Marketing, operations, and human resource strategies in a camera firm

GLO BUS Marketing Plans

Marketing Strategy -- Glo Bus

Summary- Glo-Bus is a U.S. based international digital-camera company with production operations in Taiwan. The industry is cyclical and highly competitive with a market growing 8-10% per annum and heavily price elastic due to volume and technological improvements in digital phone devices.

Target Customers- Digital camera customers are typically more sophisticated and technologically savvy than the general population. They research products thoroughly prior to purchase and fall within the Early Adapter or Early Majority segmentation model. Most are college educated (or equivalent) who are either professional photographers or highly skilled amateurs with household incomes in excess of $75,000.

Unique Selling Proposition- Because of the heavy competition and price wars between Smart Phones and other camera manufacturers, the USP for Glo-Bus is based on gleaning a competitive edge: "Glo-Bus -- Don't just shoot it -- experience it."

Pricing and Positioning- While Glo-Bus has entry-level camera models, the quality and technology of its products aligns more with mid-upper range units. Pricing is competitive, but not primary and focus is on quality, benefits, features, and warranty (long-term use). PS: "Glo-Bus -- quality and innovation when and where you need it the most.

Distribution -- Distribution remains primarily through retailers of all sizes focusing on shops or organizations that provide knowledge-based consultative services rather than one-size fits all.

Collateral/Promotions -- Focus on higher end collateral that acts as a soft sell by masking as a tutorial/educational piece with tips, instructions and advanced techniques. This combines with online forums, interactive web casts and web-based photographic contests.

Assembly/Operations Strategy -- Glo Bus

Process Strategy -- Use of Taiwan-based manufacturing plan that alleviates some of the tension regarding seasonal spikes and order-retailer time lag.

Timing -- Continue to support Just In Time inventory by ordering specific products one quarter ahead of delivery

Distribution -- High end private camera or electronic shops; or higher end online retailers that focus on quality

Philosophy -- Tri-part focusing on process implementation and innovation; use of repetitive-based parts when possible, and innovatively product focused using new technologies and improvements regularly to remain competitive.

Product Focused Strategy -- Overall, production and assembly based on product line with high volume but low variety -- ensures consistency and high quality over time. While specialized labor is needed, the higher capital investment and more specialized equipment ensures that the product's standards will be maintained.

Improving Service Productivity- Continual feedback loop from customers via Internet, Customer Service Surveys, webcasts and beta testers -- FOCUSED-based strategy that drives innovation and higher end sales for professionals. Higher level of QC set from industry benchmarks (e.g. reduction of errors from 1.5% industry standard to .5% overall).

Process Reengineering -- Bi annual review of processes and reevaluation of purpose and objectives based on service volume, error ratio and customer feedback. Zone between design and effective capacity to product needed incase in volume with low-error ratio.

Improved Capacity Planning- As specialized market grows globally, institute actual Capacity Planning Department, charged with: forecasting demand, developing alternative plans and evaluation procedures, increase quality control, continually implement new plan and search for streamlined technology to assist in volume/quality ratio,

Human Resources Strategy -- Glo Bus

Abstract - Move Human Resources from a personnel department to a strategic planning function that plays a major role in staffing, training and retention of employees. Because of the global operations and offices, HR will take an active role in preparing and solidifying new job descriptions and advanced/enhanced training materials for all staff; as well as participating (using data mining and other electronic means) techniques to identify and promote internal candidates as well as define opportunities to retain top employees. This will be accomplished through:

Compensation: a phased approach to address compensation issues, with a long-term plan including market and internal equity issues, pay for performance and incentive compensation. This work includes review/update of compensation policies and practices, development of career paths and assessment of internal development and promotion opportunities.

Development of Career Ladders. The statewide compensation team will develop the foundational pieces of a career ladder structure, which can be used in any discipline throughout the university. A first step will be an evaluation of current career ladder structures -- what's working well and what can be enhanced.

HR Technology Plan and Metrics: development of an HR technology plan to fully use online reporting and tracking capabilities. Integral to this plan will be the development of an HR dashboard to measure the health of the organization using baseline data and 4-5 key metrics.

Performance Management / Professional Development: begins with competency-based job descriptions with expected performance and behavioral outcomes. Managers must understand the differences between unsatisfactory, meeting and exceeding performance expectations. To establish pay-for-performance structure, there must be a consistent and objective methodology for evaluating performance. All employees should have an annual performance evaluation with goals for the next year. High performers should be rewarded. Low performers should have performance improvement plans with a specified time period for improvement -- with no improvement they should be removed from the position.