Performance Target Forecasting

Earnings Per Share (EPS)

Based on our trends in net revenue we will continue to see increased profits, therefore, we our
forecasting for a continued growth over the next 2 years. The last few years we have seen a
consistent growth of around $1.50 from year to year, so we are predicting our year 11 earnings
per share to grow to $7.00 and a growth to $8.50 in year 12.

Returns On Equity (ROE)

We predict a growth in ROE by repurchasing stocks therefore it should increase to 35 %
in year 11 and to 38% in year 12. Since we focused on improving our ROE in the last few years,
we are setting higher goals on returns through our success in repurchasing stocks in our last
year.

Credit Rating
Our spending budget has been very managed and have always had a focus on not exceeding our
cash flow. We are not foreseeing any future loans since our growth is very consistent and have
tight margins.

Image Rating
In our next years, we are looking to bring our image-rating back up and to create an even
higher image-rating than we’ve ever had. Since we’ve had the highest image-rating in the
industry since year 8 we are confident that our continuing focus on corporate responsibility and
marketing will allow us to do so.

Year-End Stock Price

Based on our efforts to increase return on equity and earnings per share, we expect our stock
prices to remain consistent with previous years. Our stock repurchase strategy will increase our
stock price even further in comparison to previous years that did not see as much growth. We
have the highest stock prices in the industry and plan to raise them to around $458.25 in year 11
and to around $501.36 in year 12.

Competitive Strategy

Our competitive strategies for our two products, action-capture cameras and drones, were
somewhat similar. Global Vision aimed to improve work and production quality, maintain high
image ratings, and increase market share in the industry.

Action-Capture (AC) Cameras

Global Vision optimized its action-capture cameras to have more features and models than the
competition. Management desired to develop a distinct product in order to gain a competitive
advantage while adhering to our strategic vision. Every year since the decision, the product has
been improved with the addition of new features, housing space, and even higher resolution
specifications. The company aimed to provide a better product than competitors in the industry.
Global Vision recognised that marketing was an important factor in selling in addition to having
a better product. It was critical to out-market and advertise our competitors; by doing so, we
increased market share over time and maintained our reputation.This reflects our strategic vision
in offering a different product in the industry and marketing it on a broad scale.

While the product and marketing are important, Global Vision took the initiative to offer a
variety of compensation plans that rewarded employees based on best practises and the quality of
their work. We increased our wages and attendance bonuses year after year to keep our
employees working hard. The quality of our product is as important as, if not more important
than, the features it provides. In Year 7, Global Vision also invested in a robotics upgrade, which
reduced production costs in the long run and allowed for a higher output in a shorter amount of
time.To maintain our commitment to product improvement, we invested in research and
development in the hopes of discovering the best.

Global Vision also differentiated our marketing and pricing across geographic regions in order to
maximize our profits and goals. We implemented a higher advertising budget in the Asia-Pacific
and Latin America regions in our first years of management, believing that it would give us an
advantage, suspecting that competitors would focus on North America and Europe-Africa. In
addition, the company offered comparable lower prices in Asia-Pacific and Latin America while
charging a higher price in North America and Europe-Africa. This was based on industry
projections and dollar values in each region.

As the years and decisions passed, we began to place a greater emphasis on overall advertising
and marketing. Global Vision began to increase its investment in North America and Europe-
Africa in order to increase its market share in these regions. The company understood that we
would eventually need to improve in these areas and shift our focus as time passed. We
maintained our pricing strategy of higher prices in North America and Europe-Africa and lower
prices in Latin America and Asia-Pacific. We not only differentiated our marketing and pricing
in these regions, but we also offered higher discounts in Latin America and Asia-Pacific, as it
was discovered that doing so allowed us to sell more of our output in these regions.

UAV Drones
We anticipated that other companies would prioritize upgrading their action-capture cameras
over UAV drones in order to differentiate themselves from us. As a means of achieving success
in our industry, Global Vision responded to this inclination by putting more effort and upgrades
into our UAV drones. We intend to aggressively market our UAV drones and create a better
product than our action-capture cameras.
Global Vision wanted to create a high-end drone with a lot of feature upgrades rather than
focusing solely on hardware upgrades in our UAV drones. We concentrated on developing a
product that was unique in the industry and of higher quality and specifications. Year after year,
we worked hard to add a new feature or model to our UAV drones on top of our other upgrades
in order to stay current and in demand with consumers.

Our marketing costs per drone were significantly higher than those of action cameras. By year
10, our UAV drone marketing cost per unit was higher than our camera marketing cost per unit.
Our emphasis on heavily marketing UAV drones was brought in to gain a larger consumer base
and ensure that adequate information and differentiation was made between Global Vision and
our industry competitors. Aside from spending more on UAV drones, our strategy was similar to
that of our action-capture cameras; however, for our drones, we spent more on search-engine
advertising because it produced a higher return at a lower cost.

Global Vision chose a strategy that rewarded employees for the quality of their work. It gave
higher base wage increases, assembly quality incentives, and attendance bonuses to UAV drone
workers than to action-capture camera workers. In comparison to the industry, Global Vision
paid lower base wages to its employees but provided a higher quality incentive for well-done
work. Despite spending less on base wages, our employees earned more than the industry
average due to incentive and attendance bonuses.This ensures a higher quality product that is
consistent with our strategic vision and gives our products a competitive advantage. Not only did
we prioritize employee quality, but our robotics facility upgrade in year 9 allowed for higher
production rates and higher quality drones.

Geographically, Global Vision's main focus was in North America, where we invested the most
money; however, our advertising budgets across all regions remained balanced. We did provide a
larger discount to online retailers in both Asia-Pacific and Latin America. Our prices differed
slightly across regions, with Europe-Africa maintaining a higher price and Latin America and
Asia-Pacific regions having the lowest prices