Developing a 5-Year Strategic Plan for Pro-Go Pty Ltd (MGT604)

This report, written from the perspective of the General Manager of Pro-Go Pty Ltd, a manufacturer of high-quality action cameras, outlines a strategic plan for the company's growth over the next five years. It begins with an executive summary and an introduction detailing Pro-Go's history, current market position, and the need to adapt to potential market changes. The report explores three strategic options for the company: manufacturing home appliances and webcams, producing specialized lenses, and developing smartphones with superior camera capabilities. The chosen option involves manufacturing webcams and home appliances, leveraging Pro-Go's brand image to attract new customers and retain existing ones. The discussion section analyzes the implications of this choice, addressing both short-term issues like raising capital and allocating funds, and long-term issues like competition and maintaining innovation. The report concludes by referencing supporting literature and providing a comprehensive strategic framework for Pro-Go's future.

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

1BUSINESS AND STRATEGIC MANAGEMENT
Executive Summary
The focus of this report is to develop a strategic plan which will help the company of Pro-Go
Pty Ltd for the coming five years, from the view point of General Manager of the business
enterprise.

2BUSINESS AND STRATEGIC MANAGEMENT
Introduction
This report will focus on developing a strategic plan in order to guide the business
organization of Pro-Go Pty Ltd over the next five years, from the view point of the General
Manager of the company. It is a privately-owned manufacturer of small and high-quality
action cameras, which is based in Geelong, Victoria. It was founded in 2004 and was growing
on continuous growth until the last financial year, and is famous for its innovative and
technological ways used by them. The cameras are able to operate with small batteries for
longer duration of time, along with capturing the videos captured through the help of those
cameras, which are known for high colour quality. The effectiveness of operating in
situations like lower light also provides a competitive edge over its rivals present in the
market places, apart from the context of reliability and vigour. So, the management of Pro-Go
is looking for some innovative ideas in order to survive in the market in global context if the
stand-alone camera gets definite in near future.
Aim
The focus of the organization will be to enlarge the product line along with bringing
some new innovative products in the marketplace around the world.
Discussion
Three Options
1. The company of Pro-Go can apply to the marketplaces in and around the world is
manufacturing home appliances along with webcams, where they will be able to apply the
same technology as they are providing in their high-quality action cameras. By addition of
the home appliances, the target market can be increased, which would help Pro-Go to provide
their products to more interested people globally. This will help to diversify their operations

3BUSINESS AND STRATEGIC MANAGEMENT
of business, but have face stiff competition from companies like Microsoft, Logitech and
others (Powell, 2014).
2. Pro-Go also can manufacture and introduce the high quality of specialized lenses; it
can be easier for the business entity to standardize its products. Introduction of these lenses
with high zoom facilities will help to maintain the competitiveness of the company in the
market places around the world. It will help to increase the sales volume of their products to
more number of people globally, where there will be a chance to diversify the business
operations of Pro-Go.
3. Pro-Go can use their innovation in order to produce smartphones on their own,
whose unique selling proposition will be the cameras, which will be capable enough to
capture superior quality videos by the help of the cameras built by them. It will involve all the
modern features and technologies inbuilt on them, and should be made available around the
world. It will aid the providence of the cameras as well as launching into a new segment
through which Pro-Go can earn profit for its business operations (Boyd, 2013).
Option Selected and Implications
The selected option for Pro Go would be to manufacture webcams along with the
home appliances, as the goodwill and brand image of Pro-Go will help attract new people
around the world, and would also help to retain their old customers too. They have to
strategize accordingly in order to target the untapped regions of the world (Durand, Grant &
Madsen, 2017)).
Long Term Issues Short Term Issues
Raising Capitals Allocation of funds in various departments
properly
Competition from the rivals Maintaining the innovation quality

4BUSINESS AND STRATEGIC MANAGEMENT

5BUSINESS AND STRATEGIC MANAGEMENT
References
Alegre, J., & Chiva, R. (2013). Linking entrepreneurial orientation and firm performance:
The role of organizational learning capability and innovation performance. Journal of
Small Business Management, 51(4), 491-507.
Boyd, B. K., Bergh, D. D., Ireland, R. D., & Ketchen Jr, D. J. (2013). Constructs in strategic
management. Organizational Research Methods, 16(1), 3-14.
Durand, R., Grant, R. M., & Madsen, T. L. (2017). The expanding domain of strategic
management research and the quest for integration. Strategic Management
Journal, 38(1), 4-16.
Ethiraj, S. K., Gambardella, A., & Helfat, C. E. (2016). Replication in strategic
management. Strategic Management Journal, 37(11), 2191-2192.
Friedli, T., Mundt, A., & Thomas, S. (2014). Strategic management of global manufacturing
networks. Springer Berlin Heidelberg.
Hambrick, D. C. (2015). Top management teams. Wiley Encyclopedia of Management, 1-2.
Mišanková, M., & Kočišová, K. (2014). Strategic implementation as a part of strategic
management. Procedia-Social and Behavioral Sciences, 110, 861-870.
Powell, T. C. (2014). Strategic management and the person. Strategic Organization, 12(3),
200-207.