本篇文章講的是羅技公司的先發優勢和收購策略，先行者戰略是指公司首先進入某一特定行業或行業利基。有許多先行者的優勢可以為公司創造，因為它將確定真正獨特的機會，在市場上沒有其他人會考慮之前。 ， Varadarajan, p。 ， & Peterson, r。 ,1992)。先發優勢體現在羅技從第一次推出鼠標開始的決策上。它是戰略先驅之一，開始專注於鼠標最獨特的產品。本篇論文代寫文章由澳洲論文人EducationRen教育網整理，供大家參考閱讀。
A first mover strategy is one that the company is the first to enter some specific industry or industry niche. There are many first mover advantages that can be created for the company as it would be identifying really unique opportunities that nobody else in the market would have taken account of before (Kerin, R. A., Varadarajan, P. R., & Peterson, R. A., 1992). The first mover advantage is seen in Logitech decision making from the first time it introduced its Logitech mouse. It was one of the strategic pioneers that started focusing on the most singular product of a mouse.
Even later as it started diversifying its stands apart from its competitors because the competitors were not involved in just computer peripherals manufacturing. Logitech on the other hand was involved in only the making of computer peripherals. This managed to give the company many more advantages as the company could now afford to be innovative. Similar first move decision making is seen in the way Logitech has operated over the years. In 2005 for instance, Logitech was able to observe that there were no commercial Cam technology products that were specifically launched for women (Hoffman, 2011). The women segment in particular was not being targeted by existing businesses and Logitech saw an opportunity here.
It launched the Quick Cam. The Quick Cam functionality was one where a businesswoman can stay in touch with their family, say bye or goodnight to their husband or children. In making the decision to launch the Quick Cam Logitech once again was able to reap first mover advantages. It was able to show how women embrace technology as long as it fits their needs. There are risks associated with the first mover advantage. A company might launch a product misunderstanding needs of the society. When other competitors don’t exist for an innovative technology or a product then consumers might be wary of the product. Mergers and acquisitions are necessary for a company and Logitech has made many strategic acquisitions as it helped enhance its portfolio.
For instance, the acquisition of the QuickCam PC from Connectix was seen to help it market the innovative technology for the women segment. In order to expand in video conferencing, it acquired Labtec. Inc and then later it acquired Intrigue Technologies in order to focus on remote control production. While acquisitions have been carried out by the company as part of a corporate level strategy there have been associated risks in the form of what if the acquisition or merger does not go well. In the context of acquisitions there are risks of conflict between the managers of the respective divisions. Employees might drop out of the acquired company or might not understand the work culture of the new company. These are risks that would have been faced by Logitech.