2. Company Whatever.
• Tuğba Güney CEO & Spokesperson
• Erdem Yaşar Sales Force
• Sertaç Gezer Financials
• Seda Demirelli Market Knowledge
• Tuğçe Kutluay R&D
Whatever.
3. Initial Situation
Products : Caster & Camst
Market Value Share : Caster 4%, Camst 16%
Budget : 8000 K$
Sales Personnel : 10 Direct , 10 Indirect
Market Awareness : 29% for both products
Whatever.
4. Strategic Vision
Vision:
to become one of the most preferred electronic products manufacturers
in Device and Star markets with our medium size product range
consisting of high quality products which are sold at affordable prices.
Implementation:
Deciding on the segments and analyze the needs of each chosen segment
4 segments to target with 4 different products
Keeping a close eye on the changes/shifts of the each segment
Whatever.
5. Why does this direction makes sense?
Where to play, how to win
Concerning the scarce resources available
Spending/investing to appropriate channels in order to
focus on the 4 segments
Bringing revenue and power at the long term
Whatever.
11. Company’s present strategy
Devices Market
Target Delta and Gamma segments with 2 products available
Support with R&D to match products attribution with segments’ needs
Try to fit Caster with Epsilon as well, due to ascending growth at Epsilon
Devices market is our cash cow
Whatever.
13. Company’s present strategy -
STAR Market
Prefer not to get into STAR market at the early periods due to low budget
Analyze the STAR market dynamics by the competitors’ actions
Be the follower at STAR
Penetrate into STAR market with Bıcır first
Paris comes as the second brand
Manage our advertising, sales force and R&D actions to perform above steps
regarding the budget constraints
Whatever.
14. Market Share by Segment
STAR Market
Market Share (%) - Sigma - STAR market
35.0
30.0
25.0
20.0
Bıcır (Whatever)
15.0 Flash (Edison's)
10.0
5.0
0.0
0 1 2 3 4 5 6 7 8
Paris
8th period
Target segment: RHO
Market Share: 15.1%
Whatever.
15. Overall Performance Kings
Recovering from a bad start
Carpouz
Break Point Whatever.
Edison’s
Cibili’s
Late launch up
Paris
Cannot reach breakeven at 8th round
Fit between decisions and company’s 3-year strategic plan
4 products in 4 different segments and 2 markets
Whatever.
16. Decisions
R&D
Modification
Caster (Delta)
Camst (Gamma)
New products to Star market
Bıcır (Sigma)
Paris (Rho)
Market Studies
Devices Market (nearly the all studies)
Star Market (after the 3rd period)
Sales Force
Important!!! (50% increase at the beginning)
High efficiency with high training
Advertising
High market awareness (high advertising expenditures)
Perception Shifts
Whatever.
17. Competitors Percent Market Share by Value is
the most important criteria
Company Kings (Gizmo)
Company Carpouz (Recep &
Gamer)
Whatever.
18. Lessons Learned
Prolonging the launching of new product at Star market, even being a
follower, hurt our renevue and long term benefit
Importance of appropriate analysis in new product R&D
Take risks for potential of higher returns
Rational and numerical forecasts are crucial to avoid stock-outs
Whatever.
19. Lessons Learned
High advertising effort must be supported
Sales Force
with powerful sales force
50
45
40
35
30 Indirect - Star
25 Direct - Star
20 Indirect - Devices
15 Direct - Devices
10
Camst
5
35.0
0
0 1 2 3 4 5 6 7 8
30.0
25.0
20.0 Purchase Intentions (%) -
Gamma
15.0 Market Share (%) -
Gamma
10.0
5.0
0.0
0 1 2 3 4 5 6 7 8 Whatever.
20. Vision for Future
Meet our target
2 markets - 4 products - 4 segments
Future Target
Leader in current 4 segments
Budget distribution
R&D for modification
Sales Force
Advertisement
R&D for new products
Whatever.
