GLO-Bus Business Reportedited

Running head: GLO-BUS BUSINESS REPORT 1

GLO-BUS Business Report

Name

Institution Affiliation

Date

GLO-BUS BUSINESS REPORT 2

GLO-BUS Business Agenda

GLO-BUS is aiming at producing high quality sophisticated camera-equipped copter

drones and wearable cameras. The business seeking meeting the high demand of camera equipped

in various market segments (Arthur, 2019). The business targets being global market leadership.

GLO-BUS Instruments adds value to customers by providing high quality certified equipment,

services, and reference materials to characterize viscosity, rheology and other physical properties.

GLO-BUS Instrument is committed to being a reliable global leader incoherence and physical

performance assessment. Since its inception, GLO-BUS Instruments has an international

reputation for viscosity-related products and service quality (Arthur, 2019). GLO-BUS has been

researching and developing for many years, focusing on the production of state-of-the-art test

equipment.

Mission statement

GLO-BUS Company adds value to customers by providing high quality certified

equipment, services and reference materials for viscosity, rheology, and other physical

characterization. Accuracy, precision, and long-term reliability are crucial elements of our

products and services. The spirit of innovation and the desire to exceed customer expectations are

the essential characteristics of our employees (Arthur, 2019). As an internationally recognized

viscosity characterization expert, our goal is to advance technology through our services and

leadership in various international standards and trade organizations.

Vision

Our vision is to become the most recognizable brand in digital cameras by offering the

highest quality products and accessories at competitive prices (Arthur, 2019). We intend to

GLO-BUS BUSINESS REPORT 3

become the global leader in the production and marketing of the world’s most premier camera

supported by innovative technological standards and world rebound culture among team members.

Market Segmentation

Market segmentation helps the company describe/group different characteristics of the

population. GLO-BUS combines demographic, geographic and psychological segmentation

strategies across a variety of markets. The segments are broken down by factors such as income

and occupation, and social class. Based on products offered to customers and market segments,

GLO-BUS uses a positioning strategy based on value and user benefits. In existing businesses,

there are growing markets, such as multifunction devices, color peripherals for laser printers, and

mirrorless cameras. In these market segments, we will activate the market by introducing

differentiated products that we can offer, increasing sales and gaining additional market share. For

example, in the field of necessary equipment, in addition to the vast majority of the digital SLR

camera market, we will actively increase sales in the fast-growing mirrorless market (Arthur,

2019). This allows us to occupy a 50% market share in the global market for interchangeable lens

cameras. Our target market share is 50%.

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Investor expectations

Worldwide UAV sales are expected to increase by 15.5% to 17.5% per year for six to seven years,

and by 12 to 14.0% per year for an increase of 10 to 11 and 6.0 per year. The annual rate is -8.0%

between 12 and 13 years, and between 3.75% and 5.75% between 14 and 15 years. However, the

projected growth rates in different regions vary widely.

Stock Prices

Company Name

Net

Revenues

($000s)

EPS

($/Share)

ROE

(%)

Stock

Price

($/Share)

Credit

Rating

Image

Rating

Wearable cameras

895,967

8.38

40.1

248.24

Drones

638,298

5.64

36.0

160.06

Based on past results, we expect to succeed in the next few years. Our financial position

has increased significantly over the past decade and is expected to continue to grow. Earnings per

30%

20%

50%

market share

Canon Nikon GLO-BUS

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share (EPS) is a calculation of the financial performance that should continue to increase in the

coming years. We expect earnings per share for the 16th year to be around 16.6 and 17.0 next year.

Return on equity (ROE) is a similar performance indicator. By the 15th year, ROE accounted for

35.4% of our company and was the highest in the past 10 years. So in the 15th year. We do not

expect the ROE to increase in the sixteenth year. In the sixteenth year, our ROE is expected to be

34.0 and 34.5 in the second year. GLO-BUS ROE% Inc: 4.60% (March 2019)

The return on equity is calculated by dividing the net income available to ordinary

shareholders by (net income minus dividends paid for preferred stock dividends) divided by total

shareholders' equity. The net profit attributable to ordinary shareholders of GLO-BUS as of March

2019 was $1.128 billion. GLO-BUS's total shareholders' equity for the quarter ended in March

2019 was 26,029. As a result, GLO-BUS's quarterly return on investment (ROE) as of March 2019

was 4.60%. In the past 11 years, GLO-BUS return on investment has been 9.67%. The lowest is

4.73%. The median was 8.62%. In the past ten years, our share price has risen from $21.72 per

share to $243.76 per share. There is not much difference between the 14th and 15th years, and we

can't expect a slight improvement in the stock price. Due to the rapid growth of the company, it is

difficult to predict which numbers will be produced in the future accurately. On the other hand, it

is easy to set performance goals for credit and image ratings. Our company has a perfect A+ credit

rating of 5 years. I don't want to change in 16 or 17 years. The company is proud to have achieved

an ideal image rating over the past four years.

Earnings per share

Earnings per share of $0.75, in the fifth year for $1.25 for the end of the sixth year, $2.00

for the seventh year, $4.25 for the ninth year, $5.50 for the tenth of this year, and $7.00 for the

eleventh year For the 15th year for 12 students $ 8.50 for $ 10.50 13, 50 14 for $ 1.50, $ 14,50.

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In the seventh year in the fifth year, the average return rate (ROE), 14.5% to 17.5%, in the

sixth year, 20%, 25% eighth grade, 30% ninth grade, 35 to the tenth increase of 40% from 12 In

15 years, this has undoubtedly increased the eleventh year and increased the annual growth rate of

2.5% (so it will reach 50% in 15 years) (Arthur, 2019). The average return on net assets is defined

as net income divided by the average total equity at the beginning and end of the year. The average

ROE for each company is shown on page 2 of Camera Drone. The data used to calculate the

company's average ROE can be found on page 4 of the company's Balance Sheet Company

Operations Report. It has been $12 for the past 12 years, $20 for the sixth year, $35 for the seventh

year, $100 for the ninth year, $150 for the tenth year, $250 for the eleventh year, and $250 for the

twelfth year. If a company meets or meets its annual EPS target and achieves its return on equity

(ROE), board members who accomplish a $300 share price increase are within the scope of these

courses. I believe there is. Shareholders increase their dividends and sometimes use their financial

ability to buy back shares carefully. At the end of the fifth year, the company's share price was $12

per share.

Note: The share price is driven by revenue growth, earnings per share, the average return

on equity, ratings, annual dividend growth for shareholders and management's ability to

consistently achieve excellent performance.

Image rating

Glo-Bus has a brand reputation of 70 or higher in Year 6, 72 in Years 7-8, 75 in Years 9-

10, 77 in Years 11-12, and 80 in Years 13-15. The image rating is a function of (1) your company's

P/Q ratings for action cameras and UAV drones. (2) Your company's global market shares for both

action cameras and UAV drones (as determined by your market shares in the four geographic

regions), and (3) your company's actions to display corporate citizenship and conduct operations

GLO-BUS BUSINESS REPORT 7

in a socially responsible manner over the past 4-5 years (Arthur, 2019). Your company had an

image rating of 70 at the end of Year 5.

Credit rating

In the sixth year, the business has a B credit rating and a relatively healthy balance sheet.

By the end of the fifth year, the company's total assets will be financed by debt and 41% of capital

financing, which will enable it to pay interest and repay the principal of the outstanding loan. From

the Global Community Bank (GCB). The company conducts all banking, financial and foreign

exchange activities.

Profit Projection

Global sales of portable and mountable micro-capture cameras are expected to increase by

6% to 8% per year over the next five years (after 6 to 10 years) and by 4% to 6% per year over the

next five years. Yes. (11 to 15 years old) However, the expected growth rate varies by region, as

shown below. Action captures the global market for cameras. The projected actual growth rate

varies by region. It depends on the area (Arthur, 2019). The real growth rate may be close to the

upper limit of the normal range of one region and may be close to the lower border of another area

in the same year. It can be close to the midpoint of the beach. Besides, all standard growth rates

are based on the assumption that the overall competitiveness of foreign-invested companies will

not change significantly from the end of the fifth year (Arthur, 2019). When more buyers buy

motion capture cameras, due to the sharp drop in camera prices and significant degradation in

camera quality/performance, and great marketing and competition. Competitors increase camera

sales which generate high revenue and as a results higher marginal revenue.

Competitors

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GLO-BUS is experiencing intense global competition in all areas of its business. GLO-

BUS's competitors range from the world's largest multinational companies to highly specialized

small businesses. While GLO-BUS competes in many areas of the market, many competitors focus

on one or more areas. As a result, GLO-BUS may face increased competition from entities that

further allocate their financial, technical, commercial and marketing resources to specific market

segments of the market.

Technology, quality, reliability, performance, price, service and customer support are

critical factors in every market competition. If GLO-BUS can compete effectively, it will allow

you to create new and improved products and quickly market them at commercially attractive

prices. This market segment is very competitive. Canon's main competitor is Xerox/Fuji Xerox

Co., Ltd. Ricoh Konica Minolta Co., Ltd.; Hewlett-Packard Co., Ltd. Samsung Electronics Co.,

Ltd. believes that it is one of the world's leading manufacturers of multifunction cameras and

drones. In addition to the above general competitive factors, GLO-BUS's competitiveness in these

markets also depends on providing customers with comprehensive and successful "business

solutions" and meeting their related needs (Arthur, 2019). It depends mainly on whether it can. In

particular, the ability to provide devices and software that effectively connect to the network, LAN,

and cloud is often the key to GLO-BUS's competitiveness. In the US, Europe, and Japan, GLO-

BUS is one of the leaders in the camera and drones market.

Production strategy

We implemented the best cost strategy in four entry-level cameras.

Before the region's first five-year decision, our company sold the three cameras for $160

each and offered a one-week promotion with a 10% discount. The warranty period is 90 days, and

our product has been rated 2.5 stars. Market share and demand are highest in North America and

GLO-BUS BUSINESS REPORT 9

lowest in Latin America. In the sixth annual decision cycle, we made a lot of mistakes that did not

support our strategy (Arthur, 2019). For example, to maintain a 4-star rating, set the price too high

by $400. Latin America has been trying to limit its operations in Latin America due to weak

demand and market share. We think we can spend more money investing in other areas. However,

We closed the store because it was possible to exceed the income demand. Demand, market share,

revenue, and other performance indicators decline Ridiculous.

In the second year, we made significant changes to ensure that the next round of decisions

is in line with our strategy. We reduced the price to $200, expanded our marketing through a one-

week promotion, and resumed our business in Latin America. By opening all pre-US stores, we

decided to sell two models to increase productivity. The combination of these decisions led to a

three-star qualification for QP in four regions, which increased demand and market share. Enough

to sell our products in some stores.

Competitive strategy in multi-featured

Our team has adopted the best cost strategy for each multifocal camera area. In the fifth

year before the simulation began, we sold the three cameras for $370. Similar to the entry-level

camera, the weekly promotion is 10%, the warranty period is 90 days, and the camera is rated 2.5

stars. North America has the highest demand and market share, with Latin America having the

lowest application and market share. In the sixth year, we deviated from our strategy and set the

price at $850 to maintain a four-star rating. By doing this and pulling out Latin America, our

market share, demand, income, and all other performance indicators have declined. The seventh

year is a time when we have dramatically improved our multifunction camera strategy. We lowered

our price to $632, reinstated our business in Latin America, and added a second week of

promotions to introduce us to consumers in all regions. We decided to sell both models to increase

GLO-BUS BUSINESS REPORT 10

production efficiency. Our PQ rating has reached three levels, and demand and market share have

increased significantly. Over time, we increased the promotion from 10% to 12% and added a third

model in the ninth year. This gives us a 4.5-star rating in the 13th grade.

The seventh year is forecasted at $282.49 and the sixteenth year at $28.49. See Figure 10.

The camera price has changed from $632 in the seventh year to $510 in the fifteenth year. See

Figure 11. We also reduced retailer support, advertising, and administrative expenses. As a result,

image and print quality rankings have steadily increased, and we have been able to manufacture

and sell cameras with average image resolution, lens quality, and LCD monitors. Above average,

this has contributed to our demand and significant growth in the global market. See Figure 12.

Competitive strategy in entry-level

We implemented the best cost strategy in four entry-level cameras. Before the region's first

five-year decision, our company sold the three cameras for $160 each and offered a one-week

promotion with a 10% discount. Market share and demand are highest in North America and lowest

in Latin America. In the sixth annual decision cycle, we made a lot of mistakes that did not support

our strategy. For example, to maintain a 4-star rating, set the price too high by $400. Latin America

has been trying to limit its operations in Latin America due to weak demand and market share. We

think we can spend more money investing in other areas. However, due to demand exceeding

revenue and closing stores, demand, market share, and other performance indicators have declined

significantly.

In the second year, we made significant changes to ensure that the next round of decisions

is in line with our strategy. We reduced the price to $200, expanded our marketing through a one-

week promotion, and resumed our business in Latin America. By opening all pre-US stores, we

GLO-BUS BUSINESS REPORT 11

decided to sell two models to increase productivity. The combination of these decisions led to a

three-star qualification for QP in four regions, which increased demand and market share.

Enough to sell our products in some stores.

Compensation

At the beginning of the sixth year, our company has confused more of our production costs

in the budget. As a result, profitability has declined due to soaring production costs. As a result,

we have significantly reduced our production budget while maintaining a budget strategy slightly

above the industry average. For entry-level cameras, our prices are somewhat above the industry

average and usually rise by less than $20 above average. Thanks to our multifunction camera, our

production budget is much higher than the industry average. These higher averages come from the

superior quality of our society. Cameras in these two areas require high manufacturing costs to

satisfy customers.

Overtime - We only provide overtime for our employees to minimize costs.

Three-quarters of each year, this not only helps us meet the strong demand of the quarter

Fourth, it also reduces our cost in a year because we solely concentrate our overtime budget

on a quarter of our operations.

Outsourcing - Similar to our other work strategy, we outsource production in the third

quarter of each year. We have determined that this is the only time required to outsource

manufacturing in the event of an extreme demand expected in the fourth quarter of each year. Since

the order in the other three quarters of this year is reasonable, it is wise to save money instead of

outsourcing to another quarter.

GLO-BUS BUSINESS REPORT 12

Staff Training - Initially, we didn't invest a lot of money on employee training, so we can

cut costs and earn more. This is because it is possible to sell more units to improve the capabilities

and productivity of employees.

Competitor Analysis

In North America, Latin America, Europe - Africa and the Asia Pacific, the analysis of

industry competitors and their market share over the past two years have produced relatively

similar results. The most direct competitor in the entry-level market segment is C Company C

occupies at least part of our competitive position in terms of retailer prices and coverage. The

second closest competitor in the entry-level market segment is Company B. As stated above for

Company C, and Company B has reduced Company C and our competitiveness over the past two

years. A. is another close competitor in our society. The company has gained significant market

share in North America, Europe, Africa, and the Asia Pacific over the past two years. C company

beginner's camera targets customers like the customers they focus but has better retail targets to

position themselves in the competition.

This competitive trend is also generally applicable to the versatile part of the camera

industry. Company C has always been the most direct competitor in the multipurpose field. This

kind of direct competition is because they still have some. Our competitiveness in assessing price

quality and retail coverage. The other two companies in the multi-functional division, Company

A and Company B, show considerable differences, but their share is relatively small. Therefore,

in the past two years, our relationship with them has become less and less; we are worried about

company C.

Lesson learned

GLO-BUS BUSINESS REPORT 13

I have learned a lot in the Glo-Bus camera industry. Simulation First, it is important to get

targeted customers to access the product quickly. That's why our cameras can be used in more

chain stores, online and local stores, and we continue to grow. Second, as long as profitability

improves, companies must do their best to be viable and efficient to meet current needs. We learned

this from the lack of products in Latin. The sixth year of the United States and the Asia-Pacific

region. We correct this error by using available channels to expand local coverage in these areas.

By the 15th year, the Asia-Pacific region has the highest demand and corresponding market share.

We have never underestimated the market potential of all regions.

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Reference

Arthur, A., Gregory, J., Mark, A., Ira, F., and Christopher, C. (2019). Developing winning

Competitive strategies. McGraw Hill Education, Inc., 1333 Burr Ridge Parkway, Burr

Ridge, IL 60527.

GLO-BUS BUSINESS REPORT 15

Appendix

GLO-BUS BUSINESS REPORT 16

GLO-BUS BUSINESS REPORT 17

GLO-BUS BUSINESS REPORT 18

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