Strategic Management Report for Pro-Go Pty Ltd: A 5-Year Plan Analysis

This report presents a strategic plan developed from the perspective of a Senior Finance Manager for Pro-Go Pty Ltd, a company manufacturing high-quality action cameras. The report begins with an executive summary and introduction, outlining the company's background, current challenges, and the aim of the plan. A SWOT analysis is conducted to identify the company's strengths, weaknesses, opportunities, and threats. Three strategic options are presented: manufacturing innovative smartphones, targeting untargeted markets, and cutting product prices. The chosen option, which is to cut prices, is justified from a financial perspective, considering the company's declining product life cycle stage and the need to enter new markets. The report discusses the implications and challenges of the chosen strategy, including capital requirements and competition. It also addresses short-term and long-term issues, such as internal alterations and the need for fund allocation. The report concludes with a list of references to support the analysis.

Running head: STRATEGIC MANAGEMENT
STRATEGIC MANAGEMENT
Name of the Student
Name of the University
Author Note

1STRATEGIC MANAGEMENT
Executive Summary
The focus of this report is to develop a strategic plan for guiding the company of Pro-Go Pty
Ltd for the next five years, from the view point of Senior Finance Manager of the
organization.

2STRATEGIC MANAGEMENT
Introduction
The focus or aim of this report is to develop a strategic plan for guiding the Pro-Go
Pty Ltd organization for the upcoming five years, from the view point of Senior Finance
manager of the organization. The company is based in Geelong, Victoria and deals with the
manufacturing of high quality, small action cameras. The business entity is privately owned
which was founded in the year 2004. The company has enjoyed a continuous growth till the
last financial year, and are now facing the declining stage if the product life cycle is
considered. It has produced technological as well as innovative techniques to capture
excellent quality videos, which are mostly available in smartphones at present, and thus has
become quite famous in this field. For a longer duration of time, the cameras are capable of
functioning with smaller batteries. They stand superior to their rivals in terms of ruggedness
and reliability. They use the modern as well as innovative technologies which are unmatched
by the rivals till date.
Aim
The main focus of the company will be to stretch the product line as well as bringing
some fresh innovative products in the market through worldwide.
Discussion
SWOT Analysis
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
High Quality Action
Camera
Comparatively New
in the market
Expansion in new
market
Presence of
Competitors
Continuous growth Non global presence Product line Financial problem

3STRATEGIC MANAGEMENT
extension
Master in innovation
and technology
Reliable
Three Options
1. Pro-Go need to raise and allocate funds in order to manufacture innovative
smartphones on their own, where unique selling proposition will be the cameras
manufactured by them, which will be able to capture the quality of videos provided by the
cameras manufactured by them. Features like smart voices can be implemented in those
smartphones (Gye, 2014).
2. Pro-Go also can target the untargeted market through the manufacture high-quality
action camera, so that people of those marketplaces will be able to enjoy favour from that
product. But again, capital requirement will be a major issue and the Finance Managers will
also look after the return of investment. The Senior Financial Manager can allocate budget in
order to expand their business nut no loss can be entertained as it will harm the brand image
of the company and will help the rivals to take the market share from themselves (Codreanu
& Celik, 2013).
3. As the organization is in the declining stage of the product life cycle, they need to
follow some strategies in order to cut down the prices of the products, in order to increase the
purchasing capacity of the customers can buy the products. The promotional expenditure
along with the number of distribution outlets need to be reduced as well. The firm-specific
advantages need to be followed in the uprising economies around the world (Vogel & Güttel,
2013).

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Chosen Option
The preferred which need to be chosen from the view point of the Senior Finance
Manager of the company is option number 3, that is to cut down the prices of the product,
which will help the organization to enter into new emerging markets and to increase the
revenue earning of the company.
3. Implications and Challenges
In order to push up the sales of Pro Go, who are currently in the declining stage, the
operations manager need to implement cut price strategies where the product prices need to
be lowered, so that the people would be able to buy their product, which would help to earn
profit in the declining stage and help Pro Go to sustain in the marketplace. The Senior
Financial Manager need to raise funds by trimming down some operations, so that it will help
to save and allocate the funds where it would be necessary.
Long Term Issues Short Term Issues
Requirement of Capital Internal Alterations in order to move out
from the declining stage
Stiff Competition from the Rivals Allocation of Funds

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References
Bettis, R., Gambardella, A., Helfat, C., & Mitchell, W. (2014). Quantitative empirical
analysis in strategic management. Strategic Management Journal, 35(7), 949-953.
Codreanu, T., & Celik, C. C. (2013). Effects of webcams on multimodal interactive
learning. ReCALL, 25(1), 30-47.
Gye, L. (2014). Picture this: The impact of mobile camera phones on personal photographic
practices. Continuum, 21(2), 279-288.
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2014). Strategic management: Concepts:
Competitiveness and globalization. Nelson Education.
Sheppard, N. A., Dinger, M., Velzy, A. F., Michaelian, P., Kang, J. S., Jingles, L., ... &
Cummings, G. A. (2015). U.S. Patent Application No. 29/304,515.
Todeschini, E., Deloge, S. P., & Anderson, D. (2016). U.S. Patent No. 9,313,377.
Washington, DC: U.S. Patent and Trademark Office.
Vogel, R., & Güttel, W. H. (2013). The dynamic capability view in strategic management: A
bibliometric review. International Journal of Management Reviews, 15(4), 426-446.