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EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
EPITECH Paris — Business Management | Case study of Logic Instrument
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EPITECH Paris — Business Management | Case study of Logic Instrument

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EPITECH Paris — Business Management | Case study of Logic Instrument …

EPITECH Paris — Business Management | Case study of Logic Instrument

For the Business Management course at EPITECH Paris we had to do a study case of the company Logic Instrument.
For this exercise we had to study the current state (corporate finance, strategic management and marketing) of the company and then propose the best strategy to prepare the firm to be ready for the next five years to growth more than the market.

We did the presentation the 25h January 2014. The presentation lasted 10 minutes.
We got a grade A for this course.

Description of the company :
"Logic Instrument supports the needs of Industry, Military and Prime Contractors with ruggedized tablet pcs, outdoor laptops and display solutions. Logic Instrument is an international company with major facilities in France, Germany and the US, specializing in rugged computers and displays with original roots as a computer-based instrumentation company started in 1987."
Web site : http://www.logic-instrument.com

Team :
Nicolas Danino
Henri di Costanzo
Pierre Gunet-Caplain
Guillaume Spera

Published in: Business, Technology
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Transcript

  • 1. STUDY CASE of LOGIC INSTRUMENT for BUSINESS MANAGEMENT COURSE Nicolas Danino, Henri di Costanzo, Pierre Gunet-Caplain, Guillaume Spera January 2014
  • 2. Step 1 THE COMPANY
  • 3. The turnover of Logic Instrument is erratic Turnover of Logic Instrument in euros by year 20 000 000 17 500 000 15 000 000 Strategist Consultant 12 500 000 Nicolas Danino 10 000 000 2006 Strategist Consultant Henri di Costanzo 2007 2008 Strategist Consultant Pierre Gunet-Caplain 2009 2010 Strategist Consultant Guillaume Spera 2011 2012
  • 4. Scatterplot quadrant : Market for rugged mobile devices Logic Instrument ARMOR Getac Darveen 51 68 Dell 16 Autonomy in hours 13 10 6 3 0 0 17 34 Resistance 85
  • 5. Logic Instrument holds 1% of market share for rugged tablets 1%
  • 6. Step 2 RECOMMANDATIONS
  • 7. Three aims 1 2 3 New communication strategy Low cost product differentiation strategy Enforce the internationalization Focus your strategy on the civil B2B market
  • 8. New product strategy Logic Instrument ARMOR Getac Darveen 51 68 Dell Autonomy (in hours) 16 13 Targeting product zone for civil company 10 6 3 0 0 17 34 Resistance 85
  • 9. Typical product Semi-rugged Field-book 10” by Logic Instrument Semi-rugged IP54 certification 10 hour battery life 10” screen 1200 €
  • 10. Step 3 OPERATIONs PLAN
  • 11. First year Hire a marketing manager Marketing budget Hire 2 Product Engineers Assignment of 2 engineers from R&D department
  • 12. First year : Marketing budget Total : 48k€ YouTube Videos 10 000 € New website 15 000 € Google AdWords 6 000 € Professional Show Advertising magazine 8 000 € 9 000 €
  • 13. First year Budget Total : 230k€ Marketing Budget 54 000 € Marketing Manager 56 800 € 2 Engineers 120 000 €
  • 14. Second year Hire 3 new salesmen
  • 15. Second year Budget Total : 468k€ 2 Engineers 122 000 € Marketing Budget 33 000 € Marketing Manager 57 000 € 3 Salesmen 255 000 €
  • 16. Third year Brazilian subsidiary Hire 1 Product Engineer Hire 1 Marketing assistant
  • 17. Third year : Brazilian subsidiary Total : 171k€ Director 90 000 € V.I.E Salesman 26 000 € Office rent 35 000 € Local salesman 20 000 €
  • 18. Third year Budget Total : 750k€ 3 Engineers 184 000 € Marketing assistant 40 000 € Marketing Budget 34 500 € Marketing Manager 59 000 € Brazilian subsidiary 171 000 € 3 Salesmen 260 000 €
  • 19. Fourth year Hire 3 new salesmen for international subsidiary (US, DE, BR) Double marketing budget
  • 20. Fourth year Budget Total : 1,050M€ 3 Engineers 188 000 € 3 Salesmen 265 000 € Marketing 167 000 € Germany 85 200 € US 85 200 € Brazilian subsidiary 258 000 €
  • 21. Fifth year Chinese subsidiary Hire 2 engineers
  • 22. Fifth year : Chinese subsidiary Total : 238k€ Director 90 000 € Marketing Assistant 30 000 € Office rent 25 000 € 2 V.I.E Salesmen 58 000 € 3 Local salesmen 60 000 €
  • 23. Fifth year Budget Total : 1.400M€ 5 Engineers 328 000 € Marketing 170 000 € 3 Salesmen 271 000 € Brazilian subsidiary 263 000 € Chinese subsidiary US 238 000 € 86 000 € Germany 86 000 €
  • 24. Whole budget Marketing Product development Sales team International 1 500 000 1 125 000 675 206 € 429 320 € 750 000 171 000 € 260 712 € 375 000 271 245 € 265 926 € 255 600 € 184 848 € 188 545 € 328 545 € 120 000 € 0 122 400 € 104 800 € 90 936 € 133 595 € 167 077 € 170 598 € Year 1 Year 2 Year 3 Year 4 Year 5
  • 25. Step 4 RESULTS FORECAST
  • 26. Expected turnover until 2018 Current activities Sales Brazil US Germany China 25 000 000 € 22 000 000 € 19 000 000 € 16 000 000 € 13 000 000 € 10 000 000 € 2014 2015 2016 2017 2018
  • 27. Expected products over 5 years New products per year +2 4 +1 3 +4 2 1 0 Year 1 Year 2 Year 3 Year 4 Year 5
  • 28. Step 5 RISKS
  • 29. Risks of our strategy Misunderstanding of the product benefits Price still expansive for developing countries Looses of interest in tablets (convertible, etc.)
  • 30. THANK YOU Icons from The Noun Project iPad by Edward Boatman Announcement by Olivier Guin Money by Nathan Thomson Shield by Christopher T. Howlett Briefcase by Yazmin Alanis Worker by Kris Khoury Social Media by Joris Hoogendoorn Battery by Arjun Mahanti Presentation by Wilson Joseph

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