論文代寫-GoPro公司營銷策劃和戰略的威脅

伍德曼對市場營銷技巧有著敏銳的認識，他把市場營銷理論的4個p (Product, Price, Place, Promotion)都處理好了。他的產品是同類產品中的第一，因此具有競爭優勢。他所有的促銷策略都涉及到人們自己，因此在這種情況下植入式廣告是非常成功的。GoPro用戶在互聯網上發布了大量內容。據稱，要花三年時間才能看到所有這些內容(Bergen, 2014)。除了內容營銷，GoPro享受的另一個優勢是其龐大的粉絲群。它聲稱擁有790萬Facebook粉絲，約320萬Instagram, 200萬YouTube用戶和117萬Twitter粉絲(Crooke, 2014)。在競爭激烈和瞬息萬變的市場環境下，GoPro為客戶提供了全新的創意和迷人的廣告體驗。這是其營銷策劃策略成功的主要原因。而且GoPro的案例研究明確指出了未來對公司戰略的威脅。對這種威脅場景進行理論分析，並就GoPro應該如何應對這種情況給出建議。接下來有關論文代寫-GoPro公司營銷策劃和戰略的威脅分析如下：

Evolution is the key to remain in business for a very long time. This also applies to GoPro. As in the past, we have seen how one thing replaces the other like how camcoders got replaced by smartpones, it is always a chance that some smarter or maybe cheaper device can replace the GoPro cameras. As per the capitalist Greg Gretsch, GoPro is a successful example of enchasing an “ephemeral opportunity.” The main problem is that GoPro is only hardware manufacturer in the era when software is easing the world of people. Moreover, GoPro faces huge competition from companies like Apple, Sony or Samsung. Sony has already launched a similar product with much higher features than GoPro. Therefore it is necessary for GoPro to be proactive to maintain its success story.
GoPro has a set plan to start expansion in new market verticles. GoPro cameras are already enjoying number one position when it comes to the adventure sports like motorsports, surfing and skiing. Now they aim to expand into the areas like hunting, fishing, music, etc. they also have planned to go global with their Brand with reliable partners and distributors around the world. The recent deal with Foxconn is an example of their planning to cope with competition and threats. As pet the deal Foxconn has brought in $200 million in GoPro. Foxcconn believes that GoPro is a suitable company to fulfil its vision to facilitate the international consumers with effortless and cost appropriate experience of content making. They also envision instant sharing and viewing of the contents created by users.
The major threats for GoPro are from the already existing major players in the technology market. With Sony already taking cue and launching sports utility camera, GoPro need to evolve fast to maintain profits. The company’s decision to go public with their stocks could be a risky proposition. The GoPro products have a starting cost of about $130 if beaten by the competitors would be down its sales heavily. As per Woodman, the market created by his invention can easily accommodate more several compositing companies. However, this could mean end of the dominance of GoPro and would thereby decline its profits.
From being an entrepreneurial venture, GoPro has now graduated into a fully fledged company enjoying the dominant position in the newly created demand market. However, GoPro should not sit back since it has made stir in the waters of giant companies like Sony, bringing it down to number two, even if it was for a month’s sales. Then there are Chinese manufacturers who come up with products at unimaginable costs and turn the table around in no time. Therefore it is recommended for GoPro to soon find new grounds in the market to maintain its novelty position. Exploring international markets is one of the options to increase sales and profits. Continuous technological up gradation of the GoPro products and attempt to keep the prices reasonable as per competition point of view is also important. Another choice for GoPro to maintain its dominance is to explore the software development side of the hardware that it manufactures. Making own software would help enhance the entire experience of GoPro as well as reduce the product cost, thereby capturing greater sales.
Even though the planning and strategies applied by Woodman are surely going to take the company in the direction of further growth, new ideas, verticals and marketing plans are always an added advantage. Woodman’s new vision to now make GoPro a “de facto standard” for taking images with unique perception looks promising for the future of the company.

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