Globus Report

and even better resolution specifications. The company looked to offer abetter product than others in the industry. Along with having abetter product Global Vision knew that marketing was a big factor in selling. It was important to out-market and advertise our competitors by doing so we increased market shares throughout the years and kept building our reputation. This reflects our strategic vision in offering a different product in the industry and marketing it on abroad scale. While the product itself and marketing is important, Global Vision took to offer different compensation practices that rewarded employees based on best practices and the quality of their work. Through every year, we increased our wages and attendance bonuses to keep our employees working hard. The quality of our product is just, if not more, important as what features it offers. Global Vision also took to doing a robotics upgrade in Year 7, although this is a costly thing to do it decreases production costs in the long run and allows fora higher output in a shorter amount of time. To stay consistent to improving our product we invested in research and development in hopes of finding the best technology and having the most advanced products in the industry. Global Vision also differentiated our marketing and prices among the different geographic regions as this would maximize our profits and goals. In our first years of management, we took to implementing a higher advertising budget in the Asia-Pacific and Latin America regions thinking it would give an advantage, suspecting that competitors would focus on North America and Europe-Africa. The company also offered lower prices in Asia-Pacific and Latin-America that were comparable while offering a higher price in North America and
Europe-Africa. This was based on projections in the industry and on dollar values in each region.
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As more years and decisions went by, we created a greater focus on overall advertising and marketing. Global Vision started to invest more in North America and Europe-Africa to increase our market shares in these regions. The company knew that eventually we would need to improve in these areas and shift our focus as time went by. We remained to have a strategy where our prices were higher in North America and Europe-Africa and lower in Latin-America and Asia-Pacific. Not only did we differ the marketing and prices in these regions but offered higher discounts in Latin-America and Asia-Pacific, it was found that by doing so we could sell more of our output in these regions.
Drones
In order to set ourselves apart from our competitors, we suspected that other companies would focus more heavily on upgrading their action-capture cameras rather than UAV drones. Global Vision responded to this inclination by putting more effort and upgrades into our UAV drones as away of success in our industry. We set to continually market our UAV drones more heavily and create abetter product than our action-capture cameras.
In our UAV drones, Global Vision wanted to create a high-end drone that had a lot of feature upgrades as opposed to focusing solely on hardware upgrades. We focused to create a product that was unique to the industry and was of better quality and specifications. Year by year we strived to add an additional feature or anew model to our UAV drones on top of our other upgrades in order to keep ourselves current and in demand for consumers. Our marketing cost per drone was significantly higher than it was for action-capture cameras. By year 11 our marketing cost per unit in UAV drones was $209.94 compared to our marketing cost per unit in cameras which was $39.87. Our focus to heavily market UAV drones Downloaded by Cool Rock (coolrock7540@gmail.com)
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was brought into get a higher consumer base and ensure than enough information and distinction was made between Global Vision and our industry competitors. Other than having a higher spend for UAV drones our strategy was similar to our action-capture cameras but, for our drones we spent more in search-engine advertising as it produced a greater return at a lower cost. Global Vision decided to use a strategy that rewarded workers for the quality of work done. It gave its UAV drone workers higher base wage increases, assembly quality incentives and attendance bonuses than its action-capture camera workers. Compared to the industry, Global Vision gave lower base wages for its workers but a higher quality incentive for work that was well done. Although we spent lesson base wages our employees took home a higher salary than the industry average because of our incentive and attendance bonus pay. This ensures a higher quality product that is consistent with our strategic vision and gives a competitive advantage to our products. Not only did we focus on employee quality, but our robotics facility upgrade in year 9 allowed for better quality drones and higher production rates. Global Vision’s main focus geographically was in North America where we invested the most money however, our advertising budgets among all regions remained balanced. We did offer a higher discount to online retailers in both Asia-Pacific and Latin America regions. Our price among the regions differed slightly, with Europe-Africa maintaining a higher price while Latin America and Asia-Pacific regions had the lowest prices for our UAV drones. Downloaded by Cool Rock (coolrock7540@gmail.com)
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