Strategies for Pro-Go Pty Ltd: Stakeholder Responsibilities and Implications

General Manager (GM) of the company

a) General Manager (GM) of the company
The GM has the final accountability to the CEO. The GM takes responsibility of the of the company’s successes and failures of the company. The GM brings together the different functions in the company (HR, Finance, Operations, etc.) and the interests of all the stakeholders. A key issue for the GM is to maximise shareholder value and the long-term sustainability of the company.

b) General Manager of key supplier
Obviously, the GM of the supplier has the same responsibilities in his company as the GM of the case company below. The supplier is in the business of supplying goods and services which the case company requires. The successes and failures of the supplier company are linked to the successes and failures of the case company.

c) Union official
General responsibility of the Union official is to represent the interest of workers. It also includes conflict resolution between the employer and the workers and bargaining of behalf of workers. It goes without saying that the workers would want the company to be financially sustainable while they receive appropriate remuneration.

d) Operations manager (OM)
The general responsibilities of the OM are to ensure that productions of goods and services is running efficiently. Therefore, the role includes both planning and implementing production/manufacturing schedules including material and energy inputs among other things. The OM understands the feasibility of attaining certain production levels and quality of products/services.

e) Senior finance manager (SFM)
The general responsibilities of the finance manager are to ensure that the company is financially sound. Therefore, the finance manager plans the long and short-term allocation of resources as well as produce financial reports. For example, the SFM would be interested in issues such as risk, capital availability, likely timing and amount of returns, etc.

Pro-Go Pty Ltd Scenario
The scenario provides you with a brief overview of a hypothetical project for a real-life organisation.
Be aware that the scenario may not cover every detail that you will need to address in the White Paper, in which case, you will need to conduct additional research, including further research into the industry concerned.

[Pro-Go Pty Ltd is a privately-owned manufacturer of small, high-quality action cameras based in Geelong, Victoria. Founded in 2004 it has enjoyed continuous year-on-year growth until the last financial year. Pro-Go has a track record of innovation, and technology that provides excellent quality results in a small package able to operate with small batteries for extended periods of time. The video files these cameras produce are known for having superior colour, and operate effectively in lower lighting conditions than competitor’s cameras. They are also marketed on the basis of their extreme ruggedness, and reliability. Much of the technology used in its devices has been patented by Pro-Go and is not currently available to other manufacturers.

The Pro-Go management team has recognised that the ability to capture videos is now a feature of most phones. It suggests to them that the future of the stand-alone camera may be limited. Pro-Go’s CEO has requested the executive team meet independently to develop a strategy to guide the company over the next five years.]

Deliverables
The stakeholder meeting will discuss and agree on three strategy options for Pro-Go. In doing so, the Stakeholder meeting may consider strategy options that exist in adjacent markets or with related but different products or technologies. Remember to apply strategy concepts in your stakeholder meeting discussions to identify strategy options.

The deliverables required of each student are to produce a white paper covering the following:
1. Nominate the preferred strategy option and apply a strategy framework(s) to analyse and justify why you believe it is the best strategy option; and
2. Discuss the implications specifically relating to your part of the business, and what challenges these might represent. Separate the discussion into short-term and long-term issues.