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Custom   Competit
  ers      or
Leaders                Strategy          Success
       hip




                         Competencies




Mastering Busine...
Belgium

Price ≥ Quality & Service > Design

What do you mean by ≥?

Keyword = Price & Tailored

Tailored Suits at totally...
4.Overweight people (I just CANNOT make something
        look good on them)



        Kuala Lumpur

You want to sell the...
Not targeting:

     1.Fashionista people

Why not????

     Bangkok

Quality & Service ≥ Design > Price

Keyword = Qualit...
•Differentiate products and services to increase value for
     customers that they are willing to pay for.

     I will c...
Price - Quality & Service - Design ?

           Trésor, lets arrange a meeting asap to check
           shops and tailors...
I would need to see pictures of this to fully
                 understand.

                 Bargaining with the clients f...
“Firms need to develop an understanding of their
competencies and must base their strategies on exploiting
these  competen...
Focus = suits + service given during the measurement &
style proposal



    Brussels

    •Organized, consistent top-qual...
•Providing quality material and make it noticed by each
     clients makes us take a good competitive position.

     •Nam...
flexibility to enable the firm to withstand, react to, or exploit
such change.”

Very tough to get this well-balanced. To ...
Please correct this sentence.

(….in order to achieve its strategic intent? You mean making
cash without being bored to de...
I don't understand this

     •Marketing,    logistics,    finance,   and   other   functional
     emphases

     Also   ...
High Fashion competencies

     Services

     oKuala Lumpur

     European touch

     oBangkok

     I don't find thi...
People bored with products on the market=“fashionistas”

    oKuala Lumpur

    High class ready to wear suits market

 ...
•Its general approach to inter-firm cooperation and
     vertical integration

     oBrussels

     oKuala Lumpur

     oB...
D’apres mon document chez MIDA, toute formation
supplementaire est deductable des impots ou autres

Si jamais moi  format...
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Business Plan From Mba Nawal

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Business Plan From Mba Nawal

  1. 1. Custom Competit ers or
  2. 2. Leaders Strategy Success hip Competencies Mastering Business in Asia: Strategy for Success in Asia Avant toutes choses, on va aller du plus général au plus précis, quand on mentionnera par exemple « Creativity », çà ne sera que dans les étapes suivantes que par exemple on mentionnera des termes précis tel que « col asymétrique » par exemple, ou même les noms des types de couture qu’on devra employer. Excuses, j'ai beau relire, je ne comprends vraiment pas cette première phrase. Dans le livre il explique que : “A full version would expand each item, adding details of how it will be implemented and achieved, thus providing adequate guidance for the development of functional strategies.” 1.Customers “What value can we create for our Customers?”
  3. 3. Belgium Price ≥ Quality & Service > Design What do you mean by ≥? Keyword = Price & Tailored Tailored Suits at totally affordable price. Affordable for whom? Targets will feel good to get their measurement taken, and to get this unknown tailor atmosphere (don't forget we don't have a shop, so the “atmosphere” of being at a tailor will not be totally complete-IMPORTANT: will we go to the customers place or will they come to ours?) by customers who usually buy their suits at ready to wear clothing lines shops; strategy is to make them understand that suits for men absolutely NEEDS to be tailored and that it will not cost them more than Zara & Massimo Duti. (to be determined, I really doubt this is possible!) We would need a marketing strategy to make people understand/desire tailored costumes instead of ready to wear (RTW). Targeting: 1.European Commission (classy office style suits) (check out the rest of my notes), Brussels isn’t that much of a business nor of a fashion city  aiming expats. This remains to be proven! What makes you think this? Expats are not necessarily fashionable, I know 15 people at the commission!Are we only going to cover Brussels, or other Belgian cities (Antwerp etc)? 2.… Not targeting: 1.Students, jobless, low disposable incomes (except metrosexuals, see lexicon) 2.Older than 45 3.People who change weight often! Very important to avoid them! You take their mesurements and 1 month later, they changed! Bad investment for them.
  4. 4. 4.Overweight people (I just CANNOT make something look good on them) Kuala Lumpur You want to sell there as well? Is the profit margin interesting enough??? Design ≥ Price > Quality & Service I don't understand this Keyword = Market European Suit Design Malls Small city everybody is wearing old fashioned suits, with many folds on the pant’s front side. I would need to see pictures of this to fully understand. Make them understand the new fashion by presenting the pants rather than the whole suit. Why the pants? To make them understand is not the same as to make them want our product! “Made in France” = advantageous positions towards the clients. But we will not make in France! Targetting: Hard for me to structure but the target (or is it better to call it strategy) would be to target the small but high fashion niche, means the no-folds-on-pants market (I really don't get this pants story), concretely: 1.Business men: I explain in the competencies section. 2.Locals: Unaware about the European fashion, curious features caracteristics (I don't understand this sentence) marketing strategy to make them understand it. “Fashion through business”. (I don't understand this sentence) 3.Expats: no need to explain the European fashion, just make them know we are here.
  5. 5. Not targeting: 1.Fashionista people Why not???? Bangkok Quality & Service ≥ Design > Price Keyword = Quality & Service of the suit, the tailor to customer contact. People more elegant than in KL, more aware about fashion, fashion TV is largely well represented in BKK. I would need to see pictures of this to fully understand. Offer a more fancy European atmosphere (like Nawal exposition’s in Mons) I never did an exposition in Mons, but in Tournai. And it was avant-garde streetwear, which has very little to do with our subject)and keeping the “Made-in- France” ticket. This is not true! Designed in Belgium; made in Malaysia! People more fancy, a huge business network. Targeting: 2.Expats  business 3.Locals  fancy Develop what you mean by fancy 1.Competitors “… recognizes the threat of actual or potential competition and dictates how a firm will avoid, eliminate, or overcome this competition.” I am going to make a trend analysis, which means research what is fashionable in mens suits, made-to measure especially. It will take in account what already exists on the market in this regard, the competition, in other words. You should get the results within 2 weeks. “The main options for dealing with increased competition are: •Aim for the industry’s lowest costs, so as to compete on price.
  6. 6. •Differentiate products and services to increase value for customers that they are willing to pay for. I will compile a portfolio of styles that I would like to develop, by collecting existing designs. Then we can see together how to differentiate our product following our target consumer. The best outcome with increased competition: •Ensure that costs fall faster than prices. Why would costs fall? Why would prices fall? What costs and which prices? •If possible, prices should rise faster than costs.” (I don't understand this concept)  This is why I came to the idea of having a business here in Asia at the same time than in Brussels. So that we can control our textile supply for our productions, and control better our costs and quality range, we will also have a better control on our profit margins, and we can make it fluctuate as soon as we see the prices of our competitors go up/down. 11 south east Asian countries are now part of ASEAN (Association of South-East Asians Nations) and we can benefit from AFTA (ASEAN Free Trade Area) and from ACFTA (ASEAN-China Free Trade Area). It’s better than to count only on our futures tailors that have their own fabrics. Why is this crossed out? (We’ve got to study the Asian textile supply market before taking this kind of conclusion, I ordered 2 suits, and the tailor tells me he gets his supply from Italy) Really???? How come? Don't they have suppliers in asia??? Brussels : •Tailors ?  Nawal ?  Trésor ?
  7. 7. Price - Quality & Service - Design ? Trésor, lets arrange a meeting asap to check shops and tailors! •Ready-to-wear Massimo Duti, Zara, etc price ? Incruster ce que j’ai écrit sur papier T'as oublié de l'incruster ;-) Kuala Lumpur •Low fashion High quality tailored suits in a nice wooden old-fashioned atmosphere. Local tailors have the trust of clients (they mostly offer a credible service but do not posses the modern “fashion” awareness). I would need to see pictures of this to fully understand. i.In Malls: good location (easy to catch clients, low marketing efforts) >< expensive rents ii.In the streets (very warm): bad locations (hard to catch the high middle class) >< cheap rents •Ready-to-wear: Zara, Massimo Duti, etc They have Zara etc in KL??? I would need to know what other european menswear brands they have there! Bangkok •Old-fashioned very low-looking-like-shit-inside (how???) but still trying to look high fashion by doing horrible fancy suits tailors
  8. 8. I would need to see pictures of this to fully understand. Bargaining with the clients from the streets for them to come inside their shitty looking shop (they are all next to each other, and looking like the shitty same). I would need to see pictures of this to fully understand. All shops are in the street, didn’t had time to check out the tailors in the malls. •Ready-to-wear Nothing? 1.Competencies ≈ adidas superstar customization: offer a limited range of choice so that the client doesn’t get lost. I don't understand what you are talking about. The following mostly concern Nawal: “Competencies are a combination of resources, routines, skills, and knowledge that allow the firms to perform critical operations that create value for customers.” “… firms have to identify what they can do well – their core competencies – and then focus on these competencies to ensure that they remain valuable and provide lasting competitive advantage. These competencies represent the basic means that a firm uses to satisfy its customers more effectively than its competitors. Competencies must therefore be central to the strategy of a firm.” What I do well is streetwear, you must already know this. I feel as good in menswear as in womenwear, as I tend to hate “frou-frou”, cute, overly feminine and “madame prout-ma-chère” styles. My menswear will therefore have an “urban edge”, a little bit like Kris Van Assche, but probably more innovative. I will compile a list of fashion designs to illustrate this. Also, I am a very organized and perfectionist person (without becoming obsessive), which makes me come over as a real professionnal (or a bitch ;-)
  9. 9. “Firms need to develop an understanding of their competencies and must base their strategies on exploiting these competencies for customer satisfaction and competitive advantage.” This is where you guys come in, as I really do not know your competencies. I would need a CV from both of you, with explanations. “At the same time, leaders must evaluate the competencies needed in the future, so that investments are made in time to develop the skills, knowledge, resources, and routines that will drive future competencies.” Hey, who is the leader, here? We have to determine our respective postions, decision-making abilities in this project. “The value of competencies comes from their rarity, sustainability, and the difficulty that competitors face in imitating them.” Yeah! I never care if someone tries to copy, because I will design something better, and I never run short of ideas! And no one can imitate us, since we will be “underground”, no shops, no pictures on the net, no collections presented months in advance, very short production delays, etc etc  This is one of the reasons why I want Nawal to come over, because she’s basically emailing me what she can do, and I’m telling her what we could get supplied from here with my own words, but she needs to come here and check out our suppliers to be sure that we will be unique on each market (with a different strategy on each market). I can analyse the Belgian market with Trésor, but you should check the BKK and KL markets as well. Please take pictures! I will come when your part of the research is completed, and the business plan well advanced. Trésor should come also with us. We have to know whether the tailors can make our product before spending money to go to KL. Let's discuss this on skype! “Diversifying into areas in which firms lack competencies will expose them to customers they may not understand and cannot satisfy, and to specialist competitors who are more competent than they are.” Focus ≠ just the suits
  10. 10. Focus = suits + service given during the measurement & style proposal Brussels •Organized, consistent top-quality service. We really have to determine what we mean by top- quality! Don't forget, we have no shop, no staff, no fancy showroom, I don't have a car, etc! •Ability to deliver high quality tailor made suits at lowest cost. Must be determined: how high the quality, how low the cost?! •Ability to provide unique suit models by a combination of proposed details on catalog. Kuala Lumpur •My network, which is getting everyday wider, gives us a comparative advantage that other local tailors do not have. I already have a list of potential high-class clients working in the elite sectors of KL society. The other tailors do not seem to go get their clients any further than the ones stepping in their shops. Who is “the ones”? I was already explaining our suit projects during some business cocktail drinks, during which, everybody was dressed with old-fashioned suits; I got good feedback. •Nawal is our key factor, she provides our unique brand & name by giving the European touch to our product, which is the key factor that will make us different from any other tailors, and therefore, will make it hard to imitate us. Bangkok I’ve got to be humble considering my knowledge of this market: I only went during one we. But few things I still noticed:
  11. 11. •Providing quality material and make it noticed by each clients makes us take a good competitive position. •Name building, the awareness that Nawal is a high fashion designer from Europe, and making this information knowledgeable by our potential clients will carry us straightly to the top of the local tailor made suit market. But we won't be as cheap as them if we wan't to make significant profit! Will we gain anything after exchanging our profits in local currency to euros? Do they have strong currencies? Is it an advantage to produce and sell in Asia, while changing profits to euros? 1.The Environment “The environment comprises all factors external to the firm, other than customers and competitors, which influence its success. The key elements of the environment can be summarized as the “PESTs”: political, economic, socio- cultural, and technological factors.” Yes, it is still economic crisis! We might find a great opportunity because, as I learned about economics, coming out of crisis boosts consumers confidence in new products... Is this correct? Can you explain to me where we are in the crisis, now? “These factors clearly represent threats and challenges to the success of all firms, but importantly, they are also source of opportunities for future success.” Encadré page 25. Quel encadré? “Some leaders view strategy as less important in rapidly changing environments, believing that external change will rapidly make any strategy obsolete.” Interesting.... So they just: go with the flow???? How do they organize and protect their business, then? Is it a little like gambling? “A well-developed strategy will recognize the fact of environmental change, and will incorporate sufficient
  12. 12. flexibility to enable the firm to withstand, react to, or exploit such change.” Very tough to get this well-balanced. To be developed! “A strategy is a coherent guide for a firm to use in dealing with change. The failure to develop strategy will leave a firm and its managers open to reacting to changes they do not understand and are unprepared for, in ways that are not consistent with their intent and long-tern interests.” Totally agree with this!!! Brussels •Unfashioned & fuckin greedy mother fuckers That is not justified! I need a proper analysis, not personal impressions. •… u guys What about us? Kuala Lumpur •Open minded high class, could potentially be convinced that they dress like shit. LOL, lots of people everywhere SHOULD be convinced they dress like shit, if you ask me..... •People are already trying to develop the fashion market, but I think there are failing because they are not in contact with the people wearing suits, the business class. To be developed! I need a proper analysis! Bangkok 1.Strategy “The strategy should be documented in a detailed easily understood, and readily communicated statement of how the firm will use its competencies to satisfy its customers more effectively than its competitors in the context of its environment, in order to achieve its strategic intent.”
  13. 13. Please correct this sentence. (….in order to achieve its strategic intent? You mean making cash without being bored to death? ;-) “The strategy should have a firm-level focus, a long-term orientation, and must address the complex set of internal and external factors that influence success. This requires that the strategy is comprehensive and detailed, not a general statement of organizational platitudes. The strategy should be specific to the organization and its environment, not a generic set of statements that is broadly applicable to most firms in an industry.” Totally agree with this! “Main elements of a strategy The strategy should guide the firm on the following: •Core competencies and resources the firm has and will develop. First of all, we all need to develop a CV style DETAILED document stating EXACTLY what we each are capable of, whether job-related, hobby related, practical, cultural etc. Also our weak points! Then we can determine what we are worth as a group. •Customer needs to know the firm will satisfy them,, and how it will do so. This mostly depends on the trustworthiness/professionalism of the contractors •Key opportunities it will target and exploit You mean potential clients? Or cheap labour? •Products and markets in which it will compete •How the firm will achieve competitive advantage •Price, quality, speed, or other means the firm will use for differentiation from competitors •Geographic boundaries of markets and the locations of key operations •Its technology and innovation emphasis •Its general approach to inter-firm cooperation and vertical integration
  14. 14. I don't understand this •Marketing, logistics, finance, and other functional emphases Also investments. Also distribution of tasks/responsabilities and relative earnings. •How it will deal with major PESTs trends and changes •The economic logic of the firm’s strategy and operations“ This is already included in the points above, I find. “A full version would expand each item, adding details of how it will be implemented and achieved, thus providing adequate guidance for the development of functional strategies.” “The resulting strategy is relatively easy to communicate to managers and to internal and external stakeholders.” Do you have the intention to have stakeholders, or investors? “Main elements of a strategy The strategy should guide the firm on the following: I find it a bit confusing that you wrote this twice. •Core competencies and resources the firm has and will develop. oGeneral High Fashion competencies Comparative cost advantages  good pricing A new product respectively in each of our markets A modern image: Algerians born in the US and living all their life in Europe is kind of unique, and makes people curious, specially in a modern muslim country. Trésor is not algerian, huh...;-) oBrussels
  15. 15. High Fashion competencies Services oKuala Lumpur European touch oBangkok I don't find this detail necessary at this point. The general says it all. We could add the European touch to the general, actually. Even mention the Belgian touch. •Customer needs to know the firm will satisfy them, and how it will do so. oBrussels oKuala Lumpur oBangkok •Key opportunities it will target and exploit oBrussels oKuala Lumpur Lack of knowledge and unaware of modern European fashion Yes, but is it already attractive to them, or are they satisfied with their offer? Mind openness towards such new waves To which extent? How do you know this? oBangkok Untrustable local tailor who …...who what? •Products and markets in which it will compete oBrussels High class ready to wear suits market Expensive local tailors Totally agree with this!
  16. 16. People bored with products on the market=“fashionistas” oKuala Lumpur High class ready to wear suits market Old fashioned local tailors oBangkok High class ready to wear suits market Untrustable local tailor who.......????? ;-) •How the firm will achieve competitive advantage oBrussels oKuala Lumpur oBangkok •Price, quality, speed, or other means the firm will use for differentiation from competitors oBrussels oKuala Lumpur oBangkok •Geographic boundaries of markets and the locations of key operations oBrussels oKuala Lumpur oBangkok •Its technology and innovation emphasis oBrussels oKuala Lumpur oBangkok
  17. 17. •Its general approach to inter-firm cooperation and vertical integration oBrussels oKuala Lumpur oBangkok •Marketing, logistics, finance, and other functional emphases oBrussels oKuala Lumpur oBangkok •How it will deal with major PESTs trends and changes oBrussels oKuala Lumpur oBangkok •The economic logic of the firm’s strategy and operations oBrussels oKuala Lumpur oBangkok “ 1.D 2.G 3.R Juste pour info:
  18. 18. D’apres mon document chez MIDA, toute formation supplementaire est deductable des impots ou autres Si jamais moi  formation supplementaire Finance ou meme cours de fashion business ou autres Nawal  formation supplementaire costume homme ou meme cours de fashion Businees ou autres Envoie les infos là dessus! Tresor  fashion marketing, fashion business ou autre

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