Reference no: EM132304034

Logitech became a leader in computer peripherals by developing innovative products and focussing on the consumers’ experience. Between 2007 and 2010 alone, Logitech received 11 different awards for 19 products in 14 categories. In a market that was saturated with deep pocketed competitors such as Microsoft and Phillips, Logitech used innovation as its means of survival.

In 2010, Logitech faced a significant challenge in the changing way people interacted with their devices. The iPhone and iPad used touch-screen technology with built-in accelerometers, eliminating the need for mice and trackpads. Secondly, cameras and high quality speakers become standard equipment built into the iPhone, iPad and Windows computers. Apple introduced the magic pad to replace the mouse altogether. The need for consumers to buy add-on peripherals was slowly evaporating as more of the peripherals become standard equipment designed into the new digital technologies.

Logitech could see its peripherals market someday disintergrate before its very own eyes. Logitech needed to decide if it should invest more in video conferencing and television all-in-one remote controls and/or focus on developing partnership with computer and telecommunication manufacturers and mobile carriers such as AT & T, Verizon, T-Mobile and Sprint. Once again the computer industry was changing and Logitech needed to formulate diversification strategies to ensure its long term survival.

Question :

STRATEGIC CHOICE Discussion on the fundamental strategy to address Logitech problems. What is the plausible solutions that can be taken to solve Logitech problems. Furnish the recommendations along with justification as why the solution is the best action taken to help Logitech over the long run.

(600-900 words)