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Managing Strategy

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INDIVIDUAL REPORT ON SIMULATION EXERCISE (GLO-BUS)

COMPANY NAME: X (Company E)

INTRODUCTION/ GENERIC STRATEGY
We began managing our company, X, intuitively. However, as the operating year progressed our strategic direction began evolving as a mixed yet responsive strategy. We developed two different strategic directions, one for the Entry-level cameras and the second for the Multi-featured cameras, hence a mixed strategy.
For the Entry-level camera we applied the Best-cost provider or the Hybrid strategy as we provided a low cost yet unique product as it offered high value and quality. The goal behind this strategy was to increase profitability and outcompete our rivals through increased market share.
While for the Multi-featured cameras we implemented a focused differentiation strategy, as we decided to provide a unique product with a high price, to achieve a very high PQ rating. We chose this strategy because we found a gap in the Multi-featured camera market, as there was no other company producing a high quality camera at a premium price.
Both of these strategic directions were driven by the responsiveness of the competitive market. For both types of our cameras we tried to find a gap in the market and take advantage of it. Therefore, we chose the hybrid strategy for the Entry-level camera and the focused differentiation strategy for the
Multi-featured camera.

INDUSTRY OVERVIEW:
PESTEL
Political

Since we operate in four major geographical areas (North America,
Europe-Africa, Asia-Pacific and Latin America) we are likely to be influenced by differing political policies, such as: government stability, type of government, import duties and taxation policy.
Import duties initially averaged $5 for entry level cameras and 10$ for multi featured cameras. Nevertheless, operating in different offers a hedge against this risk. Since all

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