D081 – INNOVATIVE AND STRATEGIC
THINKING TASK 2 – FINAL SUBMISSION
(VERSION 5 / QBM3)
WGU COURSE D081 VERSION 5 (QBM3)
"INNOVATIVE AND STRATEGIC THINKING,"
TASK 2
A. Risks When Entering the Emerging Market
Risk 1: Production Adaptation Risk (External)
, When entering India, the company must redesign its product to comply with National
Fisheries Development Board (NFDB) regulations. The NFDB requires the use of recycled
Indian plastics and mandates enhanced water-resistant treatments due to the country’s
climate and coastal demands.
This creates a financial risk because redesigning the product increases manufacturing costs,
may require new suppliers, and may delay market entry. It also increases technology and
performance risk, as any failure in the newly modified boat would damage customer trust
and reduce adoption rates.
Risk 2: Marketplace Price Acceptance (External)
The company plans to sell its innovative folding boat for approximately $200, while India’s
median monthly wage is $130. Traditional fishermen rely on inexpensive, non-mechanized
boats, making them highly price-sensitive.
If customers perceive the boat as too expensive, the company risks low sales volume, poor
market penetration, and difficulties recovering its initial investment. Weak price-market fit
could significantly reduce profitability in the early years.
B. SWOT Analysis
B1. Internal Strengths
Strength 1: Strong Design Innovation and Customer-Focused Culture
The company emphasizes a collaborative design approach, seeking customer feedback and
integrating it into product development. This is a strength because it leads to highly relevant,
user-centered products, improving functionality, customer satisfaction, and market fit.
Strength 2: Commitment to Environmental Sustainability
The company prioritizes sustainable materials and eco-friendly production. This is a strength
because India—through the NFDB—is aggressively promoting environmentally responsible
fishing practices.
The company’s values align directly with national initiatives, giving it a competitive
advantage in partnerships, market perception, and possible government support.
B2. Internal Weaknesses
THINKING TASK 2 – FINAL SUBMISSION
(VERSION 5 / QBM3)
WGU COURSE D081 VERSION 5 (QBM3)
"INNOVATIVE AND STRATEGIC THINKING,"
TASK 2
A. Risks When Entering the Emerging Market
Risk 1: Production Adaptation Risk (External)
, When entering India, the company must redesign its product to comply with National
Fisheries Development Board (NFDB) regulations. The NFDB requires the use of recycled
Indian plastics and mandates enhanced water-resistant treatments due to the country’s
climate and coastal demands.
This creates a financial risk because redesigning the product increases manufacturing costs,
may require new suppliers, and may delay market entry. It also increases technology and
performance risk, as any failure in the newly modified boat would damage customer trust
and reduce adoption rates.
Risk 2: Marketplace Price Acceptance (External)
The company plans to sell its innovative folding boat for approximately $200, while India’s
median monthly wage is $130. Traditional fishermen rely on inexpensive, non-mechanized
boats, making them highly price-sensitive.
If customers perceive the boat as too expensive, the company risks low sales volume, poor
market penetration, and difficulties recovering its initial investment. Weak price-market fit
could significantly reduce profitability in the early years.
B. SWOT Analysis
B1. Internal Strengths
Strength 1: Strong Design Innovation and Customer-Focused Culture
The company emphasizes a collaborative design approach, seeking customer feedback and
integrating it into product development. This is a strength because it leads to highly relevant,
user-centered products, improving functionality, customer satisfaction, and market fit.
Strength 2: Commitment to Environmental Sustainability
The company prioritizes sustainable materials and eco-friendly production. This is a strength
because India—through the NFDB—is aggressively promoting environmentally responsible
fishing practices.
The company’s values align directly with national initiatives, giving it a competitive
advantage in partnerships, market perception, and possible government support.
B2. Internal Weaknesses
