary locations and focuses on those, which are dominantly popular. This is an external factor because it eliminates irrelevant (or at least irrelevant in comparison to other) distributors.

· Our company plans to offer an online site where customers can go to look at our models, and have the possibility to buy our bikes with extremely little stress. This would be an external factor because it allows Dirty Bikes to extend its reach to far more potential customers.

Threats

· Other mountain bike companies may be offering similar bikes at different. This would be an external factor because competitor’s products would be the deciding factor as to if Dirty Bikes design and ideas would be considered unique and one-of-a-kind.

· Customers may not agree with the natural resources gathered for the bikes. Examples may be: too close to suburbs/cities, or unfair for workers. This is an external factor it is purely dependent on the publics opinions

· The possibility of other businesses offering their products without involving intermediaries (like distributors). This would be an external factor because it would let Dirty Bikes know if competitors are offering faster delivery and eliminating some of their costs by doing close to all of their production process themselves without having to involve others.

Business Resources
Each member of our team is an essential part in order to succeed. In order to have an efficacious operation, Dirty Bikes employees are hardworking and industrious individuals. The Dirty Bikes Chief Executive Officer, Kristin Anderson, oversees and manages everyday business activity. Our CEO directs and supervises decisions involving our company. Our Chief Financial Officer, Hector Wong, advances the company by prudently scrutinizing facts and figures. By such examination, Wong is able to sensibly decide the best assessment involving our company’s finances. Joel Berryman, the company’s Chief Marketing Officer, has the responsibility of consolidating and designing the company’s marketing activities with his distinct advertising and overall general business skills. Our Public Relations Officer, Tianze Ma, goes above and beyond with our company’s clients by reaching out and investigating what makes our customers satisfied. By keeping our customers pleased and the Dirty Bikes reputation presentable, we can progress forward with our corporation. Our company’s Executive Assistant, Elliot Beatty, gives reliable feedback to the achievement of our everyday undertakings, and assists in bringing external significant information in order to advance our products.

Financial resources available when first taking control of Dirty Bikes include shareholder’s contributions, initial company’s production funds, and conceivable, new company production profit. Our shareholder’s resources are extremely vital and help with the primary creation of our company’s establishment. When taking control of Dirty Bikes, we utilized whatever revenue we obtained from the initiation. Production is an important financial resource, as well. If we continue to have customers buying our products, we can continue manufacturing such products. Prospective financial resources could possibly include equity, if in the future it were compulsory.

Business Strategy