Outlined is the strategic vision and plan executed by the Carbon Copy Company Management
team utilized during year 12 with the GLO-BUS simulation. Each section below will outline the
strategic decision making that the
...
Outlined is the strategic vision and plan executed by the Carbon Copy Company Management
team utilized during year 12 with the GLO-BUS simulation. Each section below will outline the
strategic decision making that the management team utilized in this exercise.
The logic for product Design was to maintain at least a 6.0 P/Q rating for cameras and a 5.5
P/Q rating on UAVs. This where we believed our direct competition was going to be at this time.
Although, this may change in the coming years due to market saturation and technological
changes, this we felt was a good start. Also, we maintained a larger number of performance
features which would help us in increasing market share. Our research shows that much of our
competition had more features of both Action Capture Cameras and UAVs. With the increased
investor requirements we decided to reduce our research and development. The upgrade in
features puts us more in line with the completion and should enable us to not lose market share.
For the Marketing Focus we determined to focus more on the Latin American market than the
other markets. The rational for this is that the Latin American was the least profitable region last
year. According to our research we kept the entry-level cameras to wholesale for $300 to $360.
Even with the new features we felt it was important to keep the price points close to where they
were in year 11. The purpose of this was to increase market share and not to price us out of the
average consumer market for each division/location. In year 12 we decided to run sales
promotions for 2 weeks for each region. We can offer these incentives at precise times to help us
move more products as required during a given quarter. For the UAVs we chose to wholesale
between $1,535 and $1,667 depending upon geographic region.
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