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    Glo-Bus Strategy 1

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    Daniel Venters' overall strategy is to make LionHeart International the dominant commercial UAV drone company worldwide by focusing on high-end drones. His product design strategy is to cautiously increase drone specs incrementally each year to have a fully developed high-end drone by year 10. For marketing, he will heavily increase efforts in North America and Asia-Pacific to corner those markets first before year 10. His compensation and facilities strategy is to steadily increase drone facilities while keeping wages slightly above average. For corporate citizenship, LionHeart will not focus many resources on maintaining a high level and the goal is for the public to not have any emotions about the company.

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    Glo-Bus Strategy 1

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    api-535488414
    58 views2 pages
    Daniel Venters' overall strategy is to make LionHeart International the dominant commercial UAV drone company worldwide by focusing on high-end drones. His product design strategy is to cautiously increase drone specs incrementally each year to have a fully developed high-end drone by year 10. For marketing, he will heavily increase efforts in North America and Asia-Pacific to corner those markets first before year 10. His compensation and facilities strategy is to steadily increase drone facilities while keeping wages slightly above average. For corporate citizenship, LionHeart will not focus many resources on maintaining a high level and the goal is for the public to not have any emotions about the company.

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    Daniel Venters' overall strategy is to make LionHeart International the dominant commercial UAV drone company worldwide by focusing on high-end drones. His product design strategy is to cautiously increase drone specs incrementally each year to have a fully developed high-end drone by year 10. For marketing, he will heavily increase efforts in North America and Asia-Pacific to corner those markets first before year 10. His compensation and facilities strategy is to steadily increase drone facilities while keeping wages slightly above average. For corporate citizenship, LionHeart will not focus many resources on maintaining a high level and the goal is for the public to not have any emotions about the company.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    58 views2 pages

    Glo-Bus Strategy 1

    Uploaded by

    api-535488414
    Daniel Venters' overall strategy is to make LionHeart International the dominant commercial UAV drone company worldwide by focusing on high-end drones. His product design strategy is to cautiously increase drone specs incrementally each year to have a fully developed high-end drone by year 10. For marketing, he will heavily increase efforts in North America and Asia-Pacific to corner those markets first before year 10. His compensation and facilities strategy is to steadily increase drone facilities while keeping wages slightly above average. For corporate citizenship, LionHeart will not focus many resources on maintaining a high level and the goal is for the public to not have any emotions about the company.

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    © All Rights Reserved
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    Daniel Venters

    Jeff Miller
    BMGT289I
    September 18, 2020
    GLO-BUS Strategy #1

    Overall Strategy: My overall plan is to make LionHeart International into the dominant UAV
    Drone company in the world. My strategy is to focus mainly on creating the best drones that
    LionHeart International can create in order to corner the commercial market on high-end drones.
    I believe that there is more money to be made in focusing my resources on high-end drones
    instead of focusing on high-end action cameras.

    Product Design Strategy: My end goal is to create high-end drones designed for commercial use,
    but based on what I have seen so far, advancing the design of drones that LionHeart International
    is currently producing to the maximum will bankrupt my company. My product design strategy
    is caution-oriented. My plan is to increase the specs of my drones by one increment each year
    with the goal to have the full product design by year 10. This plan will constantly be subject to
    change as I see how the market reacts to the changes that I have made to my drones. Finishing
    my high-end drones by year 10 is important, though, because of the Special Contract Offers page
    that becomes available in year 9. I want to become the dominant commercial supplier for drones
    so I will need to be competitive by year 9. My plan for action cameras, however, is to keep them
    at the same quality and price throughout in order to keep a constant revenue flow.

    Marketing Strategy: For my marketing strategy, I want to heavily increase my efforts in the
    North America and Asia-Pacific markets to begin. I want to corner those two markets first
    because I believe that I can make the most money in those markets. I do not want to try and
    increase my marketing efforts in all the markets at once because I will start to lose money
    quickly. Similar to product design strategy, I want to corner the market in these two regions
    before year 10 so that I can make the most of the Special Contract Offers.

    Compensation and Facilities Strategy: Similar to my product design strategy, I will keep the
    wages and facilities for my action cameras constant, but if I start to lose revenue, then the action
    camera wages and facilities are the first expenses that I will be cutting. As for my UAV drones’
    wages and facilities, I want to steadily increase my facilities while keeping my wages slightly
    above the industry average.

    Corporate Citizenship Strategy: LionHeart International will not focus many resources on
    maintaining a high corporate citizenship level. While I do not believe that it is necessary for us to
    go out of our way to damage the climate or create dangerous working conditions, I am not going
    to waste resources fighting some battle that my shareholders will not care about, especially if
    they learn that it's cutting into their profits. My goal is for LionHeart International to not exist in
    the eyes of the public. When the public hears about LionHeart International, I do not want them
    to have any emotions about our company. The sooner they forget that we exist, the better.

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