Four Corporate Strategic Thrusts and Decisions The company’s or Just About You Bicycles’ corporate strategic thrusts are primarily focused on delivering a product with the highest possible value to the customer in order to become a major leader in the overall market. The emphasis is put on the value-driven markets, where the thrusts revolve around ensuring that the latter goal is achieved. The selected corporate strategic thrusts are the focus on the long-term perspective, willingness to take risks, market leadership, and thus, top competitive forces include superior customer value, high personal touch, high-volume and low-cost manufacturing, and prudent cash management. The first financial decision derived from these thrusts is focused on providing customers with the highest value in the marker of carbon fiber bicycles. Such a value can be delivered by selling the product at a reasonable price and with outstanding quality. Therefore, the company aims to sell its products with minimal profit margins with profits sustainable for maintaining and gradually growing JAYB. In other words, the key emphasis is put on value creation rather than pricing. For example, JAYB MAX 2.0’s retail price is $1025, and for JAYB SPEEDSTER1 and JAYB SPORT, the prices are $1500 and $675, respectively. The goal is to capture the largest market share of the general customer base by expanding the latter and establishing the company as a leader. The second financial decision is focused on compensations for workers, where both sales force and production workers are paid around $25000 per year with expanded coverage and two weeks of vacation. It is important to note that although the sales force is paid more by a small margin, the overall ratio is in favor of manufacturing workers rather than the sales force (Chen et al., 2016). In addition, supervisor’s compensation, despite their position, is equivalent to both workers and sales force professionals. Therefore, it is evident that in order to provide the highest possible value, the decisions are based on employee empowerment focus on the quality of products, which can only be delivered by attracting the most skilled production workers as well as sales managers. The first non-financial decision is superior manufacturing, which is of paramount importance in regards to strategic thrusts. It is important to point out that the majority of value is found in the product itself, which why manufacturing is critical for the company’s approach. In other words, the overall production process needs to both efficient and reliable in order to avoid faulty products as well as be able to adhere to the company’s long-term perspective. For example, reliable production means that fiber bicycles will not be of low quality, and thus, customer perceived value will be high, which will be the major catalyzer for the company’s goal of becoming a market leader. The second non-financial decision is centered around embracing conscious capitalism, where all stakeholders’ interests and perspectives are factored in rather than a sole emphasis on shareholders and management. For example, since the company seeks to be a market leader in the long term, it is crit