Strategic Plan for Pro-Go Pty Ltd: Maintaining Market Leadership

This report provides a strategic plan for Pro-Go Pty Ltd, a company known for its action cameras. It aims to help Pro-Go maintain its competitive advantage in a market facing increased competition from mobile phone manufacturers. The report discusses the importance of a strategic plan for organizational stability and decision-making. It explores differentiation theory, emphasizing the need for Pro-Go to offer unique, user-friendly features in its cameras. Adaptive theory is also considered, suggesting the need for innovation in technology to regain a competitive edge. The report also addresses product strategies, highlighting the importance of innovation to appeal to customers. The conclusion stresses the necessity of strategic management for formulating and implementing strategies, ensuring the company's preparedness for future challenges. The report includes references to relevant literature and an appendix with options for competitive strategies.

Running head: STRATEGIC PLAN FOR PRO-GO
STRATEGIC PLAN FOR PRO-GO
Name of the Student
Name of the University
Author note

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Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................2
DIFFERENTIATION THEORY:..............................................................................................2
ADAPTIVE THEORY:.............................................................................................................3
PRODUCT STRATEGIES:.......................................................................................................3
Conclusion..................................................................................................................................3
References..................................................................................................................................4
APPENDIX................................................................................................................................5

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Introduction
Pro-Go Pty Ltd., which is known for manufacturing the action cameras that are small
and has a high definition quality picture, was founded in the year 2004 and is now based at
Geelong, Victoria. The company is known for the innovation and type of technologies it
explores with and until the last year has enjoyed a continuous market growth. The company
that realized that most of the mobile companies now have started manufacturing the same
thing.
This report insights about the strategies developed by the company with all its
valuable members to maintain a competitive advantage and be the market leader again.
Aim: developing a strategic plan for Pro-Go to maintain a competitive advantage.
Discussion
The primary role played by a Union official is the representation of the interest of the
workers and also to resolve the conflict, if any, between the employer and the employee of
the company. The union official must have excellent negotiation skills as this would also help
in making the company stable financially.
The strategies that can be used by the official includes:
Differentiation from competitive strategy, analyzer from an adaptive approach, and market
strategies product development are chosen (Thompson, Strickland & Gamble, 2015).
DIFFERENTIATION THEORY:
The organization must focus on a particular thing that it needs to change (Banker,
Mashruwala & Tripathy, 2014). The company realized that good quality video is something
that most of the mobile industries use and sell to the customers. The action camera now must

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be designed in such a way that it provides all the features everything amalgamated inside one,
which will be compact and user-friendly.
ADAPTIVE THEORY:
The main aim of an analyzer is to make the company be in profits and increase the
growth and efficiency of the organization. Their main objective is to do something innovative
for the company and also to take risks associated with the same (West, Ford & Ibrahim,
2015). The company needs to make some innovations with its technology as well as the
technicality to have that competitive advantage once again.
PRODUCT STRATEGIES:
This strategy deals with the idea of creating some new products else target a new
market for the product that is existing. It is observed that a product makes a better appeal to
its customers when something innovative is added to it (Ansoff et al., 2018). Innovative
means in terms of technology must be chosen by the company.
Conclusion
For any organization to be competitive, it must have a strategic plan that can be
implemented to have better decision making for the organization. Strategic plans help the
company to be stable at the time when it needs development and makes the company
prepared for the challenges upcoming. Thus, it can be concluded that it is essential to have
strategic management in the organization, which would help in formulating and
implementing the strategies for the organization.

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References
Ansoff, H. I., Kipley, D., Lewis, A. O., Helm-Stevens, R., & Ansoff, R. (2018). Implanting
strategic management. Springer.
Banker, R. D., Mashruwala, R., & Tripathy, A. (2014). Does a differentiation strategy lead to
more sustainable financial performance than a cost leadership strategy?. Management
Decision.
Thompson, A., Strickland, A. J., & Gamble, J. (2015). Crafting and executing strategy:
Concepts and readings. McGraw-Hill Education.
West, D. C., Ford, J., & Ibrahim, E. (2015). Strategic marketing: creating competitive
advantage. Oxford University Press, USA.

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APPENDIX
Options Porter’s competitive
strategies
Miles and Snow’s
adaptive strategies
Ansoff’s
product/market
strategies
Current Broad target
(Cost Leadership)
Seek New Markets Expand Market
Strategy 1 Prospectors Market Penetration
Current Uniqueness Some Innovation Improve Product
Strategy 2 Differentiation Analyser Product development
Current Cheap products Defend Niche Have More Products
Strategy 3 Focused Cost
Leadership
Defender Diversification