Our company has always valued our employees above industry averages because we realize that nothing else we do would be possible without them. Early on, we didn’t have the profit to increase every payment area we wanted, so we only sat slightly higher than average. As our company grew, we found places to reward our staff. In our final year, we are offering max bonuses for Best Practices / Productivity Improvement Training and Quality Incentives. We believe these areas are beneficial to the employees and the company as well since it rewards workers for creating products that meet our standards. Our facility size has grown nearly every year to keep up with increasing demand. Lastly, the robotics upgrades were valued very highly and were among the largest initial expenses for our company.
One of the most massive selling points for usability is for a product. If consumers see something they want but feel it is too difficult to find and purchase, they are likely to settle for another item instead. Knowing this critical rule, we decided to do whatever was necessary to get into large retailers with our special offers. At first, we tried to offer a discount that we felt was fair; however, seeing the competitiveness of others’ recommendations in the industry, we raised our deal. Since the initial offer, we have given the maximum 40% discount and have been lucky enough to accept our proposal for most years. In year 14, our units sold from special contract offers were 43,500 in North America, 37,300 in Europe-Africa, 37,200 in Asia-Pacific, and 28,400 in Latin America.
From the company’s financial breakdown, the global differentiation strategy would be beneficial to the company. The earnings per share for the company would be increasing with time. That means that more investors would be willing to invest in the company and earn incremental revenues. The company’s return on equity also increases with time, and the same will apply to the stock price for the company stocks. That implies that the differentiation strategy for the company would be beneficial to the investors.
By the end of year 15, the total revenues from the AC camera and UAV drone would increase to 1,479,117. For the AC Camera, the company’s sales would be highest in the Latin America Region, where they would give a total market share of 18.5%. The market share in Europe and Africa is 18.0%, but the sales volume is slightly lower. The cameras’ market share will increase from 14.3% in year 5 to 18.5% in year 15. That implies that the cameras would be performing well in different regions.
The UAV Drones’ market share would increase from 14.3 in year 5 to 20.7% in year 15. The operating profit margin for AC cameras would increase from 13.1% in year 5 to 40.7% in year 15. The UAV drone margin would increase from 6.3% in year 5 to 32.7% in year 15. The increase in the company’s profits indicates that the global differentiation strategy is advantageous for the Company, and the company should take it up.
The present work is designed to determine the financial analysis of the company. The research includes the best models of cameras, enriched with advanced stability of performance. The market shares in Europe are higher and surprisingly increasing for Africa. The profit margin of UAV drones has a global strategy that relates to the expenditure and quality of the product. The other aspects of work are spending analysis, warranty cost of development, rate, and robotics incentives. The report includes special contract offers for the products and possible discounts; the maximum value was 40% on the product’s actual price. The corporate citizenship measures ending cash, net revenue, net profit, earning per share, credit rating, image rating. The earning per share was $ 24.11 for year 15. The projection results in increases for year 16 as $884,165, and the best stock price was $704.13 for August 5.