Reference no: EM133619416

A company's managers should almost always give serious consideration to making significant adjustments in its camera/drone strategies and competitive approaches when Copyright © by Glo-Bus Software, Inc. Copying, distributing, or 3rd party website posting isexpressly prohibited and constitutes copyright violation.

The company's operating profits per camera/drone sold are not substantially above the industry-average benchmarks in at least three geographic regions (as reported on p. 6 of the most recent Camera & Drone Journal).

The number of camera and drone workstations the company has installed is NOT well above the industry-averages (as reported on pages 6 and 7 of the most recent Camera & Drone Journal).

All or most of its competitors are using mostly copycat competitive approaches that make it difficult for any of these companies to capture sales volumes and revenues big enough to earn profits large enough to meet investor-expected EPS, ROE, and stock price appreciation targets.

The company's market share for action cameras and UAV drones has not been the largest in at least 2 geographic regions for two straight years and/or when its EPS and ROE have not been above the industrywide average for two straight years.

All or most of its competitors are using mostly different competitive approaches and therefore the marketplace is not big enough to accommodate all of the competitors.