Introduction
The principal aim of getting a company started is to achieve financial profit, to make money! There may also be the need to create employment opportunities for a community, or there may be a desire to saturate a particular market with a product accrued to starting a company. Whichever may be the reason, several factors can never be neglected. There must be a stable and well-defined growth layout. There must be the satisfaction of customers. There must be resources to keep the company up and ahead. Resources, in this case, include materials and labor drives. Without very well-defined and stratified structures or goals, a company no matter the liquidity will collapse. This paper aims at accessing how these structural strategies have generally affected a cutting-edge-technological camera-producing company, Dynamic Shot, within a four-year-marketing period. This will be achieved through survey instruments like internal complexities and external market competitions. It is worth noting that this assessment considers a period after five years of the company’s establishment-which is reasonable enough to be a determinant of the flow of the market.
A General Analysis of Dynamic Shots Form Year 6-10
Dynamic Shots can be described to be a company in fashion with the trend, just like any other technological marketing company. It has great prospects because the product is in tune with time. Specifically, the need for the usage of cameras in this generation is so promoted by tourist and glamour-related events. People want to keep good memories of what happens at beaches, mountain races, loved ones, and the likes. Thus, cameras are needed nearly every day by nearly every individual who is in fashion with present days.
From the R & D expenditure table, it is clear the company is aware of a customer-diverse demand, and then a competitive market. These, and a threat in the market (Rang, 2010), are significant for proper analysis of the prospect of the market (Evick, 2008). The intention to invest 3500 for Entry-level and 2500 for Multi-feature is acceptable. The strategy has distinguished the company and its products which are not just fanciful but also available to most customers in compact form. The reflecting market in North America is stable at a profit of $80.22 for both products for the 6th year. Since the company has a global outreach, the computation can be made of its products in the Europe-African market, and then in Asia. It can be noted that Entry-level returned $6.37 and Multi-feature returned $2.37 in the same year. There is a clear margin for the two products in this case, even though supply lags that in North America during the same year. Dynamic Shot can be capitalized on this fact and saturate the European-African market with Entry-levels while it shades the North American market from a competitor. The market expressions indicate that the North American market constitutes a vast population of buyers who either understand both products very well or they don’t discriminate products. Whichever is the case, this market could yield more to competition than that of Europe-Africa.
For the North American market, they may be a further need to define the group to which products will sell more; hence the need for intensified research as stated by Kalus (2005) is in place. It is not just enough to start a company but it is worth ensuring that there is the availability of a quality product for the maximum benefit and satisfaction of the customer through a price check.
To deal with the problem of staffing, which is internal to the company, Dynamic Shots may scout for staff, especially online through freelance marketing. In Africa, where much of the population constitutes young desperate youths, a well-defined strategy which may be in the form of community incentives (Adaa, 2004) may be adopted by Dynamic Shots and this will market the product through the people. The cost of maintaining staff will then be reduced.
Conclusion
Dynamic Shots has great prospects as a leading company in camera production. This paper has presented facts that can keep a global market afloat for the company.
Reference list
Adaa, D. (2004). The Huge Market in Africa. Makurdi: Aboki Pulblishers.
Evick, C. (2008). Company Analysis. Ibadan: Banka Books
Kalus, U. (2005). Use This Opportunity Now. Florida: Tans
Rang, F. (2010). Evaluating a Small Scale Business. Ibadan: University Press.