Daniel Venters

Jeff Miller
BMGT289I
November 6, 2020
GLO-BUS Strategy #2

Overall Strategy: My original strategy was to make LionHeart International into the dominant
manufacturer of UAV drones in the entire world, but this did not work. Throughout the past five
simulated years, I have realized that it is harder to focus solely on UAV drones instead of using
both drones and action cameras to dominate the market. Having made this realization, my overall
strategic plan to create high-end UAV drones and high-end AC cameras. My other goals for the
remainder of my time on GLO-BUS is to greatly increase the market share that my company has.
I originally had a great deal of UAV drone market share, especially in North America and
Europe-Africa markets, but since the first year, I have steadily lost it. I want to restore the market
share that I had previously with my drones and then increase my camera market share as well.

Product Design Strategy: I had previously stated that I wanted to create high-end drones that I
could use to dominate the market by year 10. Slowly, year by year, I have increased the quality
of my UAV drones such that now they are of the highest quality that I could build. Previously, I
had stated that I was going to leave my AC cameras at the mediocre quality that the simulation
starts them at, but after realizing the revenue that I was losing because of that decision, I have
changed my strategy. Similar to what I had done with the drones, every year, I am increasing the
quality of the AC cameras. I started doing this at year 9 and I hope to complete this process by
year 12. I want both my UAV drones and my AC cameras to be the best products on the market
as quickly as I can in order to recapture market share.

Marketing Strategy: My previous strategy focused on dominating the markets in North America
and Asia-Pacific, but I then changed it to North America and Europe-Africa. Trying to segment
the market worked well at first. I had a large portion of the market in those two regions, but once
my market share started to decrease, I had nothing to fall back on in order to support my
business. What makes matters worse is that I also lost precious time in the Latin America and
Asia-Pacific markets that other companies used in order to insert themselves as dominant figures.
My new plan is to focus on all four markets simultaneously in order to try and bring myself back
into these markets.

Compensation and Facilities Strategy: My previous strategy involved steadily increasing the
amount of workstations available in order to improve productivity, but this proved to be too
expensive. Instead I immediately roboticized both my UAV drone and AC camera workspaces
which helps keep costs low. I also will keep increasing workspaces in order to avoid paying
overtime.
Corporation Citizenship Strategy: Originally, I was going to leave this aspect of GLO-BUS
alone, believing it to be a waste of resources, but then my image rating took a big hit so I am
incorporating small policies. I offer child care and safer working conditions as well as promote
green practices in my company. These measures helped increase my image rating so I will
continue to implement small policies as I have been doing.