Glo Bus Final Report
D’s Dang Cameras
Jordan Beadle
Esperanza Benitez
David Dang
Sean Kelly
Thom Thurn
Strategy Formulation and Initial Implementation
Our company wanted to appeal to as many consumers as possible and gain market share through value and competitive cost. We realized that not every person would need an extremely high end camera to capture life’s simple moments, but consumers would still appreciate a high value product without the intimidating features of some highend cameras. We chose to implement a BestCost strategy, which allows our company to deliver a quality camera at a fair price and offer more in terms of value than the lower PQ rated cameras. We believed this strategy would allow us to gain market share through a value based offer, in turn garnering a brand that was associated with value at a fair price.
We initially implemented this plan by offering a 3 star PQ rated entry level camera at a price point that would hopefully undercut competition of similar rated cameras and still offer a camera that could compete with the high end cameras. We believed this strategy would entice customers that normally would purchase a lower end camera based on price, and also customers who usually bought cameras for the high end specs. This strategy allowed us to meet our consumers in the middle ground on price and value in order to create a brand that was associated with the most value for dollars spent.
Adjustments to Strategy
Year 6
For Year 6, we aimed to compete with a bestcost strategy. Initially we started off with three star entry level and multifeature cameras and an aggressive marketing strategy. We increased our prices from Year 5 across the board and put a lot of money into marketing. We invested $570 in North America, $500 in Latin America, $400 in EuropeAfrica and $350 in
AsiaPacific. In regards to the prices of the entry level cameras, they were $175 in North
America, $163 in Latin America, $165 in EuropeAfrica
Jordan Beadle
Esperanza Benitez
David Dang
Sean Kelly
Thom Thurn
Strategy Formulation and Initial Implementation
Our company wanted to appeal to as many consumers as possible and gain market share through value and competitive cost. We realized that not every person would need an extremely high end camera to capture life’s simple moments, but consumers would still appreciate a high value product without the intimidating features of some highend cameras. We chose to implement a BestCost strategy, which allows our company to deliver a quality camera at a fair price and offer more in terms of value than the lower PQ rated cameras. We believed this strategy would allow us to gain market share through a value based offer, in turn garnering a brand that was associated with value at a fair price.
We initially implemented this plan by offering a 3 star PQ rated entry level camera at a price point that would hopefully undercut competition of similar rated cameras and still offer a camera that could compete with the high end cameras. We believed this strategy would entice customers that normally would purchase a lower end camera based on price, and also customers who usually bought cameras for the high end specs. This strategy allowed us to meet our consumers in the middle ground on price and value in order to create a brand that was associated with the most value for dollars spent.
Adjustments to Strategy
Year 6
For Year 6, we aimed to compete with a bestcost strategy. Initially we started off with three star entry level and multifeature cameras and an aggressive marketing strategy. We increased our prices from Year 5 across the board and put a lot of money into marketing. We invested $570 in North America, $500 in Latin America, $400 in EuropeAfrica and $350 in
AsiaPacific. In regards to the prices of the entry level cameras, they were $175 in North
America, $163 in Latin America, $165 in EuropeAfrica