GLO-BUS: Developing Winning Competitive Strategies
GLO-BUS
Developing Winning Competitive Strategies
Welcome to GLO-BUS. You and your co-managers are taking over the operation of a digital camera company that is in a neck-and-neck race for global market leadership, competing against rival digital camera companies. All digital camera makers presently have the same worldwide market share, although shares vary by company across the four market regions – Europe-Africa, Asia-Pacific, Latin America, and North America. Currently, your company is selling close to 800,000 entry level cameras and 200,000 multi-featured cameras annually. Prior year revenues were $206 million and net earnings were $20 million, equal to $2.00 per share of common stock. The company is in sound financial condition, is performing well, and its products are well regarded by digital camera users. Your company’s board of directors has charged you and your co-managers with developing a winning competitive, marketing strategy, one that capitalizes on growing consumer interest in digital cameras, keeps the company on the ranks of the industry leaders, and boosts the company’s earnings year after year.
Some Background Information
Your company began operations five years ago and maintains its headquarters in Lisle, Illinos,USA. It assembles all of its cameras at a modern facility in Ha Noi, Vietnam and ships them directly to cameras retailers (multi-store chains that sell electronics products, local camera shops, and online electronics firms) located in Europe-Africa, Asia-Pacific, Latin America, and North America. The company maintains regional sales offices in Milan, Italy; Singapore; Sao Paulo, Brazil; and Toronto, Canada to handle the company’s sales and promotion efforts in each geographic region and help support the merchandising efforts of area retailers who stock the company’s brand. Retailers endeavor to maintain ample inventories of camera models in their own stores and warehouses to satisfy shopper demand.
Seasonal Production and
Developing Winning Competitive Strategies
Welcome to GLO-BUS. You and your co-managers are taking over the operation of a digital camera company that is in a neck-and-neck race for global market leadership, competing against rival digital camera companies. All digital camera makers presently have the same worldwide market share, although shares vary by company across the four market regions – Europe-Africa, Asia-Pacific, Latin America, and North America. Currently, your company is selling close to 800,000 entry level cameras and 200,000 multi-featured cameras annually. Prior year revenues were $206 million and net earnings were $20 million, equal to $2.00 per share of common stock. The company is in sound financial condition, is performing well, and its products are well regarded by digital camera users. Your company’s board of directors has charged you and your co-managers with developing a winning competitive, marketing strategy, one that capitalizes on growing consumer interest in digital cameras, keeps the company on the ranks of the industry leaders, and boosts the company’s earnings year after year.
Some Background Information
Your company began operations five years ago and maintains its headquarters in Lisle, Illinos,USA. It assembles all of its cameras at a modern facility in Ha Noi, Vietnam and ships them directly to cameras retailers (multi-store chains that sell electronics products, local camera shops, and online electronics firms) located in Europe-Africa, Asia-Pacific, Latin America, and North America. The company maintains regional sales offices in Milan, Italy; Singapore; Sao Paulo, Brazil; and Toronto, Canada to handle the company’s sales and promotion efforts in each geographic region and help support the merchandising efforts of area retailers who stock the company’s brand. Retailers endeavor to maintain ample inventories of camera models in their own stores and warehouses to satisfy shopper demand.
Seasonal Production and