Essays on Emotiv Technology Company Business Strategies Case Study

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The paper "Emotiv Technology Company Business Strategies " is a great example of a marketing case study. Emotiv Technology Company has a high probability of gaining a competitive edge in the gaming market. Driven by the enthusiasm of gamers in finding video games that have aspects of actions combined with the thought-controlled psychographic profile is quite fascinating in the mind of gamers (Bowman, Schultheiss & Schumann 2012). In partnership with Console, EPOC device will find a market segment for product accessories like wii and guitar hero. This specific market would offer the highest market since game players are enthusiastic towards accessories that respond to both natural movements and natural thoughts. Emotiv should aim at targeting the gaming industry considering the high degree of association between its product and the current needs and interest of the heightened interest of game giants to ay brain-controlled video games.

As a result of increased demand in PC gamers, targeting this market EPOC will realize an increase in sales. Looking at the number and the quality of current keyboard-oriented games where the player holds a key and control the player while with the headset introduction to the market it becomes magic playing the games.

The headset is unique in the market and every game player will want to use it since it makes them feel the magic. With Emotiv opening the PC market and leading in the sales it appears that this market is worth targeting. The non-gaming markets are good and profitable market segments but considering the nature of their growth potential, such segments may not be profitable in future due to their small sizes.

EPOC technology can be applied by Governmental bodies aiming at the use of technology in alerting soldiers of their mental assessment of a given situation by simply registering on the screen display of the security computers. Such a thought-controlled device can be very helpful to the military but looking at the scale of this particular market and its growth potential one would not encourage Emotiv Company to target it. This market has no huge potential for growth and may not have long term economic profits. Emotiv technology has a competitive advantage in the market research industry since marketers’ can apply the brain wave technology to analyze thoughts consumer engagement and emotions towards a particular product.

The technology is very accurate as compared to traditional methods whereby marketers relied on extremely expensive and inaccurate methods that were frustrating to marketers in the long run. This technology is enticing to this specific target market and the marketers can be enthusiastic towards it. On the other hand, this particular market segment does not offer the highest potential for growth in terms of long term profitability; as this is the drive of Emotiv Company considering the initial capital investment in discovery of this technology. In conclusion, considering that gaming and non-gaming industries are all enthusiastic towards EPOC technology, the company has an added and a competitive advantage over its competitors considering that its product is unique to this market (Van der Meer, 1999).

Target audiences have found the brain wave technology enticing and have shown interest in buying it if offered in the market. This company’ s ability to recognize and provide such cravings for enthusiasm in the market has enabled it to have a high degree of alignment between its goals and those of its potential market.

Reference

Aaker, D. A. (2012). Building strong brands. Simon and Schuster.

Bowman, N. D., Schultheiss, D., & Schumann, C. (2012). “I'm Attached, and I'm a Good Guy/Gal!”: How Character Attachment Influences Pro-and Anti-Social Motivations to Play Massively Multiplayer Online Role-Playing Games. Cyberpsychology, Behavior, and Social Networking, 15(3), 169-174.

Chen, X., Li, L., & Zhou, M. (2012). Manufacturer's pricing strategy for supply chain with warranty period-dependent demand. Omega, 40(6), 807-816.

Covin, J. G., & Slevin, D. P. (1989). Strategic management of small firms in hostile and benign environments. Strategic management journal, 10(1), 75-87.

Kapferer, J. N. (2012). The new strategic brand management: Advanced insights and strategic thinking. Kogan page publishers.

Stark, J. (2011). Product lifecycle management (pp. 1-16). Springer London.

Van der Meer, F. B. (1999). Evaluation and the social construction of impacts. Evaluation, 5(4), 387-406.

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