Marketing Plan: Analyzing Google Glass Relaunch Strategy and Plan

This report presents a comprehensive marketing strategy and plan for the relaunch of Google Glass. It begins with an analysis using Porter's Five Forces, evaluating the threats of new entrants, substitutes, customer bargaining power, supplier power, and competitive rivalry. The report also conducts a STEEPLE analysis, examining socio-cultural, technological, economic, environmental, political, legal, and ethical factors relevant to the UK market. The proposed strategy section focuses on addressing the failures of the previous product launch by investing in R&D, mitigating customer risks (especially eye-related issues), and developing an online marketing approach utilizing virtual reality to showcase the wearable technology's advantages. The report aims to provide a practical marketing plan to increase the chances of success in the UK market.

RUNNING HEAD: MARKETING STRATEGY AND PLAN
Marketing Strategy and Plan
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2MARKETING STRATEGY AND PLAN
Porters Five forces Analysis
Threat of entry of new firms
Google glass will face a moderate competition from the other competitive firms. In other
words, they will face a tough competition from the eye hospitals who might invent some kinds of
special eye glasses in order to give a stiff competition (Healey & Stephens 2017).
Threat of substitutes
Google glass is still in its stage of infancy. It is not well developed in all the places. There
is a chance that people might not be able to afford the same. In such cases they will only think
about going for some kinds of alternatives. They might switch over to other navigator apps that
can be easily installed in their smart phones.
Bargaining ability of customers
Customers have a strong bargaining ability in this aspect. This is because they might
easily switch over to other alternatives. There are associated threats like some eye problems that
might be developed by the customers. It can cause eye fatigue and also some visual problems as
well.
Power of supplier
The power of supplier is low as the Google glass is a very new technology and cannot
really switch over onto other suppliers rapidly. Thus they do not really have a large number of
options in this field.

3MARKETING STRATEGY AND PLAN
Competitive Rivalry
At the current scenario it can be said that the Google glasses are having a moderate
chance of Competitive Rivalry. Though they are trying to initiate a very new, innovative and
modern kind of wearable technology but at the same time, there is a chance that the customers
might not like this product in the first instance.
Steeple Analysis
Socio-cultural
The workforce of UK is very well developed as they have a multi cultural workforce.
This will be helpful in appealing to a large number of customers belonging from different parts
of the world.
Technological
UK is one of the technologically advanced countries in the world. Thus it is advantageous
for the company to launch their business in UK as they will be able to get all the modern and
updated technological methods for increasing their business (More, Probert & Phaal, 2015).
Economic
Low interest rate has been a setback for some of the business firms in the organization.
As a result of this, there is a chance that Google Glass Company might face a bit of problem.
However it is predicted by analysis that there is no such chance of another fall in the interest rate
in the coming days.

4MARKETING STRATEGY AND PLAN
Environmental
Weather conditions might be challenging at some points of time thus posing a major
threat to the production and the marketing of the products.
Political
The political environment is stable and favorable growth for any business setup from
around the world. This is also favorable for the development of Google glasses (Hill, Korczak &
Korczak, 2019). The rate of taxation is easy and easily bearable. Thus the company will be able
to bear the taxes easily.
Legal
The legal system of UK is well developed and make sure that it provides a proper
protection for the rights, salary, leaves and all other interests of the employees. Thus the
company will be assured that they can provide a proper protection for safeguarding the rights of
their employees.
Ethical factor
UK legal system pays strong focus on the maintenance of the ethical factors by all the
organizations. The Employment Act 1996 protects rights of employees (Williams, 2017).
Proposed Strategy
 As they have failed the product launch in the previous time, they have to make sure that
they are working over all those areas in their current launch. They have to invest a good

5MARKETING STRATEGY AND PLAN
sum of money over their R&D Department so that they can get all the sufficient
information about the needs and demand of the customers.
 They need to find out all the associated risks that might affect the customers from using
this product. As there is a chance of many eye risks, the company has to collaborate with
ophthalmologists and other factors that will be helping in minimizing the associated risks.
 They have to develop an online marketing approach so that they can reach to all the
different customers at UK. The company has to use the VR or the virtual reality aspect
that will help the customers to get a proper view about the advantages of using this new
wearable technology.

6MARKETING STRATEGY AND PLAN
References
Healey, K., & Stephens, N. (2017). Augmenting justice: Google glass, body cameras, and the
politics of wearable technology. Journal of Information, Communication and Ethics in
Society, 15(4), 370-384.
Hill, P., Korczak, A., & Korczak, P. (2019). Political uncertainty exposure of individual
companies: The case of the Brexit referendum. Journal of Banking & Finance, 100, 58-
76.
More, E., Probert, D., & Phaal, R. (2015, August). Improving long-term strategic planning: An
analysis of STEEPLE factors identified in environmental scanning brainstorms. In 2015
Portland International Conference on Management of Engineering and Technology
(PICMET) (pp. 381-394). IEEE.
Williams, M. (2017). Legislative language and judicial politics: The effects of changing
parliamentary language on UK immigration disputes. The British Journal of Politics and
International Relations, 19(3), 592-608.