DYSON

Google 'cheap vacuum cleaners' and your search results are many. The internet age has allowed consumers to find cheap alternatives to just about any name brand item. Entrepreneurs now confront a landscape in which they can assume someone else can almost always do what they're doing, but cheaper. In order to capture a share of the market, entrepreneurs must offer something different; they must innovate. This is the position held by James Dyson, whose latest upright vacuum cleaner retails at a steep $460,$ three or four times the price of a standard vacuum. Dyson products are knowingly expensive, but there is a no$-$nonsense sensibility about the price. Dyson makes design$-$driven, extensively tested products. Its marketing strategy is to make this technology clear, $($with the vacuum cleaner's famous transparent body, you can literally see it working$).$ By side$-$stepping completely, the trend for low$-$cost home goods, and concentrating significantly on design and innovation, Dyson has captured a dramatic section of the market...... From the above case study please answer the below

$1-$ vision,mission

$2-$ objectives financial, strategic, operational

$3-$ swot analysis $4$ points for each

$4-$ PESTEL in usa related to dyson $3$ points each

$5-$ Porter's Five Forces model applies to Dyson

$6-$ list three suggestions that Dyson could make to deal with the aggressive competition in the market

$7-$ three point from the SDG to stay sustainability