Vision Statement The company’s vision statement: “Our vision is to make sensor technology affordable and available for everyone.” The main reason is that the company will focus primarily on low-end and traditional market segments, which is why it will not develop products for high-end, size, and performance markets. Both low-end and traditional markets will receive one product each, where the former will have bulky low performance sensors, such as Acre, and the latter will have more improved versions, such as Able.   * Making sensors accessible and available for all consumers   * Making sensors affordable and cheap   * Making sensors that perform their primary functions   * Our core values are excellent customer service and reliability. The automation will be moderate, and capacity levels will be maximized for low-end and traditional markets only, and in order to achieve the vision of cheapness, it is important to obtain economies of scale. By the last round, the investment will be around $8000000 due to the yearly investment size in R&D of $1000000, but considering the fact that sensors will be mostly non-complex and low-tech, the majority of the money will be put into achieving economies of scale. 10% retained profits, 50% stock issues, and 40% long-term debt will be used to grow the company. It is important to retain the profits, and the debt will be paid around 20% on top of a minimum amount of payment, and it will be prioritized as soon as the company becomes larger in order to avoid interest payments. 1% accounts payable, 1% short-term debt, 40% long-term debt, 50% stock, 8% retained earnings, and the bias will be on cost leadership. Vision Statement Critique The company’s vision is to focus on low-end and traditional markets, which is why it will give up high-end, performance, and size marker segments. It is likely that other competitors will choose a similar strategy since it requires the least amount of effort in R&D. Therefore, there is a risk of tight competition due to the implementation of a similar approach. However, the advantage will be obtained by achieving economies of scale, where the products are cheapest. The vision requires significantly less investment than alternatives because the initial sensors were mediocre and poor-quality with high prices (“CAPSIM team member guide,” 2013). Thus, achieving high-performance, small size, and high-end state will need a heavy investment in R&D. It is evident that the selected vision is easier to execute because the only requirement lies in achieving economies of scale with a heavy focus on two market segments, which are traditional and low-end. The risks are manifested in the fact that competitors might be able to achieve economies of scale quicker than the company. There is a trade-off of differentiation and uniqueness for cheapness and cost leadership. It will not take long to execute the vision since achieving economies of scale is only based on becoming a mass producer of cheap and low-end sensors. Considering the growth rates, the vision is the most attractive for the first four years since the shift towards performance and size is greater in the last rounds. Therefore, it is important to utilize the fact that adopting and successfully integrating the