Markets and Competitors | Annual Cars & Light Trucks Revenue in 2020 (billions) TAM | Market share percentage for cars and trucks now | Projected CAGR over the next 10 years | Projected revenues in 2030 (billions) | Market share percentage for cars and trucks in 2030 | Global | Market share percentage for connected cars and trucks now | CAGR over next 10 years | Projected Conencted Car Revenues (billions) in 2030 | Market share percentage for connected cars and trucks in 2030 | |
$ 3,227.70 | 100% | 4.10% | $ 4,810.0 | 53.9 | 25.20% | $ 510.07 | |||||
Your Company | $ 187.10 | 5.80% | 3.10% | $ 254.2 | 5.28% | 3.83 | 7.10% | 10.20% | $ 10.11 | 1.98% | |
BMW | $ 126.10 | 3.91% | 3.70% | $ 181.5 | 3.77% | 1.62 | 3.00% | 25.50% | $ 15.67 | 3.07% | |
Toyota | $ 275.40 | 8.53% | 3.90% | $ 404.5 | 8.41% | 4.80 | 8.90% | 24.80% | $ 43.97 | 8.62% | |
VW | $ 282.90 | 8.76% | 4.30% | $ 433.1 | 9.00% | 8.36 | 15.50% | 23.20% | $ 67.30 | 13.19% | |
Note for student: Projected Global revenue for in-car connected services by 2030: $81.1 Billion |
in billions USD | ||||||
Your Company | VW | BMW | Toyota | |||
Revenue | 187.1 | 282. | 9 | 12 | 6.1 | 275.4 |
Operating Income | 5.7 | 20.5 | 22.5 | |||
Net Income | 0.9 | 16.1 | 19.7 | |||
Assets | 310 | 590.6 | 275.9 | 484.7 | ||
Liabilities | 270.2 | 443.2 | 203.4 | 293.9 | ||
Equity | 39.9 | 147.4 | 72.5 | 190.8 | ||
Number Employees | 190,000 | 304,174 | 133,778 | 359,542 | ||
Notes: | ||||||
1 Euro = 1.21 USD | ||||||
1 Yen = 0.0094 USD | 0.0092 | |||||
references: | ||||||
Full Speed Ahead To The Future. 2019 Annual Report”. Volkswagen Group. 17 March 2020. Retrieved 17 March 2020. | ||||||
converstion rages via Morningstar | ||||||
Annual Report 2019″ (PDF). BMW Group. Retrieved 19 March 2020. | ||||||
Toyota Annual Report 2020″ (PDF). Toyota Motor Corporation. May 12, 2020. | ||||||
Ford Motor Company 2019 Annual Report (Form 10-K)”(PDF). sec.gov. U.S. Securities and Exchange Commission. January 2020. Note: numbers disguised by multiplying by 1.12 except for operating income multiplied by 10 and net income multiplied by20 |
2
MBA 580 Module One Memo
Terrell McGhee
SNHU
MBA580
Dr. Wisler
3/27/2022
MBA 580 Module One Memo
The company plans to explore its IoT for its trucks and cars to create connected vehicles through sensors in sharing data and reaping the benefits of technology. It means it is the company’s strategy for innovation and transition to the future. The need to screen the possible expectations using RWW (Real, win worth it) tool makes the analysis viable.
Feasibility of Product Line (Is it real?)
The need for product change through innovation is viable as IoT is among the trending technologies revolutionizing the industry. People want IoT and in future mainly in helping drivers navigate, see traffic patterns, get alerts about potential delays, free parking lots, and even communicate with other cars while on the road (Gossett, 2019)
The statistics from the market show that IoT-connected cars will grow from $54 billion in 2019 to $510 billion in 2030, which has an industry growth of 4.1%. The company needs to move with existing technologies. The market is available.
The products can be made because the company is already advancing in the industry and its competitors. The company expects to grow at 3.1%, 1%, with the current industry.
The ability of the final products to satisfy the market depends on staying ahead of competitors. For instance, BMW auto manufacturer has higher technical capabilities with IoT, followed by Toyota, Volkswagen, and the companies. Thus, great innovation will lead to maintaining and improving the market share.
The ability of the company to win the market share (Can we win?)
The company products currently have sufficient competitive advantage, which, when not maintained, can be lost to the competitors. For instance, the company enjoys a high annual revenue in cars and trucks than BMW; it has a bigger market share percentage and projected CAGR over the next ten years. The innovations are met with a greater competitive power, mainly considering the expected market share percentages of connected cars and trucks in 2030 being 1.98% for the company while other companies having a significant share shows the expected reaction (Reportlinker, 2020). The company understands the market properly and is a significant player. IoT can revolutionize all the changes and make the outcomes to its advantage if IoT is used properly.
Potential benefits of the company producing the benefits (Is it worth doing?)
The company will benefit greatly from the product change at an acceptable risk because of its resources and capabilities. The company has a substantial market share which expects to move to more connectedness. Thus, the company will potentially benefit from maintaining the market and generating a new one. It is a profitable venture.
Moving to more connectedness makes strategic sense, and one needs to be aware of the market needs and respond with the market. Consumer satisfaction is the biggest input that makes consumers stay, and its made through innovation.
The product fits the company’s overall growth strategy as the company can choose either incremental innovation or radical innovation and still satisfy the consumer needs. The senior company management will accept the change as it is already being implemented. It means little work will be needed with the convincing roles.
Reasons Why IoT connected cars are important to the company
IoT and connected cars are essentially important to the company because of the position it places the company in terms of market share. When buying new cars, consumers ant the latest technology, and growth and development bring about new features. The competitors greatly invest in the product change, and the outcomes are revolutionary. The technology is possible to implement as the company has already incorporated it. Thus, it’s a matter of strategy.
The competitors are expected to intensify the moves by investing more in the technology and partnering with other companies to intensify the resource reach. Thus, it’s expected to be a competitive venture.
Accelerating the move to the development of connected cars will help grow the company as it will change the expected position by 2030, making the company still retain its market share and create room for a wider market reach.
References
Gossett, S. (2019, August 13). IoT in vehicles: A brief overview. Built-In.
Reportlinker. (2020, August 17). The Global Automotive Motors market size is projected to grow from USD 20,321 million in 2020 to USD 25,719 million by 2025, at a CAGR of 4.8%. The global automotive motors market size is projected to grow from USD 20,321 million in 2020 to USD 25,719 million by 2025, at a CAGR of 4.8%. Retrieved March 21, 2022, from
https://www.prnewswire.com/news-releases/the-global-automotive-motors-market-size-is-projected-to-grow-from-usd-20-321-million-in-2020-to-usd-25-719-million-by-2025–at-a-cagr-of-4-8-301113089.html#:%7E:text=%2F%3Futm_source%3DPRN-,The%20global%20automotive%20motors%20market%20size%20is%20projected%20to%20gro
Company | Number of Sensors and Computers by 2025 |
Functionality Emphasis | Current Connected Services | 5–10 Year Product Plans | Existing Partnerships | |
Your Company | 65 sensors/30 computers | vehicle control, systems maintenance, entertainment, navigation, 5G | navigation, emergency services, service status | fully integrated information system, assisted driving, expanded service information, semi-autonomous vehicle within 10 years | Toyota | |
BMW | 125 sensors/50 computers | vehicle control/safety, IFTTT-customized applications and IoT connectivity, LTE | navigation, emergency services, smart house connectivity | fully integrated information system, semi-autonomous driving, connection to traffic information systems, introduction of fully autonomous driving early 2030s | Daimler | |
100 sensors/40 computers | vehicle control, social media, safety, entertainment, navigation, 5G | navigation, emergency services, social media | fully integrated information system; semi-autonomous driving; connection to traffic information systems, expanded social media, and communications; consumer services; maintenance; fully autonomous vehicle early 2030s | Microsoft | ||
VW | 90 sensors/35 computers | vehicle control, maintenance, in-car consumer experience | navigation, emergency services, consumer orders, maintenance status | fully integrated information system; semi-autonomous driving; connection to traffic information systems; connectivity with smart home; fully autonomous vehicle early 2030s | ||
References: | ||||||
https://medium.com/@water.street/autonomous-vehicle-partnerships-how-tech-companies-and-automakers-are-collaborating-to-innovate-cf44bc9e85a | ||||||
https://techcrunch.com/2019/07/04/bmw-and-daimler-partner-on-autonomous-driving-first-results-of-team-up-in-market-by-2024/ |
4/3/22,9:36 AM Milestone One Guidelines and Rubric – MBA-580-X4576 Innov/Strat High-Perform Orgs 22TW4
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Milestone One Guidelines and Rubric
Overview
In the highly compe��ve automo�ve market, it is cri�cal to keep up with current technology to stay in or get ahead in the
marketplace. To remain compe��ve, companies must innovate and integrate new technologies within their product lines and
services.
Scenario
You work as a middle manager for one of the top U.S. producers of luxury and mass-market automobiles and trucks.
The chief technology officer (CTO) of the company from the course scenario has been monitoring new technology developments
that the company could integrate into its vehicles to enhance the usefulness of and improve access to the data acquired by the
many digital sensors integrated into vehicle subsystems over the past 20 to 30 years. The technology trend of par�cular interest is
the internet of things (IoT)—the interconnec�on of embedded devices, such as sensors and computers, over the internet. By taking
advantage of this trend, the CTO believes the company can seize an opportunity to provide be�er service and predic�ve
maintenance to its customers, improving customer sa�sfac�on and adding addi�onal revenue streams.
Based on briefings by the CTO and your Module One memo, senior management has decided to implement IoT into its product line.
Your CTO has asked you to lead a cross-func�onal team to take this ini�a�ve forward. Your first task is to create a presenta�on that
will include your recommenda�on for how the company should approach this business problem: should you use incremental or
discon�nuous innova�on?
Specifically, should the company:
A. Design a completely new product line, based on the new technology (discon�nuous
innova�on)
or
B. Add new technology features first into one model and then incrementally into the broader product line (incremental
innova�on)
The recommenda�on you and your team will make is an important first step in pursuing this new technology. Your presenta�on and
recommenda�ons will be reviewed by senior management. Un�l senior management approves your approach to this innova�on,
your cross-func�onal team will not have a budget and will not be able to start work on the innova�on. You should u�lize your work
from the Module Two presenta�on and data analysis when making and jus�fying your recommenda�on in this first milestone. In
Milestone Two, you will subsequently develop a go-to-market strategy. For your project in Module Nine, you will compile your work
from Milestones One and Two, and include a proposed organiza�onal structure to best integrate, produce, and market the new
technology.
Prompt
Create a PowerPoint presenta�on to make a recommenda�on for how the company should pursue the IoT technology to remain
compe��ve: either by discon�nuous or incremental innova�on. To make your recommenda�on, you will need to iden�fy how the
evolving IoT (sensor) technology fits into the company’s products and services and determine poten�al risks and benefits. You will
also need to look at your compe�tors to see what they are doing. Finally, you need to analyze the company’s capability (resources)
for pursuing the innova�on. Use the informa�on and data from the CTO Brief, Compara�ve Growth Data, Compara�ve Opera�ng
Sta�s�cs, and Compara�ve Product Plans to complete this milestone.
1. Explain poten�al risks and benefits for op�ons A and B.
MBA-580-X4576 Innov/Strat High-Perform Orgs 22… TM
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4/3/22, 9:36 AM Milestone One Guidelines and Rubric – MBA-580-X4576 Innov/Strat High-Perform Orgs 22TW4
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p p p
Overview (1 slide): Present the business problem and op�ons A and B.
Op�on A (1–2 slides): Explain at least two poten�al risks and benefits for op�on A.
Op�on B (1–2 slides): Explain at least two poten�al risks and benefits for op�on B.
2. Compare your compe��on’s products and services.
Compe�tors (3–4 slides): Evaluate the compe�tors’ current products and services.
What are your compe�tors’ current products and services?
Are your compe�tors expanding in the current market? Explain how this impacts their market strength.
3. Analyze your company’s capability to pursue the innova�on.
Complete a par�al gap analysis (2 slides):
Does your company own the technology, or does it need to be purchased?
How is the technology currently being used in today’s products and services?
What type of technology is available to purchase?
4. Recommend the innova�on approach your company should pursue.
Innova�on approach (2 slides): Explain which innova�on approach you are recommending and why.
Consider the different stakeholders—research and development (R&D), marke�ng, finance—when
communica�ng your recommenda�ons.
1. Include a descrip�on of the incremental or discon�nuous product that you are recommending for
R&D.
2. Include the sales forecasts for marke�ng.
3. Include a financial snapshot for finance.
Guidelines for Submission
Submit a 10- to 13-slide PowerPoint presenta�on with detailed speaker notes that highlight the important points you want to
emphasize to senior management. If you include references, they should be cited according to APA style. Consult the Shapiro Library
APA Style Guide for more informa�on on cita�ons.
Criteria Proficient (100%) Needs Improvement (80%) Not Evident (0%) Value
Risks and Benefits Explains poten�al risks and
benefits for op�ons A and B
Shows progress toward
proficiency, but with errors
or omissions; areas for
improvement may include
ci�ng both risks and benefits
for both op�ons A and B
Does not a�empt criterion 15
Compe�tors Compares compe��on’s
products and services
Shows progress toward
proficiency, but with errors
or omissions; areas for
improvement may include
discussing whether
compe�tors’ products and
services are expanding in the
current market
Does not a�empt criterion 15
Company
Capability
Analyzes company’s
capability to pursue the
innova�on
Shows progress toward
proficiency, but with errors
or omissions; areas for
improvement may include
comple�ng a par�al gap
analysis
Does not a�empt criterion
10
Milestone One Rubric
http://libguides.snhu.edu/apa
4/3/22, 9:36 AM Milestone One Guidelines and Rubric – MBA-580-X4576 Innov/Strat High-Perform Orgs 22TW4
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Recommenda�on Recommends the innova�on
approach the company
should pursue
Shows progress toward
proficiency, but with errors
or omissions; areas for
improvement may include
considering stakeholders’
interests when making a
recommenda�on
Does not a�empt criterion 30
Ar�cula�on of
Response
Clearly conveys meaning
with correct grammar,
sentence structure, and
spelling, demonstra�ng an
understanding of audience
and purpose
Shows progress toward
proficiency, but with errors
in grammar, sentence
structure, and spelling,
nega�vely impac�ng
readability
Submission has cri�cal errors
in grammar, sentence
structure, and spelling,
preven�ng understanding of
ideas
20
Cita�ons and
A�ribu�ons
Uses cita�ons for ideas
requiring a�ribu�on, with
consistent minor errors
Uses cita�ons for ideas
requiring a�ribu�on, with
major errors
Does not use cita�ons for
ideas requiring a�ribu�on
10
Total 100%
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MBA 580 Chief Technology Officer (CTO) Brief
Over the past three decades, sensors have been increasingly integrated into automobiles. Currently, a
typical car has 50–100 sensors (Tyler, 2016), and this is expected to grow to as many as 200 over the
next few years. These sensors measure everything from oil levels to the distance from the car in front.
These sensors currently connect (Computers in Your Car, 2018). These computer systems can warn of a
collision or an engine problem and communicate the condition to the driver (e.g., turn on the check
engine light).
Increasingly, these computers are connected wirelessly via the internet to other computers, like the
user’s phone for things like remote starting, and to the manufacturer to help generate predictive
maintenance recommendations. The commercial term currently used for this is connected cars.
Technically, this is part of the internet of things (IoT) concept—where devices from refrigerators to door
locks are connected via the internet for convenient access by the user from phones, computers, and
personal automobiles.
Currently, and in the immediate future, connected cars will help the driver navigate, find the cheapest
gas station, locate the nearest Starbucks or parking lot with open spaces, and allow friends on social
media to know when their friend will arrive. As more semi-autonomous driving features are added over
the next few years, these wireless computers will also talk to other cars to help predict their next move
and communicate to road sensors to monitor conditions (Gossett, 2019). Eventually, enough
information will be provided to and from the connected car that autonomous driving will become
commonplace.
It is estimated that the market for IoT-connected cars will grow from $54 billion in 2019 to over $510
billion by 2030 at a 25% compound annual growth rate (CAGR) (Meola, 2020). This compares with an
overall industry growth of 4.1% (The Global Automotive Motors Market Size Is Projected to Grow from
USD 20,321 Million in 2020 to USD 25,719 Million by 2025, at a CAGR of 4.8%, 2020).
Our company is marketing some connected car capability—but we are not the leader. We need to
innovate so that our products can be competitive in the rapidly growing market. Our cars have sensors
and computers, and our technology expertise is competitive. We have some connectivity—driver apps
for keyless start and OnStar (The Benefits of OnStar | Keeping You Safe and Secure, n.d.) connectivity to
detect accidents and alert first responders. Our growth and ultimate health as an enterprise depends on
us taking the leadership or, at least, keeping up with the leaders. Furthermore, there is significant
opportunity to improve our customer satisfaction and increase our repair and parts revenue streams by
alerting customers to needed maintenance before an expensive breakdown occurs on the road.
With our current technology implementation plan, however, we expect to grow at 3.1%, about 1% less
than the industry. Our growth projection for connected cars is 10.2%—less than the industry at large.
We must speed up our innovation or risk losing market share.
Here is what we estimate our competitors are doing and how fast they are adding technology. The
leader among existing auto manufacturers is BMW. BMW cars have significant connectivity to
information services now. Some driver-assist functions, such as auto-parking and lane-keeping, have
been in BMW models for several years. Market research suggests that BMW will have a full suite of
information connectivity in their cars within several years and that the company will begin producing
fully autonomous driving machines within 12 years. Toyota has fully integrated social media in Japan
and expects to implement it in European and U.S. markets, subject to 5G wireless availability.
Volkswagen is about where we are—but has partnered with Microsoft to jump ahead.
Competitors from outside the traditional automobile manufacturers are also indicating that they intend
to enter the connected car market with disruptive technologies. Apple, for example, is aiming for a fully
autonomous delivery vehicle by the mid-2020s and an autonomous passenger car within a decade.
Our goal is to launch an autonomous vehicle following quickly after BMW, our main luxury competitor.
However, we have a long way to go. We are considering two ways to get there: A) Introducing a radical
innovative design in several years or B) Introducing incremental improvements faster than we have in
the past and improving our current models each year. Option A does not prevent us from continuing to
introduce incremental improvements in the interim.
Our approach will depend on your analysis of our capabilities to innovate. How can we get the
technology being researched in our lab ready—how can we develop it, produce it, and take it to market?
What technology do we already have, and what will we need to acquire? What are our competitors
doing, and are there weaknesses we can exploit?
The two paths we can take are discontinuous or radical innovation, or incremental innovation.
What do I mean by this?
Discontinuous or radical innovation. This would be more expensive—a completely new model is
expensive—as much as $6 billion (Viswanathan, 2013). A major redesign and recent technology
integration are also riskier to develop—we might fail—and it would take longer to get to market.
We might require enough of our existing resources that we could fall behind with our current
models, but it also might provide insight in incremental changes to current models while we
developed a major new product line. It is a lot to think about. That said, we could take the
leadership position ourselves in the growing market and better protect ourselves from
competitors. If we took this path, we would first introduce a new high-end model and, as we
brought costs down, rapidly deploy it across our whole product line, using this innovation
process to accelerate our ability to innovate.
Incremental innovation. The automobile is a mature technology—the modern automobile is
over a century old and it has been changing and adapting over that time. Our company does
incremental innovation as well as our major competitors and the costs are built into our way of
doing business. Given how we build automobiles today, we can continue to add sensors,
computers, and IoT capabilities each model year just by upgrading modules. There are risks,
though: 1) Could changes in the market impact what customers demand? A faster competitor or
a new entrant could produce a breakthrough in automobiles that makes everything else
obsolete. It has happened in other mature industries—could it happen here? 2) Are we missing
significant new opportunities (e.g., market growth overall or opportunities in integrated
maintenance, service revenues and parts, or a high-margin business) that we do not control
now?
References:
Tyler, N. (2016, December 14). Demand for automotive sensors is booming. Newelectronics.Co.Uk.
https://www.newelectronics.co.uk/electronics-technology/automotive-sensors-market-is-
booming/149323/#:%7E:text=Currently%2C%20each%20vehicle%20has%20from,car%20based%
20on%20current%20trends
Computers in your car. (2018, January 24). AAMCO Colorado.
https://www.aamcocolorado.com/computers-in-your-
car/#:%7E:text=Your%20Car’s%20Computer,controls%20to%20meet%20emissions%20standard
s
Gossett, S. (2019, August 13). IoT in vehicles: A brief overview. Built In. https://builtin.com/internet-
things/iot-in-vehicles
Meola, A. (2020, March 10). How 5G & IoT technologies are driving the connected smart vehicle industry.
Business Insider. https://www.businessinsider.com/iot-connected-smart-
cars?international=true&r=US&IR=T
The global automotive motors market size is projected to grow from USD 20,321 million in 2020 to USD
25,719 million by 2025, at a CAGR of 4.8%. (2020, August 17). PR Newswire.
https://www.prnewswire.com/news-releases/the-global-automotive-motors-market-size-is-
projected-to-grow-from-usd-20-321-million-in-2020-to-usd-25-719-million-by-2025–at-a-cagr-
of-4-8-301113089.html#:%7E:text=%2F%3Futm_source%3DPRN-
,The%20global%20automotive%20motors%20market%20size%20is%20projected%20to%20gro
w,at%20a%20CAGR%20of%204.8%25.&text=The%20growing%20adoption%20of%20these,dem
and%20for%20safety%20and%20convenience
The benefits of OnStar | Keeping you safe and secure. (n.d.). OnStar.
https://www.onstar.com/us/en/why-onstar/
Viswanathan, B. (2013, May 7). Why are cars not getting cheap even with better economies of scale?
Forbes. https://www.forbes.com/sites/quora/2013/05/07/why-are-cars-not-getting-cheap-
even-with-better-economies-of-scale/?sh=3ad2b1045ad9
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