AMB359 Strategic Marketing Report

Semester 2, 2018

Group Members: Natasha Naraniecki, Marcus Fogg, Daisy Holloway, Andreas Nicola Student Number: n9730583, n9458450, n9659463, n9490396 Tutor: Hilary Neill Word Count: 2,189 Due Date: 05/10/18

Table of Contents

1.0 Executive Summary ........................................................................................ 1 2.0 Analysis ........................................................................................................... 2

2.1 Customer Analysis ....................................................................................... 2 2.2 Competitor Analysis .................................................................................... 4 2.3 Market Analysis ........................................................................................... 6 2.4 Environmental Analysis ............................................................................... 7 2.5 Internal Analysis .......................................................................................... 8

3.0 Execution Strategy .......................................................................................... 9 3.1 Value Proposition and Strategic Objectives ................................................ 9 3.2 Creating Advantage ................................................................................... 10 3.3 Objective 1: Defend and Grow Current Segment ..................................... 10

3.3.1 Develop Brand Loyalty ........................................................................ 10 3.4 Objective 2: Fashion SME Market Development ...................................... 11

3.4.1 Build Brand Awareness through Tradeshows ..................................... 11 3.4.2 Deploy Brand Relevance Strategy to Innovate ................................... 11

3.5 Objective 3: EFL Championship Test Market Development ..................... 11 3.5.1 Deploy a Flanking Strategy to Establish International Position .......... 11 3.5.2 Produce Football Related ‘Weavar’ Content ...................................... 12

3.6 Further Recommendations ....................................................................... 12 3.6.1 Innovate to Maintain Competitive Edge ............................................. 12 3.6.2 Enhance Digital Communications ....................................................... 12

4.0 Budget .......................................................................................................... 13 5.0 Conclusion .................................................................................................... 14 References .......................................................................................................... 15 Appendix A: Meeting Minutes ........................................................................... 18

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1.0 Executive Summary The following strategic marketing report examines Lightweave, a Brisbane based technology start-up launched by Sam Hussey in 2016. According to Hussey (2018), Lightweave possess a unique competitive advantage in their ability to offer customers fast ‘plug and play’ style content at a comparatively affordable price to that of competitors for their B2B clients. Consequently, a challenge for the company is to firmly establish their brand before competitors take their current or potential future market share. In particular, this report will examine the company in terms of its current business direction and product offering. Analysis of a range of external factors was conducted with particular reference paid to Aaker’s framework for strategic market management. Based on the identified findings, a comprehensive overview of Lightweave’s current state within the market and wider environment has been established. This in turn informed the undertaking of an execution strategy focusing on a two-part market development for the organisation. These two new markets consist of SMEs, focusing particularly on the Fashion SME segment, and the EFL Championship as an international test market. By ensuring that Lightweave build and develop their current advantages, effectively highlight their value proposition and maintain an innovative approach, the company will continue to grow. Furthermore, by communicating their product through the use of trade shows, an updated website and social media marketing, Lightweave can ensure they effectively reach the identified target segments. This strategy will assist Lightweave in achieving future growth and addresses plans for desired international expansion whilst also consolidating and defending their current position within the domestic market.

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2.0 Analysis

2.1 Customer Analysis Presently, Lightweave conduct an undifferentiated targeting strategy by failing to account for differences in terms of customer group needs and product applications (Baker, 2014). Whilst this can be effective in new industries with few alternatives, Lightweave risk new competitors emerging with more targeted offerings, thus impacting their market share (Aaker, 2014). To rectify this and effectively align future product development, three key target markets and corresponding segments have been identified, as indicated within Table One.

Mar

ket D

emog

raph

ics

Large Australian Businesses

Australian SMEs International

- Current primary customer base with established relationships already in place

- Consists of sports, special events (e.g. Ekka) and shopping centres

- Lower price sensitivity

- Employees: 100+

- Growing potential area accounting for 57% of Australia’s GDP (NAB, 2017)

- Broad range of potential applications

- Unmet and often unrecognised need

- High price sensitivity - Employees: 10-100

- Rapidly growing global market, important to capture demand before competitors

- Very broad range of potential applications

- Low price sensitivity - Employees: 100+

Segm

ent o

f foc

us

S1: Large Australian Business

S2: Fashion SMEs S3: EFL Championship

- Sub-segment 1 Shopping centres: Heavy foot traffic, predicted to account for 28% of global VR/AR revenue by 2025 (MarketLine, 2018)

- Sub-segment 4 Events: Opportunity for exhibiting creative

- Suits lower budget ‘plug and play’ content

- Sizeable client market with 37,000 employees currently working within the segment (SmartCompany, 2017)

- High levels of

- One of the most culturally aligned markets to Australia with very similar preferences and values (Hofstede, 2018)

- Potential for similar ‘plug and play’ to Brisbane Lions

- Large and accessible

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Table One: Lightweave’s segmented target markets

content. Predicted to account for 12% of global VR/AR revenue by 2025 (MarketLine, 2018)

- Sub-segment 3 Sports: High attendance levels, increasing interest in use of VR/AR (Neumann, 2016)

engagement across social media (Sensis, 2017)

- Clear benefits drawn from VR content as a way to provide a more tangible experience for consumers

segment with 24 potential clients (BBC, 2018)

- Increasingly high patronage with average attendance of 24,000 per match means teams will have greater disposable income to spend on innovative marketing (BBC, 2018)

Posi

tioni

ng/

Attr

ibut

es so

ught

- Lightweave as a partner in developing high-end engaging campaigns

- Combined focus of licensing and custom content

- Lightweave as a fast and affordable VR method

- Primary focus on licensing content

- Ability for customers to experience clothes sizing and fit, watch runway shows, etc.

- Lightweave as a partner in developing high-end engaging campaigns

- Combined focus of licensing and custom content

- Immersive content to engage customers with the sport and teams

It is recommended that Lightweave adopt a differentiated targeting approach in which the three outlined segments and their specific needs are addressed. This spreads risk more evenly, allowing for differential pricing points (Porter, 1998). The first segment relates to Lightweave’s current operations. Shopping centres are particularly pertinent because “retailers want shopping centre operators to create innovative marketing campaigns to encourage consumers to visit their particular centre” and are predicted to be the most valuable segment in VR/AR (Pallant & Sands, 2017, para. 15). The ‘Fashion SME’ segment offers a sizeable market with a broad range of potential applications and already has high levels of engagement across social media (Sensis, 2017). The third segment serves as an international test market, leading to some level of strategic uncertainty due to unfamiliarity. However, the cultural similarities between the UK and Australia help to reduce this and Lightweave should proceed as otherwise delay may be costly if they do not expand internationally, instead allowing other competitors to establish themselves (Aaker, 2014).

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Importantly, VR/AR is a rapid growth area and many businesses across all three segments are unaware of its potential applications (Bendall, 2017). As such Lightweave can identify and communicate Aaker’s (2014) unmet and unrecognised needs. This is particularly the case in the formerly unexplored Fashion SME segment which is “distinctly agile and focused on innovation and growth” (NAB, 2017, p.1). The benefits sought across all three segments relate to the need for immersive and engaging experiences for the businesses’ customers. Consequently, the value and follow-on effects Lightweave provide must be communicated (Aaker, 2014).

2.2 Competitor Analysis It is important to identify threats, opportunities or strategic uncertainties created by the actions of both current and potential competitors (Aaker, 2014). Using a customer-based approach, there are a range of direct competitors across the identified segment which offer relatively similar VR and AR content in the B2B space and indirect competitors which offer strategic alternatives to the use of VR content, these are outlined in Figure One.

Across all three segments, the identified direct competitors have an above parity level of communication across their websites and ‘reasons to believe’ consisting of case studies and practical examples of how VR and AR can be used. This is a strategic competency for them and also a threat for Lightweave because it is particularly important in emerging technology industries to ensure effective communications due to perceived level of risk (MarketLine, 2018).

Figure One: Lightweave’s competitors

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Pricing point is difficult to assess due to no visibly listed prices on any websites, however, there are higher than average costs for all agencies providing VR services due to depreciation (IBISWorld, 2018). It is important to note that the direct competitors seemingly do not offer licensed plug and play VR/AR distribution, instead focusing on producing commissioned work. Whilst this may change in future, currently Lightweave’s licensed content library is a strategic asset, offering them a unique competitive advantage which is vital for them to leverage. This is a key success factor within the target segments due to its ability to place Lightweave at an above parity level for affordability and ease of access to content. Outside the strategic group, indirect competitors offer other marketing services (e.g. 2D video production and targeted advertising). These are relevant because VR/AR is still at the ‘early adopters’ stage of Roger’s Adoption Curve and consequently some businesses are likely to be resistant to Lightweave’s product offering and its perceived risks (Goldman Sachs, 2016). An additional concern is that larger organisations’ marketing departments may expand into VR and AR creation as the technology becomes increasingly democratised and accessible through tools such as the Adobe Creative Suite (Adobe, 2018). However, whilst the technology is still relatively new it is unlikely to be an area they can specialise in and Lightweave can position themselves as an expert within the field. Nonetheless, the rapid pace of technological change is leading to an accelerating “velocity of obsolescence” (Gersh, 2013). This presents a strategic uncertainty for Lightweave as new technologies may emerge which render their current product obsolete (Aaker, 2014). As such, it is important to remain innovative and aware of current and likely future trends which may result in a potential growth area for expanding product offering.

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2.3 Market Analysis The market in which Lightweave operates can be effectively analysed using Porter’s Five Forces model as outlined in Figure Two.

The market for immersive VR/AR content is rapidly expanding, with the global industry predicted to be worth $40bn by 2020 (MarketLine, 2018). As more B2B customers become aware of the potential that AR/VR technology provides, they are likely to seek out solutions that Lightweave and its competitors offer, this is where Lightweave must focus their efforts. Furthermore, a key sub-market which is emerging is ‘sports VR’ due to the wide range of applications both internal to the industry for training and feedback as well as externally as a means to engage fans (Neumann, 2016). Consequently, in both the Australian markets and the sub-market test segment, Aaker’s (2014) tests for attractiveness are satisfied due to identified customer need, benefits (particularly in relation to the affordability and convenience of the licensable nature of Lightweave’s content), and a growing target market with potential to grow via other segments. However, increasing levels of market saturation as new providers of VR/AR content emerge mean it is important for Lightweave to ensure they leverage their strategic competencies and establish a strong competitive position.

Figure Two: Porter analysis of Lightweave’s market

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2.4 Environmental Analysis The external environment has been analysed using a PESTEL analysis in Table Two:

P Both Australia and the United Kingdom, the two markets in which Lightweave will operate, are representative democracies. Furthermore, the UK and Australia are ranked 8th and 13th respectively in relation to low levels of corruption (Transparency International, 2017). This means there is low levels of political risk linked to operating in these countries.

E Both countries are still in the process of recovering from the GFC and are currently experiencing low levels of economic growth (MarketLine, 2017a, 2017b). This is a concern for Lightweave as they rely upon derived demand with success based upon their client’s consumers desire for VR/AR content (Stratoserve, 2018).

S Both Australia and the UK enjoy a high standard of living, however, both face rising inequality with an above average GINI coefficient, 0.337 and 0.357 respectively (MarketLine, 2017a, 2017b). Furthermore, despite similar social make up and levels of development, the UK has a significantly larger population and is much more densely populated which provides a larger potential market for Lightweave with less logistical difficulty in distributing the product.

T Rapid pace of technological innovation means Lightweave must remain innovative and continue to assess new market offerings. The Australian government plays an active role in technology policy development, however, R&D funding is below the OECD average (MarketLine, 2017a). Encouragingly, “the UK is at the forefront of R&D and innovation” which could potentially provide Lightweave with an opportunity to conduct work into emerging technologies and bettering their product offering from there (MarketLine, 2017b).

E Environmental aspects are not particularly relevant for Lightweave’s operations at present. However, as interest in the environment and social responsibility grows, this could potentially form the basis for a new segment for Lightweave to target in future.

L The UK remains part of the EU for now, and into the foreseeable future will be regulated by the same legislation. Particularly pertinent for Lightweave is the recent introduction of the General Data Protection Regulation which governs very specifically how companies handle customer data and incorporates heavy penalties for those who do not comply. As such, Lightweave must handle their customers’ data sensitively at all levels (European Commission, 2018). Similar legislation in Australia exists and is titled the Notifiable Data Breach Act (Barlow, 2018).

Lightweave’s external environment is receptive to innovation and is conducive to doing business with minimal corruption and government intervention (MarketLine, 2018 & Transparency International, 2017). However, international expansion presents strategic uncertainty and it is vital to ensure Lightweave adapt to address differences in legal and political systems as well as social nuances.

Table Two: Environmental analysis

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2.5 Internal Analysis To summarise the previous findings, an internal analysis of Lightweave has been conducted to further inform our overall strategy as shown in Table Three.

Strengths Weaknesses - Licensed content library provides ease of

access to and affordability for clients - Unique point of difference for the

company in comparison to competitors

- Lack of regular social media communications

- Dated website with limited relevant information for potential clients

- Important for effective digital communication to be established as a way to reduce perceived risk and also educate clients (Goldman Sachs, 2016)

Opportunities Threats - Rapidly growing global VR and AR industry

with predicted value of $40bn by 2020 (MarketLine, 2018)

- Opportunity to expand into new international locations

- Highly saturated market with relatively low barriers to entry as technology becomes increasingly affordable

- Low switching costs for clients need to be mitigated through strong brand image and product (IBISWorld, 2018)

Table Three: Internal analysis

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3.0 Execution Strategy

3.1 Value Proposition and Strategic Objectives Lightweave is a highly innovative company with a wide product offering that services a broad range of customers and price points (Lightweave, 2017). The company’s key point of difference is the ability for clients to take either a simple approach through the licensed content library, or a completely customised approach to VR/AR technology (Lightweave, 2018a). Based upon this value proposition and the analysis conducted, it is recommended that Lightweave undertake a two-part market development strategy in which they leverage their existing products in two new markets whilst also defending their current position.

Objective Target Market Details

1 Large Australian Businesses

The current market that Lightweave primarily operate is Large Australian Businesses. Relations and business with this group must be maintained and defended to ensure that current and new competitors do not capitalise on Lightweave’s current market share. Furthermore, this group is highly profitable and is the primary exposé of Lightweave’s large, high-end projects. This will in turn have a positive flow-on effect and build trust with smaller clients who have been exposed to past campaigns (Aaker, 2014)

2 Fashion SME Segment

Expansion into the unexplored Australian SME market with a focus on the highly profitable Fashion SME Segment will leverage Lightweave’s licensable content and enable increased cash flow stability offered by having a larger number of small, easy to manage clients (Aghina, 2015). This segment employs 37,000 people across a range of businesses and already invests heavily in social marketing (SmartCompany, 2017).

3 International Test Market (EFL Championship)

Despite some previous international work, a coordinated and well-planned expansion into an International Test Market, the EFL Championship enables Lightweave to develop awareness and establish themselves in a new market before losing out to competitors (Aaker, 2014). This market has a focus on “improvement in fan experience” and is driven to ensure fan numbers continue to increase through new improvements (BBC, 2018). Furthermore, the cultural crossover can be leveraged within Australian football leagues, further increasing Lightweave’s traction.

Table Four: Strategic Objectives

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3.2 Creating Advantage Across all three segments, it is vital to create and communicate advantage. According to Aaker (2014), a sustainable competitive advantage (SCA) is a key component of any business strategy, describing a meaningful advantage over existing and future competitors. Lightweave’s licensed content library is arguably a strategic strength placing them at above parity level to competitors by offering quality content to clients in a resource friendly, time-saving manner (Gartner, 2016). Today, Lightweave must further develop this strategic strength and transform it into a sustainable competitive advantage which is both meaningful and sustainable (Aaker, 2014). By undertaking Porter’s differentiation strategy, Lightweave can ensure they effectively leverage this SCA when expanding internationally (Porter, 1998). To support and enhance their SCA, Lightweave should place an emphasis on maintaining their current client relationships by delivering high quality content to the Large Australian Business segment (Gartner, 2016). Upon entering the Fashion SME segment and EFL Championship segment, Lightweave must remain agile and able to adapt to new opportunities whilst consistently delivering superior content. Concurrently, unrealised needs of the target segments must be addressed through both brand awareness and market education to ensure potential clients are aware of the benefits of Lightweave’s product (Aaker, 2014; Eniola & Entebang, 2015). Consequently, Lightweave will be viewed by competitors as a moving target, increasing the difficulty of emulation (Aaker, 2014). Building upon Lightweave’s strengths will safeguard Lightweave against their competition which is vital due to the inherent strategic uncertainty within the VR/AR industry (Aaker, 2014; MarketLine, 2018).

3.3 Objective 1: Defend and Grow Current Segment

3.3.1 Develop Brand Loyalty Over the next three years it is important that Lightweave continue to target and build relationships within the Large Australian Business segment due to profitability and scale. Product trials are an intrinsic touchpoint which would allow potential clients to engage with Lightweave and increase levels of conversion and positive word of mouth (Chaudhuri, 2001). Furthermore, maintaining current clients is a cost-effective to defend the current clients within this segment, Lightweave could establish a loyalty programme in which long-term clients would be incentivised to stay with the company (Chaudhuri, 2001). These positive interactions for both new, and current clients within the segment will create brand loyalty and equity by reducing the risk of clients switching to competitor offers (Aaker, 2014).

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3.4 Objective 2: Fashion SME Market Development

3.4.1 Build Brand Awareness through Tradeshows Trade shows regularly attract high levels of engagement and conversion which would provide Lightweave the opportunity to tangibly demonstrate their strategic competencies to potential clients (Siskind, 2008; Solberg, 2013). Consequently, tradeshows are recommended as a means to raise awareness of the currently unrealised need for VR/AR technology within the Fashion SME segment. Brand awareness is important as it will allow people to become familiar with the Lightweave brand (Aaker, 2014). A recommended tradeshow which will establish Lightweave for the fashion sector by showcase their fashion content to a wide range of SME markets is the Melbourne Retail Festival (Australian Trade Exhibitions, 2018).

3.4.2 Deploy Brand Relevance Strategy to Innovate Aaker (2011) states that the brand preference model, where brands compete in established categories, generally results in static markets and low profit. Conversely, the brand relevance strategy will result in dramatic changes in market position, little to no competition and superior financial performance (Aaker 2011). Consequently, in conjunction with attending an annual tradeshow for this segment, Lightweave should deploy a brand relevance strategy designed to create offerings so innovative that new categories and subcategories are created, resulting in competitors being at a decided disadvantage, and subsequently ‘irrelevant’ (Aaker, 2011). This ties in to the need for continuous innovation which will allow Lightweave to make competitors at the trade show irrelevant, transforming Lightweave into a “must have” product (Aaker, 2014).

3.5 Objective 3: EFL Championship Test Market Development

3.5.1 Deploy a Flanking Strategy to Establish International Position In order to establish Lightweave in a new market, a flanking strategy supported by trade shows should be undertaken. This flanking strategy will enhance growth in the international test market by pitching the company’s strengths, particularly affordable licensed content, against competitor weaknesses through non-aggressive tactics (Aaker, 2014). This will effectively leverage the company’s position by allowing Lightweave to clearly define their strategic competencies and competitive assets through the tangible value provided at trade shows (Siskind, 2008). In particular, it is recommended that the ‘Future Tech Trade Show’ is utilised as an opportunity to showcase Lightweave’s sports focused licensed content (Baker, 2018).

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3.5.2 Produce Football Related ‘Weavar’ Content To pitch their strengths against competitors, it is imperative for Lightweave to continue to innovate through new and exciting products, in turn broadening their customer base and brand recognition (Wallace, 2018). To do this at the trade show, they can produce content related to football and the EFL for the ‘Weavar’ app. This can be used on a smaller scale by both businesses consumers to bring print to life (Lightweave, 2018b). This technology should be developed over time as an additional means to appeal to the target segments, leading to expansion of the company in this market (Aaker, 2011). A ‘curse’ when developing new business is the risk of becoming complacent. It is therefore important for Lightweave to continue to innovate so as to prevent clients from switching to competitor offerings (Aaker, 2014).

3.6 Further Recommendations

3.6.1 Innovate to Maintain Competitive Edge During the forthcoming three-year period, across all targeted segments, there are additional factors needed to ensure that Lightweave effectively maintain and grow their business. Specifically, this relates to Lightweave energising their business and continuing to innovate the offering through new product development and enhancement of the licensed content library (Aaker, 2014). This is due to the AR/VR industry rapidly evolving, quickly rendering products obsolete and in need to of improvement (Milling-Smith, 2016; Rainey, 2005). By moving into two new market segments, Lightweave can establish barriers to entry against new competitors by communicating the value of their product to clients (Aaker, 2014).

3.6.2 Enhance Digital Communications Whilst product development plays a key role in the company’s success, to effectively communicate their competencies, quality marketing must be implemented (Aaker, 2014). Consequently, a more consistent and ongoing approach to digital marketing through social media, search advertising (AdWords), and SEO will provide an additional touchpoint to generate awareness and educate clients on unrealised needs. Additionally, despite Lightweave’s website being highly important for communicating their product it is currently under-utilised. As such, an updated and more informatively designed website will enhance trust and reduce perceived risk (Perez-Montoro & Codina, 2016). Furthermore, to assist in transforming the licensed content library into a sustainable competitive advantage, it is recommended that Lightweave develop a publicly viewable content library (Murray, 2017).

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4.0 Budget The following budget is based on Lightweave’s brief of $250,000 - $300,000 for a three year cycle, commencing January 2019.

Category Subcategory Duration Cost Subtotal

Trade Shows (Australia and UK)

Exhibit-related costs January 2019 - December 2021 $40,000 $40,000

Shipping and Drayage January 2019 - December 2021 $40,000 $80,000

Promotions January 2019 - December 2021 $20,000 $100,000

Booth Staffing and Travel January 2019 - December 2021 $80,000 $180,000

Miscellaneous January 2019 - December 2021 $20,000 $200,000

Website Updates Costs related to updating and modernising the content

January 2019 - March 2019 $10,000 $210,000

Costs associated with tailoring some content for UK market

June 2019 $5,000 $215,000

Research and Development

Adapting content for UK markets (EFL Championship)

February 2019 - May 2019 $15,000 $230,000

Innovation of content to maintain first mover advantage

January 2019 - December 2024 $50,000 $280,000

Ongoing updates and development of Weavar app

January 2019 – December 2024

$10,000 $290,000

Digital Marketing

Social media marketing through sponsored posts, AdWords and SEO

January 2019 – December 2024

$10,000 $300,000

Total $300,000

The majority of Lightweave’s budget ($200,000) over the next three years will be spent on attending relevant trade shows to generate awareness and new business. To achieve parity with competitors, Lightweave should spend $15,000 to on updating their website to include case studies and practical examples of how VR and AR can be used. Finally, $65,000 is allocated for R&D, in keeping with Lightweave’s goal of continuous innovation to assist in making competitors irrelevant and make Lightweave a “must have” product.

Table Three: Lightweave’s Budget over a three year period

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5.0 Conclusion To conclude, to ensure that Lightweave are able to continue to grow and develop from their current position, it is crucial that they conduct well-coordinated targeting towards three key segments Large Australian Business, Fashion SMEs and the EFL Championship. When targeting these groups, it is recommended that a flanking strategy is undertaken which highlights Lightweave’s strategic assets and competitive advantages through a mixed approach to marketing via trade shows, an updated website and content library, and a consistent and engaging social media strategy. Furthermore, to develop new business now and into the future, the new Weavar app and other innovative products must continue to effectively be developed to ensure that competitors are deemed irrelevant and Lightweave become a ‘must have’ product.

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Pallant, J. & Sands, S. (2017, September 4). How shopping centres are changing to fight online shopping. The Conversation. Retrieved from https://theconversation.com/how-shopping-centres-are-changing-to-fight-online-shopping-80056

Perez-Montoro, & Codina, L. (2016). Navigation Design and SEO for Content-Intensive Websites: A Guide for an Efficient Digital Communication. Retrieved from https://ebookcentral.proquest.com/lib/qut/detail.action?docID=4649820

Porter, M. (1998). Competitive strategy: Techniques for analyzing industries and competitors. New York, USA: Free Press.

Rainey, D. (2005). Product Innovation, Leading Change through Integrated Product Development. Retrieved from https://app.knovel.com/web/toc.v/cid:kpPILCIPD1/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aproduct-innovation-leading?kpromoter=federation

Sensis. (2017). Sensis social media report 2017. Retrieved from https://irp-cdn.multiscreensite.com/535ef142/files/uploaded/Sensis-Social-Media-Report-2017.pdf

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Appendix A: Meeting Minutes COMPULSORY RECORD

Record for attendance at meetings and

completion of allocated tasks

This document is to be updated each meeting and most up-to-date record is to be submitted with your strategic

report. It records attendance at meetings and, more importantly, whether team members have completed their

allocated tasks in a timely manner.

This is very important with the strategic report - as failure to complete allocated tasks causes big problems and

the group mark for the report could be redistributed if team members are identified as not contributing

adequately to the development of the report.

Meeting Date: 28/08/18

Team Names Attendance

Tick or X

Task[s] allocated Date completed or

forwarded

Andreas ✓ Decide which tasks to

undertake based on

personal strengths

28/08/18

Marcus ✓ Decide which tasks to

undertake based on

personal strengths

28/08/18

Natasha ✓ Decide which tasks to

undertake based on

personal strengths

28/08/18

Daisy ✓ Decide which tasks to

undertake based on

personal strengths

28/08/18

Meeting Date: 04/09/18

Team Names Attendance

Tick or X

Task[s] allocated Date completed or

forwarded

Andreas X Undertake research

on AR/VR industry

11/09/18

Marcus X Undertake research

on AR/VR industry

11/09/18

Natasha ✓ Undertake research

on SCA and AR/VR

industry

11/09/18

Daisy ✓ Undertake research

on SCA and AR/VR

industry

11/09/18

Meeting Date: 11/09/18

Team Names Attendance

Tick or X

Task[s] allocated Date completed or

forwarded

Andreas ✓ Read Aaker’s chapters

and understand

theory.

18/09/18

Marcus ✓ (attended

virtually)

Read Aaker’s chapters

and understand

theory.

18/09/18

Natasha ✓ Read Aaker’s chapters

and understand

theory.

18/09/18

Daisy ✓ Read Aaker’s chapters

and understand

theory.

18/09/18

Meeting Date: 18/09/18

Team Names Attendance

Tick or X

Task[s] allocated Date completed or

forwarded

Andreas ✓ Complete section by

assigned deadline

25/09/18

Marcus ✓ Marcus to complete

fixing up his section

(part A) and write

Executive

summary/conclusion

25/09/18

Natasha ✓ Complete section by

assigned deadline

25/09/18

Daisy ✓ Complete section by

assigned deadline

25/09/18

Meeting Date: 25/09/18

Team Names Attendance

Tick or X

Task[s] allocated Date completed or

forwarded

Andreas ✓ (attended

virtually)

Finish written section

and write a

condensed script for

the video voice over

27/09/18

Marcus ✓ (attended

virtually)

Finish written section

and write a

condensed script for

the video voice over

27/09/18

Natasha ✓ (attended

virtually)

Finish written section

and write a

condensed script for

the video voice over

27/09/18

Daisy ✓ (attended

virtually)

Finish written section

and write a

condensed script for

the video voice over

27/09/18

Meeting Date: 27/09/18

Team Names Attendance

Tick or X

Task[s] allocated Date completed or

forwarded

Andreas ✓ Keep improving the

report and finding

areas to improve

Within the next

week

Marcus ✓ Complete the

voiceover

Within the next

week

Natasha ✓ Keep improving the

report and finding

areas to improve

Within the next

week

Daisy ✓ Keep improving the

report and finding

areas to improve

Within the next

week

Meeting Date: 02/10/18

Team Names Attendance

Tick or X

Task[s] allocated Date completed or

forwarded

Andreas ✓ Debriefing on digital

story presentation

N/A

Marcus ✓ Debriefing on digital

story presentation

N/A

Natasha ✓ Debriefing on digital

story presentation

N/A

Daisy ✓ Debriefing on digital

story presentation

N/A

Meeting Date: 02/10/18

Team Names Attendance

Tick or X

Task[s] allocated Date completed or

forwarded

Andreas ✓ Reworking the

assignment structure

based on feedback

02/10/18

Marcus ✓ Reworking the

assignment structure

based on feedback

02/10/18

Natasha X

Daisy X

Minutes of Meeting

Minutes of the Meeting of Team [group letter] held at the Library at 10:00am on 28/08/18

Date of upcoming decision period [04/09/18]

Members Present: Andreas, Marcus, Natasha, Daisy

Apologies: Nil

Minutes:

During this meeting we self-reflected on Assignment One and compared what our analysis

of Lightweave and their strategic options consisted of. Moving forward, we have discussed

the way in which we will structure the assignment and how to delegate tasks. Furthermore,

we established our primary communication channel as being Facebook Messenger, and

established Google Docs as our platform to complete work.

PLEASE ENSURE RECORD of ATTENDANCE FOR THIS MEETING HAS BEEN COMPLETED.

Circulate both documents to all team members.

Minutes of Meeting

Minutes of the Meeting of Team [group letter] held at the Library at 10:00am on 04/09/18

Date of upcoming decision period [11/09/18]

Members Present: Natasha and Daisy

Apologies: Marcus and Andreas

Minutes:

In this meeting, Natasha and Daisy discussed the group’s Assignment progress, both in

terms of the report and the digital story. We established the challenges of having team

members working remotely, and how we can potentially overcome them. We delve further

into Lightweave's strategic strength of developing exceptional content and discussed ways

in which we could turn this strength into a strategic competitive advantage. Despite not

having all team members present, this was an effective and worthwhile meeting.

PLEASE ENSURE RECORD of ATTENDANCE FOR THIS MEETING HAS BEEN COMPLETED.

Circulate both documents to all team members.

Minutes of Meeting

Minutes of the Meeting of Team [group letter] held at the Library at 10:00am on 11/09/18

Date of upcoming decision period [18/09/18]

Members Present: Andreas, Marcus, Natasha, Daisy

Apologies: Nil

Minutes:

During this meeting, the group extensively discussed the progress of tasks, the report and

ideas for our digital story. We analysed what makes an effective client pitch and how we can

structure and integrate Aaker's theory into our report to meet the needs of Lightweave. In

addition, we discussed how we effectively overcame challenges of working remotely, with

having a team member overseas early on in the group formation process. Overall, this was

an effective meeting.

PLEASE ENSURE RECORD of ATTENDANCE FOR THIS MEETING HAS BEEN COMPLETED.

Circulate both documents to all team members.

Minutes of Meeting

Minutes of the Meeting of Team [group letter] held at the Library at 10:00am on 18/09/18

Date of upcoming decision period [25/09/18]

Members Present: Andreas, Marcus, Natasha, Daisy

Apologies: Nil

Minutes:

In this meeting, the entire group was able to get together and finally confirm section

allocation and assigned tasks to each group member. As Marcus received the highest grade

in the first assignment, he was given the task to fix his section and proofread the rest of the

sections to ensure they all flowed and were cohesive with the first section. We set a due

date for all of the sections to be completed by and agreed to meet afterwards to discuss.

PLEASE ENSURE RECORD of ATTENDANCE FOR THIS MEETING HAS BEEN COMPLETED.

Circulate both documents to all team members.

Minutes of Meeting

Minutes of the Meeting of Team [group letter] held at the Library at 5:00pm on 25/09/18

Date of upcoming decision period [27/09/18]

Members Present: Andreas, Marcus, Natasha, Daisy

Apologies: Nil

Minutes:

In this meeting, the group met to discuss their written parts and went through each section

individually to assess if the parts were flowing correctly. Once this process was completed

the group discussed their options for the digital story. It was determined that the best

option was to have each group member create video slides for the section they wrote. The

group agreed to finish their written sections and write a condensed script for the video

voiceover, then create slides and choose videos for the final presentation.

PLEASE ENSURE RECORD of ATTENDANCE FOR THIS MEETING HAS BEEN COMPLETED.

Circulate both documents to all team members.

Minutes of Meeting

Minutes of the Meeting of Team [group letter] held at the Library at 10:00am on 27/09/18

Date of upcoming decision period 02/10/18

Members Present: Andreas, Marcus, Natasha, Daisy

Apologies: Nil

Minutes:

In today’s meeting, we read through our written sections as a group to ensure the report

flowed well for our client. We asked each other clarifying questions and discussed ways in

which we can improve our report. Furthermore, we put together our video slides to

construct our digital story for Lightweave. We found that a few of our videos were the same,

which we then deleted the duplicates. Additionally, we decided that Marcus should do the

voiceover and that this should be completed within the next week.

PLEASE ENSURE RECORD of ATTENDANCE FOR THIS MEETING HAS BEEN COMPLETED.

Circulate both documents to all team members.

Minutes of Meeting

Minutes of the Meeting of Team [group letter] held at the Library at 10:00am on 02/10/18

Date of upcoming decision period: 05/10/18

Members Present: Andreas, Marcus, Natasha, Daisy

Apologies: Nil

Minutes:

During this meeting we had a brief discussion on how the Digital Story went and the next

steps we needed to take to ensure we were ready for hand-in on Friday.

PLEASE ENSURE RECORD of ATTENDANCE FOR THIS MEETING HAS BEEN COMPLETED.

Circulate both documents to all team members.

Minutes of Meeting

Minutes of the Meeting of Team [group letter] held at the Library at 10:30am on 02/10/18

Date of upcoming decision period: 05/10/18

Members Present: Andreas, Marcus

Apologies: Daisy, Natasha

Minutes:

Based on the feedback provided during the presentation of the Digital Story, Marcus and

Andreas spent time at university reworking the written structure of the report to better

reflect the needs of the client. Specifically, this entailed ensuring that Section 3 more

explicitly outlined the three main objectives were and which tactics would be used as

opposed to being as heavily theory focused.

PLEASE ENSURE RECORD of ATTENDANCE FOR THIS MEETING HAS BEEN COMPLETED.

Circulate both documents to all team members.