Assessment Of This Subject Supports Students In Developing

Assessment Of This Subject Supports Students In Developing

The assessment of this subject supports students in developing their skills and knowledge in topics that include environmental assessment, problem diagnosis, strategy development, and cultural and ethical contexts. Stakeholder meetings are a critical element in strategic management. This assessment task provides experience and immersive understanding of the complex interactions involved in the development of strategic choices, and the need to take an integrative approach to problem solving. The increasing pace of technological change and the increased impact of social media provides many challenges for businesses attempting to navigate towards growth and increased profitability. Rapid cycle times for new products can lead to decisions being made that are not always in the best interests of the long-term survival of the firm.

Disruptions to the everyday course of business come from anywhere and need to be responded to often in short time frames. Introduction

Assessment 2 Part B continues from the scenario in Part A. In Part B, a disruption is introduced which necessitates re-consideration of the white paper done in Part A of the Assessment. Here is a recap of the scenario.

Scenario Recap

Pro-Go Pty Ltd is a privately-owned manufacturer of small, high-quality action cameras based in Geelong, Victoria. Founded in 2004 it has enjoyed continuous year-on-year growth until the last financial year. Pro-Go has a track record of innovation, and technology that provides excellent quality results in a small package able to operate with small batteries for extended periods of time. The video files these cameras produce are known for having superior colour, and operate effectively in lower lighting conditions than competitor’s cameras. They are also marketed on the basis of their extreme ruggedness, and reliability. Much of the technology used in its devices has been patented by Pro-Go and is not currently available to other manufacturers.

The Pro-Go management team has recognised that the ability to capture videos is now a feature of most phones. It suggests to them that the future of the stand-alone camera may be limited. Pro-Go’s CEO has requested the executive team meet independently to develop a strategy to guide the company over the next five years. The COVID19 pandemic has presented a substantial disruption and challenge to companies and communities around the world. In an environment being shaped by self-isolation lockdowns and social distancing, Pro-Go has identified an opportunity to work with a technology partner/integrator to address a pressing community need.

The COVIDSafe app uses Bluetooth enabled smart phones to identify when a user is near another COVIDSafe user and records close contact between these users. This allows State and Territory health officials to contact any user if they have been in contact with someone who has tested positive for the virus. Leveraging the COVIDSafe technology, Pro-Go’s state-of-the-art cameras together with an innovative software solution, Pro-Go has identified an opportunity for custom-built Pro-Go camera units to be fitted to dashboards of National Police Force vehicles to enable real-time tracking and mapping of hot spots throughout the community where COVID19 is present.

The Pro-Go management team has tasked the team to develop a modified strategic plan/white paper that will articulate the way forward to provide an effective solution to this emerging community need. It is expected that Pro-Go will go out to market via a competitive tender arrangement to find suitable strategic partners to develop and market the new solution. Similar to other specialty camera companies partnering with car manufacturers, technology companies, and service providers like DXC Technology, Pro-Go aims to forge strategic partnerships that will drive innovation and create a lasting community impact (Statt, 2016).

Re-convene the stakeholder meetings to address the disruption scenario and associated concerns. The stakeholder meetings must discuss this disruption and develop a modified strategic plan/white paper.

Paper For Above instruction

Pro-Go Pty Ltd, a renowned innovator in high-quality action camera technology, faces a critical juncture due to technological evolution and external disruptions resulting from the COVID-19 pandemic. The emergence of COVIDSafe technology and the associated need for real-time community monitoring represent a unique strategic opportunity for Pro-Go to diversify and adapt its longstanding business model. This paper outlines the strategic reorientation required to navigate this disruptive environment, emphasizing stakeholder engagement, strategic options, and the application of strategic management frameworks to justify the selected path forward.

Introduction

Pro-Go, established in 2004 in Geelong, Victoria, has built a reputable brand based on technological innovation, rugged durability, and superior image quality in the action camera market. Its success was predicated on niche differentiation, technological patents, and consistent product innovation. However, the rapid proliferation of smartphones with advanced multimedia capabilities and the COVID-19 pandemic has challenged traditional growth trajectories and necessitated a strategic reassessment. The pandemic, particularly, has accelerated the need for community-level surveillance and health monitoring, opening new operational avenues for tech firms like Pro-Go.

This report responds to the strategic challenge posed by this disruption, advocating a pivot into a health and safety technology segment, leveraging existing technological expertise and forging strategic partnerships. It underscores the importance of stakeholder engagement in developing feasible, innovative strategies that align with the company's core competencies and future vision.

Strategic Context and Analysis

The core environmental forces influencing this strategic pivot include technological innovation in mobile health, social media influence on information dissemination, governmental response to COVID-19, and market competition in surveillance technologies. The company's external environment is characterized by rapid technological change, a shifting regulatory landscape, and heightened public concern for privacy and data security (Porter, 1980).

Internally, Pro-Go possesses strong R&D capabilities, patented technologies, and a culture of innovation. However, its traditional market—action cameras—faces stagnation due to smartphone integration (Kim & Mauborgne, 2004). This necessitates diversification into adjacent markets that leverage technological expertise, such as integrated surveillance solutions for public health.

Using SWOT analysis, strengths include proprietary technology, brand reputation, and innovation capacity; weaknesses encompass over-reliance on niche markets and potential technological obsolescence; opportunities lie in health monitoring and public safety; threats involve regulatory hurdles, privacy concerns, and competitive entries from established surveillance firms (Yin, 2018).

Strategic Options and Justification

Stakeholder consultation reveals three primary strategic options:

  1. Vertical Integration into Healthcare Monitoring Devices: Developing proprietary health monitoring cameras integrated with COVIDSafe technology, controlling the supply chain and data security.
  2. Partnership with Public Sector Agencies and Tech Firms: Collaborating with government agencies and tech companies to co-develop and deploy COVID-19 tracking units using existing patented technology.
  3. Market Diversification into Surveillance and Security: Selling customized camera units for police, hospitals, and public venues, focusing on real-time mapping and hotspot detection.

Applying Porter’s Five Forces and the Ansoff Matrix (Ansoff, 1957), the second option—strategic partnerships—offers a balanced approach to risk, capitalizes on existing core capabilities, and aligns with the company's innovation-driven culture. It reduces market entry barriers and leverages external expertise, facilitating faster deployment and acceptance. Justification is also supported by the increasing demand for integrated health and safety solutions, as governments worldwide prioritize pandemic control measures.

Implications for the Business

Short-term Challenges

In the immediate future, challenges include aligning internal capabilities with the new strategic direction, managing stakeholder expectations, and addressing privacy concerns. The company must also navigate regulatory approvals for health-related surveillance technology, which may entail extensive compliance and testing procedures (Kesan & Shah, 2007). Additionally, there is the risk of brand dilution if the company overextends beyond its core competencies.

Long-term Challenges

Long-term issues encompass establishing trust and credibility within the public health sector, safeguarding data privacy, and maintaining innovation leadership. The company must develop scalable, secure, and user-friendly products to compete with established surveillance and health tech firms (Westerman et al., 2014). Strategic partnerships will require diligent management to ensure technological integration, data security, and compliance with evolving regulations.

Furthermore, ongoing technological advancements and shifts in public perception regarding privacy will necessitate continuous R&D investment and stakeholder engagement to sustain competitive advantage (Brynjolfsson & McAfee, 2014).

Recommendations

Based on the analysis, it is recommended that Pro-Go adopts a strategy of forming strategic alliances with government agencies and technology firms to co-develop COVID-19 surveillance solutions. This approach enables rapid market entry, leverages existing technological expertise, and reduces resource and risk exposure. The company should invest in robust data privacy measures, comply with relevant health and safety regulations, and actively communicate with stakeholders to build trust.

Further, Pro-Go should establish dedicated project teams focused on research and development of health monitoring devices, ensuring the alignment of technological innovation with market needs. Continuous monitoring of regulatory developments and public sentiment toward data privacy will be essential to adapt strategies proactively, maintaining relevance and reputation.

Conclusion

This strategic reorientation positions Pro-Go to capitalize on emerging opportunities driven by health crises like COVID-19. By leveraging its innovative capabilities through strategic partnerships and focusing on integrated surveillance solutions, Pro-Go can diversify its revenue streams and reinforce its reputation as an innovator. The recommended approach balances short-term agility with long-term sustainability, provided the company manages stakeholder expectations and navigates regulatory and privacy challenges effectively.

References

  • Ansoff, H. I. (1957). Strategies for Diversification. Harvard Business Review, 35(5), 113-124.
  • Brynjolfsson, E., & McAfee, A. (2014). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. W. W. Norton & Company.
  • Kesan, J. P., & Shah, R. C. (2007). Countering Cybersecurity Threats: Strategic Approaches. Journal of Information Privacy and Security, 3(4), 4-29.
  • Kim, W. C., & Mauborgne, R. (2004). Blue Ocean Strategy. Harvard Business Review, 82(10), 76-84.
  • Kesan, J. P., & Shah, R. C. (2007). Countering Cybersecurity Threats: Strategic Approaches. Journal of Information Privacy and Security, 3(4), 4-29.
  • Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press.
  • Statt, N. (2016). Tech Companies Partner with Car Manufacturers to Create Next-Generation Vehicles. TechCrunch.
  • Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading Digital: Turning Technology into Business Transformation. Harvard Business Review Press.
  • Yin, R. K. (2018). Case Study Research and Applications: Design and Methods. Sage Publications.

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