Guerilla Marketing Strategy: Case Study: Aperture Cameras

Aperture Cameras’ vision is to be a global leader in manufacturing affordable and reliable digital cameras at competitive prices.
Management’s Objectives
• Execute a steady and sustainable business model.
• Keep our shareholders happy.
• Divide and conquer by using guerilla marketing tactics.
• Take market share from our competitors.
• Maintain an average of 25% global market share for the EL product line.
• Maintain an average of 20% global market share for the MF product line.
Entry-Level Camera - Execute a “Wal-Mart” type strategy by manufacturing the cheapest possible (Fig.1) camera to be sold at the lowest price with sustainable profit margins. To achieve our objectives, we took the following actions:
• Manufactured a functional camera

• Product – P/Q rating at 1.5 stars was 33% below industry average in entry-level camera. In multi-feature, our eventual 3.5-star camera (Years 11 & 12) was right in line with the industry average. Previously, it was 15% higher than the industry average.
• Place – Our company strategy to maintain consistency resulted in keeping prices steady across all territories, until we revised this policy during Years 11 & 12, when we responded to elasticity of demand in particular global markets, as per our market research dictated.
• Promotion – Our advertising budget was consistently high throughout the years, ranging from 15% to 30% in some cases. This was in line with our strategy to grab market share.

We wanted our compensation package to directly impact a positive work environment that was critical to our value chain and assembly line output costs. We hired skillful, experienced and loyal employees that displayed commitment to our success. Our strategy was to increasing the annual base by 1% to 3% with good benefits and bonuses so, to increase higher levels of productivity, reduce warranty claim costs and retain our skillful workers. We maximized overtime when necessary to keep up with production levels. As our cash flow increased we increased PAT training costs and incentive bonuses. With increasing our annual base wage and benefit incentives we saw improvements with our PAT members with their assembly skills and diligent work ethics. We outsources mainly in quarter 3 and then made them redundant in Quarter 4 so, not to carry over in the next year. We worked to identify trends to formula a competitive strategy to minimize production costs, balance of skillful employees and good compensation