The SunBox Marketing Plan .docx

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Contents
1.0 EXECUTIVE SUMMARY
...............................................................................................
................ 1
2.0 COMPANY PROFILE
...............................................................................................
..................... 1
2.1 MISSION
...............................................................................................
....................................... 2

2.2 POSITIONING STATEMENT
...............................................................................................
.... 2
3.0 MARKET ANALYSIS
...............................................................................................
...................... 2
3.1 TARGET MARKET SEGMENTATION
................................................................................... 2
3.2 SIZE AND POTENTIAL OF TARGET MARKET
.................................................................. 2
3.3 S.W.O.T. ANALYSIS
...............................................................................................
.................. 3
3.3.1 STRENGTHS
...............................................................................................
....................... 3
3.3.2 WEAKNESSES
...............................................................................................
.................... 3
3.3.3 OPPORTUNITIES
...............................................................................................
............... 3
3.3.4 THREATS
...............................................................................................
............................. 3
3.4 PESTEL ANALYSIS

...............................................................................................
................... 4
3.4.1 POLITICAL/LEGAL
...............................................................................................
............ 4
3.4.2 ECONOMIC
...............................................................................................
.......................... 4
3.4.3 SOCIAL
...............................................................................................
................................. 4
3.4.4 TECHNOLOGY
...............................................................................................
.................... 4
3.4.5
ENVIRONMENT.....................................................................
............................................. 5
3.5 INTERNAL
ANALYSIS.............................................................................
................................. 5
3.5.1 PROCUREMENT
..................................................................................... ..........
................. 5
3.5.2 TECHNOLOGY DEVELOPMENT
................................................................................... 5
3.5.3 MARKETING AND SALES
...............................................................................................

5
3.5.4 SERVICE
...............................................................................................
.............................. 6
4.0 COMPETITOR ASSESSMENT
...............................................................................................
..... 6
4.1 INDUSTRY BUSINESS DECRIPTION
................................................................................... 6
4.2 PORTER’S FIVE FORCES ANALYSIS
.................................................................................. 6
4.2.1 THREAT FROM NEW ENTRANTS
................................................................................. 6
4.2.2 BARGAINING POWER OF CUSTOMERS
(BUYERS)................................................ 7
4.2.3 BARGAINING POWER OF SUPPLIERS
....................................................................... 7
4.2.4 THREAT OF SUBSTITUTE
..............................................................................................
7
4.2.5 INTENSITY OF RIVARLY
...............................................................................................
.. 7
4.3 CRITICAL SUCCESS FACTORS
............................................................................................ 7

ii
4.4 CURRENT MARKET CONDITIONS
....................................................................................... 8
5.0 MARKETING STRATEGY
...............................................................................................
............. 8
5.1 MARKETING OBJECTIVES
...............................................................................................
..... 8
5.2 OVERALL MARKETING STRATGEY
.................................................................................... 8
5.2.1 PRODUCT DECISIONS
...............................................................................................
..... 8
5.2.2 PRICING DECISIONS
...............................................................................................
........ 9
5.2.3 DISTRIBUTION DECISIONS
............................................................................................ 9
5.2.4 PROMOTIONAL STRATEGIES
.................................................................................... 10
6.0 FORECAST AND BUDGET
...............................................................................................
........ 11

7.0 IMPLEMENTATION AND CONTROL PLANS
........................................................................ 11
7.1 ACTION PLAN
...............................................................................................
........................... 11
7.2 CONTROL PLANS
...............................................................................................
.................... 12
7.2.1 MEASURING PERFORMANCE
.................................................................................... 12
7.2.2 ORGANIZATION CONTROL
......................................................................................... 12
8.0 CONTINGENCY
PLAN.....................................................................................
........................... 12
9.0 CONCLUSION
...............................................................................................
............................... 12
10.0
APPENDIX.............................................................................
........................................................ 14
11.0 BIBLIOGRAPHY
............................................................................................ ...
........................... 27

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1.0 EXECUTIVE SUMMARY
The SunBox would be the very first wireless solar power bank
launched in
Singapore. Solaris Technologies have collaborated with GP
batteries and Trina Solar,
creating an eco-friendly and user friendly power bank for the
growing mobile industry.
The SunBox would feature wireless charging and the
convenience of solar charging
outdoors. With the improved and advanced engineering from GP
batteries and Trina
Solar, SunBox is able to store energy and be solar charged more
efficiently than others
available in the market. With an ever growing population in
Singapore, increasing
number of the market are using smartphones and tablets,
creating the perfect market for
the SunBox to be launched.
The SunBox provides many perks for users, the greatest of all
would be its convenience
and cable free charging, eliminating any cable knots and mess
created. Additionally, the
solar energy industry has just received S$12M of funding in
future developments,
favouring Solaris Technologies in its future endeavours.
Being the pioneer in providing consumers with portable solar
charging devices allow
Solaris Technologies to set benchmarks and carved out greater

market share in this
populated country. Furthermore, Solaris Technologies would
also be able to reach to the
ASEAN region with Singapore being the hub. It will be able to
reach and connect to
neighbouring countries such as Malaysia, Indonesia, Thailand
and the Philippines as a
pioneer in the portable solar charging devices industry.
The great demand of smartphone set by Apple and Samsung has
created a world
market. However, battery efficiency and life still poses a
constant problem for users.
Therefore, the SunBox would be marketed in the following
briefed campaign strategy to
Through the use of research and market analyses done, we are
able to determine
factors and strategies that would allow us to achieve 10%
market dominance within the
first year of launch. The market share dominance would than
grow and increase as we
The SunBox is also aesthetically built and designed to be of
highest quality and
sturdiness. The design favours people of all walks through the
use of clean lines and
simplicity, appealing to the market as a simple and modern
looking clean technology that
could be carried around easily.
Retailing at major outlets and shopping malls, the SunBox
would be greatly exposed to
the market. Advertising of the SunBox would be intensive and

extensive to capture
2.0 COMPANY PROFILE
Solaris Technologies is a technology company that is focused
on providing real
world resonant wireless solar power solutions to the mobile
market. It will be classified
under the manufacturing and retail business sector. It believes
in the future of solar
technology and we think it is paramount to enable this
technology in a way that
maximizes reliability, efficiency, value and convenience. It
will co-partner with GP
Comment [JN1]: Writing in Third
Person is required
Comment [JN2]: You have some
“selling” in the report findings
2
Batteries International Limited, to engage in the development,
manufacture and
marketing of wireless solar batteries and battery-related
products.
2.1 MISSION
Solaris Technologies is about innovation, suitability and trust
integration.
Exploring new technology innovation that aims to achieve
convenience for end users.

Trust is crucial on this new technology product and aims to be a
widely accepted and
commonly used in current society by 2015 and achieve more
than 10% of the market
share. Hence the brand value must portray trustworthiness,
reliability and sincerity.
Our mission and vision is to serve and innovate high quality yet
affordable wireless solar
though in innovative
technologies will guide us in propelling Solaris Technologies
products to be of highest
quality and standards.
2.2 POSITIONING STATEMENT
SunBox will be the first solar powered power bank in
Singapore that
provides users with effortless charging of their devices through
wireless charging, it will
bank.
SunBox would not
being offered into the
Singapore market. Without the use of cables, it eliminates the
need for cables and wires
which easily create a mess inside the bags. Users would also not
need to constantly
remind themselves to bring the cables along with the power
3.0 MARKET ANALYSIS
3.1 TARGET MARKET SEGMENTATION
Solaris Technologies would need to target the right market
segment in

order to achieve maximum exposure and outreach and ultimately
increase number of
sales. As the target population is large we would need to
segment it by demographic
and psychographic segmentation in order to appropriately apply
the marketing strategies
and tools. Demographically, we are targeting mobile users of
age 16 – 45, male and
segmentation, we are targeting
users who are tech savvy, social media fanatics, heavy video
streaming users, peer
influential users who are constantly using their mobile phones
and users who are always
3.2 SIZE AND POTENTIAL OF TARGET MARKET
The industry of external power is driven by the rise in demand
for
smartphones and tablets. In accordance to a statistics from the
United States in Figure
3.2.1, Singapore is ranked 4th on the global stage in
Smartphone penetration with almost
3 in 4 people in Singapore owns a smartphone (Richter 2013).
Singapore has a population of 5.47 million in 2014 (Department
of Statistics Singapore
represents 3.92 million of
smartphone users in Singapore. Therefore, with smartphones
becoming a necessity and
a core to the mobile phone industry. A steady supply of battery
power would greatly
Comment [JN3]: The SMART (specific,

measurable, attainable, relevant and time-
bound) objectives were not covered
3
Low or empty battery is the daily concern of Singaporean smart
phone users. 3G or 4G
In the Asian context,
over 80% of Asian mothers has gone digital and increase their
internet usage. In Figure
3.2.3 depicts the usage of smartphone by mothers and their
frequent social media
accounts in terms of communicating with the world (Warsia
2014). With a growing
population and ever improving technology, the market for
external power sources and
better battery capacity and performance would continue to grow
well covered
3.3 S.W.O.T. ANALYSIS
3.3.1 STRENGTHS
The current USB power banks require consumers to use the
cable
to charge their smartphone and tablets. The cables are either
coiled around the power
bank or left as it is, creating a mess inside the bag. Users must
also remember to bring
the cables out with them which can be inconvenient at times.
Our solar wireless charger
would eliminate the need for cables and the mess it would

create and the trouble for
constantly remembering to bring it out. It can be left in the bag,
pocket or hand carried
without cables attached. Therefore, our solar wireless charger
could bring greater
convenience than the USB power banks. Furthermore, it is
solar-powered, which is
environmentally friendly, clean technology that is supported by
the government. Being
the pioneer of the solar wireless power bank product, gives us
the competitive
advantage of defining the standards of the industry and also an
advantage in
distribution.
3.3.2 WEAKNESSES
Being a new start-up company and we are a small and medium
enterprises (SMEs), we are faced with the challenges of having
a good assortment of
skilled workforce. We may also not be able to market to the
mass audience within a
short period of time. As the product is new in the market, it
needs to educate the target
market about the benefits of the solar wireless product and
remove doubts about
3.3.3 OPPORTUNITIES
Since we are the only solar wireless charger in the Asian
market, it
would be of great opportunity to further expand our target
market to other Asian
countries other than just Singapore. It also brings us the
opportunity to educate and
change consumers’ attitudes on wireless charging and our green
eco-friendly technology

3.3.4 THREATS
As technology can be easily replicated, this may prove as a
threat
for us. Just like other USB power banks that had been replicated
since its first
introduction into the market. New regulations to regulate
foreign employment and new
technology businesses may also impact us and affect the
business operations both
Comment [JN4]: You have Identified
the unmet needs of the target market
4
3.4 PESTEL ANALYSIS
3.4.1 POLITICAL/LEGAL
In 2013, Singapore was ranked second in the IMD World
Competitiveness Yearbook as the least bureaucratic country in
Asia (Singapore
Economic Development Board 2014), making Singapore one of
the most ideal places for
business operations. On top of being least bureaucratic, “the
Singapore government
practices an open and transparent approach when it comes to all
businesses matters,
resulting in Singapore being ranked the most transparent
country in Asia and top 3 in the
world for least corruption in the economy” (Singapore

Economic Development Board
2014). However, there are regulations that might be of a threat
to businesses, especially
government has recently
introduced significant measures to moderate the inflow of
foreign workers. The levy
rates to employ a foreign worker on an S Pass or Work Permit
have increased
significantly as well as the minimum monthly salary for these
categories of workers have
also increased to $2,000 (National Population National Division
2013). This will pose a
significant issue to us as a start-up company. However, the
government also offers
3.4.2 ECONOMIC
As Singapore’s economic growth is dependent on major
external
economic developments, any uncertainties in the major
economics such as the
Eurozone, the USA and Asia will greatly affect the economic
growth of Singapore.
Singapore’s economic growth is forecast to be at 2.5 - 3.5% for
the year 2014 and
inflation is expected to stay between 2% - 3% (Monetary
Authority of Singapore 2014)
as wages will start to increase due to regulations on tightening
of the inflow of foreign
workers and thus, the pressure will be passed on to the
3.4.3 SOCIAL
As technology improves and advances, increasing percentage
of

Singaporeans are using smartphones and tablets as means of
communication. In an
article published by the Straits Times, 78% of the people in
Singapore owns at least one
smartphone and these smartphone users are between the age of
16 – 60 years old (The
Sunday Times 2013). With 78% of the local population using
smartphones, our target
market will be relatively large, both male and female ages
between 16-60 years.
3.4.4 TECHNOLOGY
Singapore has limited and constrained resources hence, it’s
constantly looking into sustainable alternative and clean
technology, with that,
Singapore is committed to developing solar energy
capa
Development Board (EDB) has awarded $12 million in grants
for research projects on
innovative and efficient ways to tap solar energy (Singh 2013).
Trina Solar being one of
world’s foremost photovoltaic (PV) companies established its
Asia Pacific operating
headquarters in Singapore is one of the many companies that
benefitted from the grants
offered in Singapore. Therefore a collaboration with Trina,
would be beneficial and
advantageous to us (Singapore Economic Development Board
2014)
Comment [JN5]: Possible funding from
govt?
Comment [JN6]: How much time are
spent on using Smartphones?

5
3.4.5 ENVIRONMENT
Singapore is strategically located in the Asian Sun Belt which
receives about 50% more sunlight. This means that Singapore is
an ideal place to
country, Singapore is
ranked as one of the best investment location, making Singapore
the most conducive
environment for business in the world. Singapore being world
class in its infrastructure,
enhanced with specialized logistics capabilities, facilitates
regional distribution. These
enable companies ease and more efficient access to Asia’s
untapped market (Singapore
Economic Development Board 2014). This allows us to have an
excellent means of
distributing our products to the ASEAN region, other Asian
countries and even to
Australia and New Zealand with ease.
3.5 INTERNAL ANALYSIS
3.5.1 PROCUREMENT
The quality of the product must be high to ensure consumers
purchase, becoming a credible and trustworthy company.
Therefore, we need to procure
good quality photovoltaic (PV) cells to reduce the errors and
faulty products that may be
produced. Other than the photovoltaic (PV) cells, the other
components must also be of
standard and quality to ensure in the overall quality of the solar

wireless charger. With
lower errors and faulty productions, the cost of production
would be lower as the need to
reproduce is eliminated. Being a company that has lower errors
and faulty products,
would also be creating an image of credibility, trustworthy and
a good quality brand
image to the target market. This would also create good
publicity for the company, as
well as the product. With good word-of-mouth spread among the
target market, the need
3.5.2 TECHNOLOGY DEVELOPMENT
We would need to enhance our sales tracking and logistics
management system to ensure that there are no times when the
product is out of stock.
Creating an excellent shopping experience for the target market.
Being a technology
company, we should also constantly upgrade and enhance the
shopping experience in
the retailing stores and also via the e-market platform. Other
than just the benefits of the
target market, we should also create a better work environment
and simplify operations
via technology for our staff. The solar wireless charger must
also be constantly being
upgraded and improved to cater target market’s demand i.e.
higher charging power,
faster charging etc.
3.5.3 MARKETING AND SALES
The marketing and sales of the new product would be critical
for us,
being a new company. The marketing and sales team would need
to determine the

marketing channels, medium and the message to be sent to the
target market. The
message must be clear and concise and be integrated throughout
the company. We
would need to ensure that the marketing support is excellent and
strong to support the
sales team i.e. website to advertise the company and product,
P.O.P materials at
retailers etc. The relationships with vendors must also be well
established to better
Comment [JN7]: Well covered macro
trends
6
3.5.4 SERVICE
The unique selling proposition of our product is
would still need to ensure excellent service provision to both
our intermediaries and our
end consumers. Building rapport and establishing good
relationships with our
intermediaries would assist our sales. Providing a unique buying
experience for
customers and good after sales service and benefits could attract
more customers and
widen our customer base. Having an excellent buying
experience and a good quality
product would also create good reviews and word-of-mouth, the
intermediaries and end
consumers would then in turn become one of our marketing

sources.
4.0 COMPETITOR ASSESSMENT
4.1 INDUSTRY BUSINESS DECRIPTION
The concepts and designs of chargers and rechargeable
batteries have
progressed tremendously overtime with portable electronics
becoming a necessity in this
era. Battery charging devices are a norm these days and can be
found in almost all
households; the idea that triggered this invention was to save
money on batteries (up to
hundreds of dollars per person on average), save time spent to
purchase new ones and
The most common household battery is the lithium-Ion battery,
which was introduced by
Sony in 1991. The battery is available in all sizes and it is
commonly found in digital
cameras, laptops, mobile phones, and most portable electronics.
However, there are
also other classes of battery that were in the market in the last
25 years such as, nickel-
metal hydride, zinc-
battery charger controller
technology has also been constantly improving at the same time
to accommodate higher
performance in smaller and safer designs which has aid in the
commercialization of
portable electronics.
Engineers in the portable product, battery and battery charger
industries are still
continually innovating and developing which could result in an

explosive growth and
partnership across the industry. The best partnership to produce
evolved high
performance products would be team work between
electrochemists (battery designers)
and electrical and electronics specialists (battery charger
The market for portable, battery-powered products have grown
from simple products like
flashlights and wristwatches to a diversified and flourishing
market that includes
communications, entertainment, and computing, photographic,
military and medical
equipment. This has in turn drove the growth of the power
supply industry in terms of;
the innovation of power management integrated circuits, fuel
cell development, re-
chargeable batteries, battery chargers and adapters. The demand
for increased
functionality could be an advantage and disadvantage for
battery pack makers because
with increased functionality, comes increased power needs
(Brush 2004).
4.2 PORTER’S FIVE FORCES ANALYSIS
4.2.1 THREAT FROM NEW ENTRANTS
Tech company pose a threat as technology can be copied
easily
when demand increases and supply is low. This is evident in the
mobile phone industry,
7

from the beginning of Nokia, Ericsson and to Apple iPhones,
Samsung and now to
China Xiaomi. Many of the original equipment manufacturers
(OEM) for some of the
popular brands of smartphones have started to produce their
own brand of smartphones
and the prices of their smartphones are very competitive as
compared to those popular
brands that are available in the market. Even though, producing
the products locally may
be costly but manufacturing does not need to occur locally
therefore, factors such as
costly manpower and land space may not be an issue for new
entrants.
4.2.2 BARGAINING POWER OF CUSTOMERS (BUYERS)
Bargaining power of customers are affected by the absence of
substitutes as products are highly specialized and a high level of
dependency on the
suppliers resulting in an inelastic price of demand. There are
only USB power banks are
available in the market currently. Our company would be the
first to launch the solar
wireless. As the product is the only one of its kind in the
market, there is no comparison
that can be made. With that, bargaining power of buyer would
be low as compared to
the USB power banks available in the market that are competing
4.2.3 BARGAINING POWER OF SUPPLIERS
There are approximately 12 leading industry players in the
solar
industry which includes Trina Solar. With solar energy getting

more publicity, more of
such manufacturers will join the industry and photovoltaic cells
would be cheaper to
produce as supplies increase. With greater supply and new joint
ventures, economies of
scale can be achieved thus, bargaining power of suppliers would
4.2.4 THREAT OF SUBSTITUTE
Threat of substitute products are high with the array of
different USB
power banks available in the market i.e. Xiaomi’s 10,400mh Mi
power bank is sold only
brands of USB power banks,
prices are relatively reasonable and it has become available with
the e-market.
Therefore, the solar wireless charger must be priced
competitively to influence the USB
power bank users to switch.
4.2.5 INTENSITY OF RIVARLY
Solar wireless charger is currently not available in Singapore.
But,
with the e-market being the world market place, solar wireless
chargers can be acquired
through the internet platforms and portals. In the ASEAN region
and locally, the solar
wireless chargers are not available in retailers hence, the
intensity of r
well covered and appropriate. What is the impact of your market
entry?
4.3 CRITICAL SUCCESS FACTORS
Critical success factors will determine the prospect of the
SunBox. The

Sunbox would require much advertising to create consumer
awareness. The consumer
market would also need to be educated of how solar powered
chargers work and its
benefits. Since the SunBox would be sold in retailers, the
location of retailers are also
important. The location would determine the consumer traffic
and thus, create higher
chance of exposure for the SunBox. Although the locations of
retailers are important, the
service provided and the quality of the SunBox must also be of
highest standard,
creating a trustworthy and reliable brand image.
Comment [JN8]: Are you assessing
smartphones or batteries market?
Comment [JN9]: Who are the indirect
competitors? Possibility the smartphone
manufacturers who make more power
efficient phones?
Comment [JN10]: Why not use
publicity since it is a news worthy ?
Comment [JN11]: Your target markets
are young and tech savvy, can it be sold by
e-retailers instead?
8
4.4 CURRENT MARKET CONDITIONS
Smartphone capabilities have advanced tremendously in recent

years
however, batteries and battery technology have not kept pace
and everyone has this
-
vanilla cell phones charged
for a busy day of talking therefore, battery life is much more
needed when the device is
used for web surfing, documents editing, text messaging, music
and video playbacks
etc.
In 2007, Apple introduced the iPhone and that began the rapid
growth of external
battery. The demand for universal portable power flooded into
the market and
smartphone users became the largest segment for portable
mobile power which is
commonly also known as portable power banks (Green 2013).
Portable power banks
has its many advantages but of course, they are also not without
their disadvantages
such as steeper prices for good quality power banks. Other
considerations may be the
power capacity, the shape, weight and the charging time of the
power banks.
5.0 MARKETING STRATEGY
5.1 MARKETING OBJECTIVES
There are four marketing objectives we would like to achieve
for the
SunBox.
1. Penetrate and monopolize more than 10% of the target market
though marketing
and promotional events within a year.

2. Achieve top-of-mind awareness within the first year and
maintain it by constantly
keeping in contact with consumers.
3. Achieve at least 5% increase in all social media websites
traffic monthly.
4. Become the top brand in the power bank industry within the
5.2 OVERALL MARKETING STRATGEY
5.2.1 PRODUCT DECISIONS
Our Team at Solaris Technologies has created the ideal power
bank that
consumers wish for. The SunBox is a wireless, solar powered
power bank that is
created from wireless technology and the marriage of solar cells
and the conventional
battery cell. The SunBox has a solar panel that provides an
alternative solution to save
energy. By tapping on solar power, the SunBox can charge
mobile devices and tablets.
The solar panels could charge the power banks during the day
and be used later in the
night. Under normal daylight condition, the SunBox only
requires 4-hours to charge and
1.5-hours speed charge via conventional charging point. With
the wireless charging
technology, it does not require users to bring cables along to
charge the mobile devices
or tablets. The SunBox is compact, sleek, durable and built to
The SunBox comes in four colours: Black, White, Champagne

and Silver. The
aluminium body structure provides a sturdy framework for the
SunBox, measuring at
130mm X 90mm X 10mm and weighing at 200grams. Being
sleek and flat and light
weighted, it fits easily into bags or even purses. Since it uses
wireless charging
technology, cables would not become an issue for users. The
wireless charging range is
Comment [JN12]: 10% is considered as
“monopolized”?
Comment [JN13]: Writing in Third
Person is required
Comment [JN14]: What is the
capacity?
9
up to one metres. It also has LED light indicators to reflect the
status of the power bank,
a trigger to switch on or off and a USB charging port for the
power b
reliable GP battery cells, energy will be conserved efficiently
during charging, whether it
be charged via solar power or electrically.
Unlike the conventional bulky power bank designs available in
the market, the SunBox is
sleeker and much more aesthetically appealing.

5.2.2 PRICING DECISIONS
Maximising the number of units sold and increasing our
customer base
would be our firm’s pricing objectives. By applying the mass
market penetration
e this objective of quantity
maximization by means of a
lower price.
SunBox will be priced at S$49.90 which is approximately 15%
lower than the average
be priced at S$49.90 in
the initial phase for various reasons. Firstly, there are many
sources to purchase, brands
and types of power banks in the market, the threat of substitutes
are high therefore,
customers are more price sensitive and the demand would be
highly elastic. Secondly,
distribution. Marketing and production contribute significantly
to our cost of production.
As we achieve increase in demand, we would be able to achieve
economies of scale
In addition, the features of SunBox is of the nature that is likely
to gain mass appeal
fairly quickly therefore setting at a lower price not only aid in
the switching of brands
amongst our target audience whom already owned a power bank
but also communicate
the values of affordability and values in relation to our
differentiated features. Next, there
is a threat of impending competition mainly because the barriers
of entry are relatively
low. The penetration rate of competitors is high which is why

we propose to offer a price
that cushion and reduces the impact of competition flocking into
the solar wireless power
bank market. Using the competitive pricing model, it gives us
the opportunity to better
Lastly, we imp
S$49.90 because this
price can help to signify a lower price, a fair price and it is one
of the most popular price-
point in the market today. Our pricing policy will be re-
evaluated every quarter as there
are likely to be changes in the demand and costs.
5.2.3 DISTRIBUTION DECISIONS
5.2.3.1 TELECOMMUNICATIONS PROVIDERS
As our target market are mobile and tablet users,
having the SunBox being distributed at telecommunications
provider could be the first
point of contact for the target market and our product.
Furthermore, the
telecommunications provider already have many retailing
branches island-wide in major
shopping malls to heartland areas, which will increase our
exposure rate. Additionally,
we would be able to capture users who already know they need
the power bank upon
purchase of a new phone or tablet. The SunBox will therefore,
be distributed at the three
major telecommunications provider in Singapore: Singtel,

10
5.2.3.2 RETAIL STORES
The SunBox would be retailed in major electronic
retailing stores across Singapore. As it would not be cost
efficient to merchandise the
SunBox at all departmental stores, we would only have it
available at several well-known
and reputable electronic stores and departmental stores. As
such, we have selected
Courts, Challenger, Gain City, BHG, Isetan, Robinsons and
Metro departmental stores
to merchandise the SunBox as the consumer traffic at the afore
mentioned retailers are
5.2.4 PROMOTIONAL STRATEGIES
5.2.4.1 PRINT ADVERTISING
Traditional print media advertising would still be
utilised in Solaris Technologies marketing campaign.
Newspaper advertisement would
only be occasional and not on a frequent basis but definitely be
featured on TODAY as it
is given to many commuters at public transport transition
the SunBox at major retailers, we would also feature our
product via their brochures and
pamphlets and also point of purchase media boards. The SunBox

would also be
published in lifestyle magazines i.e. 8 Days etc. and also
technology magazines i.e. PC
Magazine.
5. 2.4.2 QR CODE ADVERTISING
Being a tech company, QR codes would be utilised at
bus stops, media panels and even print media to carry more
information about the
SunBox instead of having lengthy content on print adverts and
5. 2.4.3 SOCIAL MEDIA
Social media such as Youtube videos featuring the
SunBox would be readily available for viewing. The videos
would clearly portray how the
SunBox work and how it looks like. Other than just videos, the
SunBox would also have
a Facebook fan page for our target market to visit and find out
more about as seen in
Illustration 5.2.4.3. We would also use Instagram to post images
of the SunBox and any
other relevant articles to capture our target market.
5. 2.4.4 MRT & BUSES HANGERS ADVERTISING
With majority of the target market, students to working
adults commuting via the public transport such as MRT and
buses. We would also put in
advertising hangers as seen in Illustration 5.2.4.4 to reach out to
them. With the hangers
placed on trains and buses, it would definitely be seen by
commuters during the morning
and evening peak hours and also during the afternoon lunch
crowds that travel via

5. 2.4.5 BUS STOPS ADVERTISING
As students are one the target market Solaris
Technologies is targeting. The SunBox would be advertised at
bus stops to ensure that it
is exposed to the students from secondary schools, junior
colleges, polytechnics and
even universities both private and national institutions.
Illustration 5.2.4.5 shows an
example of how the bus stop advertising
Comment [JN15]: Budgeted for video
production?
Comment [JN16]: Well covered in
Marketing Mix
11
6.0 FORECAST AND BUDGET
Figure 6.0 shows the monthly sales forecast for the first year of
the launch of the
SunBox.
Sales are expected to be slow in the first two months due to the
lack of product and
brand awareness. However, there would be intense marketing
and promotional efforts in
the first six months to promote the brand to increase brand
awareness and familiarise
consumers with the product and its features; thus, sales are
expected to increase
gradually. Competitors are foreseen to enter the market after

half year with similar
products, resulting in a drop of sales. The prices of SunBox will
hence decrease from the
In 5.2.4 Promotion Strategies, the core promotion activities will
be conveyed through
print advertising (30%) and social media advertising (50%). The
company would be
allocating 15% of the projected sales forecast for the media and
communications
allocation is as follows:
25% of the budget for social media advertising;
30% of the budget on prints advertising;
15% of the budget on QR code advertising;
15% of the budget on handlebar flyers;
10% of the budget for producing special events and;
5% of the budget to hire graphic designers, photographers and
videographers to aid in
the promotional activities and boost artistic va
The sales forecast (Figure 6.0.1) for the fiscal year beginning in
October 2014 is
calculated based on the marketing objectives that Solaris has
set. It has met the
objectives of penetrating and monopolizing more than 10% of
the target market through
marketing and promotional events in the first year as seen from
the projected sales

10.85% of the expected
target market.
The marketing budget will decrease to 10% of the projected
sales forecast in the second
year and down to 8% on the third due to the established brand
image and awareness
the company will gain in the first year. The budget will remain
constant after the third
year unless a strong competitor comes into the market and
affects the status of the
7.0 IMPLEMENTATION AND CONTROL PLANS
7.1 ACTION PLAN
We have a one year action plan for our new product and we
will review our
marketing action plans so as to achieve the objectives of the
company. For the first six
months of the launch, there will be an intense advertising and
promotional activities to
create visibility and awareness of the SunBox. As mentioned
earlier, we foresee that
competition will intensify after six months of our new launch.
our advertising and promotional activities and if need be, we
will further increase the
Comment [JN17]: 50% or 25%?
12

budget to create more awareness. Distribution points will also
be reviewed. We will
tabulate the total number of distribution points as of April 2015.
In order for SunBox to reach the mass market, distribution
points are vital. If mainstream
distribution points such as Courts and Challenger are
insufficient, we will look into sub
trade distribution points, for example check out points of
supermarkets and convenience
stores. We will set a target to have at least 15 new distribution
points each month in
order to maximize sales profit in the first year ending
September 2015.
Lastly, we will review the quality of our product as quality is
one of our critical success
factors. We will check on the number of faulty chargers
returned to us and analyse the
problem. We will relook into the value chain process of
procurement and switch supplier
of the PV cells if need be as quality must not be compromised
in order to protect the
brand image of Solaris Technologies.
7.2 CONTROL PLANS
7.2.1 MEASURING PERFORMANCE
“Performance measurement system is crucial as it monitors
the
extent to which the business is achieve its business objectives”
(Walker, Jr, et al. 2012).
Performance measurement will be used as a tool for Solaris

Technologies. The process
involves “setting standards of performance, specifying
feedback, obtaining data,
evaluating feedback and lastly, taking corrective actions”
five step model is used to monitor and evaluate both its
marketing and business
performance. It also ensures that the overall marketing strategy
remains viable in the
competitive industry
7.2.2 ORGANIZATION CONTROL
There are several considerations that has to be made such as
considering the degree of centralization in Singapore
headquarters as well as the
performance evaluation as a control mechanic locally. There
areas to look at namely,
quality performance and financial performance as well as
personnel performance as
8.0 CONTINGENCY PLAN
There are several scenarios that would require the marketing
team to adjust and
change the overall marketing strategy, if they were to occur.
Assumptions that sales of
growth is dull or even when sales is greater than what we can
supply, market entry of
bigger competitors that may affect prices and costs of
productions, raw materials prices
may also fluctuate and not within our control thus, posing an
issue to the cost of
production. However, the marketing campaign strategy will not
be changed immediately
as we would require more information and measurements to
determine the right

contingency plan to be carried out in the event of any deviations
from the marketing plan
due to uncontrollable conditions.
9.0 CONCLUSION
Solaris Technologies will be the pioneer of the consumer solar
power bank
industry. The advantages of setting out as the industry leader to
capture majority of the
market share and spear heading future projects that will benefit
the market. The SunBox
Comment [JN18]: Is this consistent
with your retail distribution strategy?
Comment [JN19]: Need to be more
precise, too brief, this may not executable
13
would be the flagship product for Solaris Technologies,
promoting efficient power
conservation, usage and storability, environmentally
friendliness and great convenience.
The SunBox would be Solaris Technologies statement of
bringing convenience to users’
lifestyles and at the same time being eco-
Comment [JN20]: Generally good
clarity in writing, concise, few grammatical
and spelling errors

14
10.0 APPENDIX
Figure 3.2.1
15
Figure 3.2.2
Figure 3.2.3
16

Figure 6.0
0
500000
1000000
1500000
2000000
2500000
3000000
3500000
T
o
ta
l S
a
le
s
($
)

Refer to Appendix 6.0.1 for the detailed sales forecast.
Chart 1: Sales Forecast for the first year
Monthly
Total
17
18
SWOT
ANALYSIS
PESTEL
ANALYSIS
19

Social Media Advertisement
- Facebook Fan Page Comment [JN21]:
Good effort, can
attract your target markets?
20
Illustration 5.2.4.4 - MRT & Buses Hangers Comment [JN22]:
Show pictures of the
product or Sun or something to associate
with your USP
21
22
Illustration 5.2.4.5 - Bus stop Advertisement

23
Product Designs
24
25
26
27

11.0 BIBLIOGRAPHY
Brush, Linnea. 2004. “Market Overview: Portable Power Market
on the Move.” EDN,
Aug: 8-10. http://0-
search.proquest.com.prospero.murdoch.edu.au/docview/2224503
02/fulltext/F8A6
4D2FBDCF41A5PQ/3?accountid=12629.
Department of Statistics Singapore. 2014. Singstats. 1 Jun.
Accessed Oct 28, 2014.
http://www.singstat.gov.sg/.
Dern, Daniel. 2012. “Portable Chargers for Your Mobile
Gadgets.” IEEE Spectrum. 7
Nov. Accessed Oct 2014. http://spectrum.ieee.org/geek-
life/tools-toys/portable-
chargers-for-your-mobile-gadgets.
Green, David. 2013. On Main Parameters of Portable Power
Bank. 6 Dec. Accessed Oct
29, 2014. http://www.external-battery.net/news/82.htm.
Haskin, David. 2008. Smartphone battery life: 20 ways to juice
it up. 9 Sep. Accessed

Oct 29, 2014.
http://www.computerworld.com/article/2532856/mobile-
wireless/smartphone-battery-life--20-ways-to-juice-it-up.html.
Monetary Authority of Singapore. 2014. Rcent Economic
Developments in Singapore.
Government Quaterly Report, Singapore: MAS.
National Population National Division. 2013. Our demographic
challenge and what these
mean to us. Accessed Oct 28, 2014. http://population.sg/key-
challenges/#.VFZNTvmUd8F.
Richter, Felix. 2013. “Chart: The United States Ranks 13th in
Smartphone Penetration.”
Statista. 27 Aug. Accessed Oct 28, 2014.
http://www.statista.com/chart/1405/the-
united-states-ranks-13th-in-smartphone-penetration/.
Singapore Economic Development Board. 2014. Clean Energy.
Factsheet, Singapore:
EDB.
—. 2014. Rankings. 12 Sep. Accessed Oct 27, 2014.
http://www.edb.gov.sg/content/edb/en/why-singapore/about-
singapore/facts-and-

rankings/rankings.html.
Singh, Malminderjit. 2013. “$12m EDB grant for solar power
research.” Marshall
Canvendish Business Information. 26 Jun. Accessed Oct 28,
2014.
http://www.timesdirectories.com/environmental/news/$12m%20
edb%20grant%20
for%20solar%20power%20research/889324.
The Sunday Times. 2013. Smartphones and tablets a growing hit
among Singaporeans.
18 Jun. Accessed Oct 28, 2014.
http://www.straitstimes.com/breaking-
Comment [JN23]: Great effort!
28
news/singapore/story/smartphones-and-tablets-growing-hit-
among-singaporeans-
20130618.
Walker, Jr, Orville C, John I. Gountas, Felix T. Mavondo, and
John W. Mullins. 2012.
Marketing Strategy: a decision-focused approach 2nd edition.
New South Wales:

McGraw-Hill Australia.
Warsia, Noor Fatima. 2014. “Asian Moms, primary home
decision makers, are going
mobile first.” Digital Market Asia. 9 Apr. Accessed oct 28,
2014.
http://www.digitalmarket.asia/asian-moms-primary-home-
decision-makers-are-
going-mobile-first/.
Xiaomi. 2014. Mi Power Bank. 1 Jun. Accessed Oct 28, 2014.
http://www.mi.com/sg/mipowerbank10400/.
Comment [JN24]: Referencing (must
include Academic Marketing Journals)
29

30
31
32
Daily Food Record
Name (print):____Jane Doe_____________________ Day &
Date of Intake: ____Tuesday 1/25/11_____
Male______ Female __X__ Age ___20__
Meal Date Time
Of Day
Food Item Amount
Description

(Brand or restaurant)
How Prepared
(if applicable)
12/23 8:30am Cheerios 1 ½ cup General Mills
sugar 2 tsp
2% milk 1 cup Purity
Fresh blueberries ¾ cup
Orange juice ½ cup
Water 1 cup
Breakfast
12/23 12:45pm Turkey sub 6 in Subway
including shredded lettuce ¼ cup Shredded
and tomato ¼ cup Sliced
on wheat bread
with Cheddar Cheese Slices 2 oz
with light mayonnaise 1 Tbsp
Baked Lays Orig. Potato Crisps 1 oz Frito-Lay
Lunch
Diet Coke 16 fl oz
12/23 7:00pm Salmon fillet 5 oz baked

with Diced Raw Tomato ½ cup
and Diced Raw Onion ½ cup
and White Wine for Cooking ½ cup
and Ground Black Pepper ¼ tsp
Long Grain Brown Rice ¾ cup Cooked
Salad Tossed
Romaine Lettuce 2 cups Shredded
Raw Carrots 1/3 cup Sliced
Raw Tomatoes ½ cup Diced
with Diet Italian Dressing 2 Tbsp
Dinner
White wine 5 fl oz
12/23 3:00pm Apple 1 medium
Peanut butter 1 tbsp Peter Pan creamy
Bottled water 12 fl oz
8:00pm Peanut M and M’s 10 Shared pkg with friend
Water with lemon 2 cups
10:00pm Popcorn Light Natural Flavor 2 cups Orville
Microwaved
Snacks
Green tea 1 cup

• Record food items as completely as possible, listing separate
ingredients when indicated (e.g., don’t just write “sandwich”,
but
include type of bread, filling, vegetables added, sauces and
condiments).
• Don’t forget beverages, including alcoholic beverages, sodas,
juice, milk, and water.
• Estimate the amounts or serving size you consume as closely
as possible in units, such as cups, ounces, tablespoons, and
teaspoons.
(NOTE: “one serving”, “one bowl”, or “one piece” are not
acceptable units as they are subjective measures and don’t relay
quantifiable amounts.) You may want to measure foods to
obtain a more accurate estimate of quantity.
• When indicated, include preparation method or other details
that may help describe the food, for example: indicate whether a
chicken breast is baked, grilled, breaded, fried, etc. or whether
vegetables are raw, steamed, “Southern style”, sautéed, fried,
etc.
Daily Food Record
Name (print):______________________________
Day/Date of Intake: ________________________
Male__x____ Female ______
Age _25______

Meal
Date
Time
Of Day
Food Item
Amount
Description
(Brand or restaurant)
How Prepared
(if applicable)
Breakfast

· Record food items as completely as possible, listing separate
ingredients when indicated (e.g., don’t just write “sandwich”,
but include type of bread, filling, vegetables added, sauces and
condiments).
· Don’t forget beverages, including alcoholic beverages, sodas,
and water.
· Estimate the amounts or serving size you consume as closely
as possible in units, such as cups, ounces, teaspoons, and
teaspoons. (NOTE: “one serving”, “one bowl”, or “one piece”
are not acceptable units as they are subjective measures and
don’t relay quantifiable amounts.) You may want to measure
foods to obtain a more accurate estimate of quantity.
· When indicated, include preparation method or other details
that may help describe the food, for example: indicate whether a
chicken breast is baked, grilled, breaded, fried, etc. or whether
vegetables are raw, steamed, “Southern style”, sautéed, fried,
etc.

This Dietary Analysis Assignment is designed to help you
assess your own personal dietary patterns and food choices and
make recommendations for improvement.
The assignment has 3 parts: Part A, Part B, and Part C.
Right now only Part A has been assigned from teacher
My Profile Male 25 years old 5’10” 230 lbs sedentary activity
you must do as if it were me
Assignment 5 Part A - Recording Food Intake
Record food intake for 3 days
Write down everything you eat and drink for 3 days. (These
should be 2 weekdays and 1 weekend day - they don't have to be
consecutive. 'Weekends' are the days when you don't work,
which may be not Saturday or Sunday.) The more typical the
days are for you, the more helpful it is for assessing nutrient
intakes and food patterns. It is a good idea to take a piece of
paper with you throughout the day……don’t try to remember
everything you ate at the end of the day. It is very easy to
forget things like sugar in coffee or chewing gum, etc.
Use Daily Food Record form (attached below). See Sample
Daily Food Record as an example (also attached).
List the food and its type and/or preparation. For example, for
milk, be sure to list the type of milk -- whole milk, 2%, or skim
milk. For chicken, be sure to list baked or fried, leg or thigh,
with skin or skinless, etc.
List the amount you consumed, using common household
measurements like cups, ounces, slices, tablespoons, teaspoons,
etc. DO NOT use the words “bowl,” “serving,” or “glass.”
Estimate your portion sizes as accurately as you can. Use the
Judging Portion Size guide (attached below). It is a good idea to
measure foods if you are not sure (i.e. measure breakfast cereal
using a cup, or measure olive oil using a tablespoon). List all
of the ingredients separately in combination foods such as a
salad or a sub sandwich (see the Sample Daily Food Record).
Be sure to include any coffee, sugar, creamer, butter, salad

dressing, added salt, chewing gum, etc. DO NOT include any
vitamin/mineral supplements you take but do include protein
shakes. It is important to assess your food intake on its own
merits. Include plain water in your record.
Please proofread the work do not submit with spelling &
grammar errors.
Use US metric!!!
assess your own personal dietary patterns and
food choices and make recommendations for improvement.
R
ight
now only Part A has been assigned from teacher
Assignment 5 Part A
-
Recording Food Intake
should be 2 weekdays and 1 weekend day
-
they don't have to be consecutive. 'Weekends' are the days when
you don't work, which may be not

Satu
rday or Sunday.) The more typical the days are for you, the
more helpful it is for assessing nutrient
paper with you throughout the
day……don’t try to remember everything you ate at the end of
the day. It is very easy to forget things
like sugar in coffee or chewing gum, etc.
Daily Food Record as an example (also
attached).
List the food and its type and/or preparation. For example, fo
r milk, be sure to list the type of milk
--
whole milk, 2%, or skim milk. For chicken, be sure to list
baked or fried, leg or thigh, with skin or
skinless, etc.
measurements like cups, ounces, slices,
t
ablespoons, teaspoons, etc. DO NOT use the words “bowl,”
“serving,” or “glass.” Estimate your
portion sizes as accurately as you can. Use the Judging Portion
Size guide (attached below). It is a good
idea to measure foods if you are not sure (i.e. measur
e breakfast cereal using a cup, or measure olive oil
using a tablespoon). List all of the ingredients separately in
combination foods such as a salad or a sub
sandwich (see the Sample Daily Food Record).
Be sure to include any coffee, sugar, creamer, bu

tter, salad dressing, added salt, chewing gum, etc.
DO
NOT include any vitamin/mineral supplements you take but do
include protein shakes. It is important
to assess your food intake on its own merits. Include plain water
in your record.
Please proofread the work do not
submit with spelling & grammar errors.
Use US metric!!!
assess your own personal dietary patterns and
food choices and make recommendations for improvement.
Right now only Part A has been assigned from teacher
Assignment 5 Part A - Recording Food Intake
should be 2 weekdays and 1 weekend day -
they don't have to be consecutive. 'Weekends' are the days when
you don't work, which may be not
Saturday or Sunday.) The more typical the days are for you, the
more helpful it is for assessing nutrient
paper with you throughout the
day……don’t try to remember everything you ate at the end of
the day. It is very easy to forget things
like sugar in coffee or chewing gum, etc.
Daily Food Record as an example (also
attached).

List the food and its type and/or preparation. For example, for
milk, be sure to list the type of milk --
whole milk, 2%, or skim milk. For chicken, be sure to list
baked or fried, leg or thigh, with skin or
skinless, etc.
measurements like cups, ounces, slices,
tablespoons, teaspoons, etc. DO NOT use the words “bowl,”
“serving,” or “glass.” Estimate your
portion sizes as accurately as you can. Use the Judging Portion
Size guide (attached below). It is a good
idea to measure foods if you are not sure (i.e. measure breakfast
cereal using a cup, or measure olive oil
using a tablespoon). List all of the ingredients separately in
combination foods such as a salad or a sub
sandwich (see the Sample Daily Food Record).
Be sure to include any coffee, sugar, creamer, butter, salad
dressing, added salt, chewing gum, etc. DO
NOT include any vitamin/mineral supplements you take but do
include protein shakes. It is important
to assess your food intake on its own merits. Include plain water
in your record.
Please proofread the work do not submit with spelling &
grammar errors.
Use US metric!!!
Executive Summary
1. Introduction (Rachel)
1.1. Company Profile
Grab is a company that operates a ride-hailing platform that
offers car booking service. The Company is focused on the

development of new commuting and payment alternatives for
drivers and passengers. In addition to transportation, the
company offers food delivery and digital payments services via
mobile app.
2. The Project (Rachel)
With its 2 million and increasing number of driving partners,
Grab’s greatest asset would be the number of cars on the road
each day. GrabAds makes use of these cars as an opportunity for
advertisers to reach mass audiences all around the country. It
also helps to increase revenue for existing drivers and opens up
an opportunity for non-driving partners to earn some extra cash
with their private vehicles. The GrabAds project aims to
provide an easier solution by shifting their entire service
procedures in-app. This means that advertisers and car owners
are able to launch and accept advertising campaigns within a
much quicker turnaround, without having to go through the
traditional route of engaging with a service agent.
· To include options for car wrap/display templates via the app,
where users can insert their own campaign photos and
messaging.
· Selection of dates and duration, number of cars, car types,
instant price confirmation. Once the number of cars that
accepted the ad request has been met, the drivers have 3
working days to install the ad, before the duration officially
kicks off
· Similar to GrabHitch, auto notification on details to drivers of
where to install and remove car wraps will be sent. Once
installed, to verify by serial number provided by workshop
2.1. Mission

2.2. Positioning Statement
Provides quick, fuss-free and effective advertising solutions
2.3. Value Proposition
Offers an efficient way of getting ads out to the largest number
of people across the country and an opportunity to help car
owners make the most out of their asset.
2.4. SMART Objectives
To increase advertising requests by 40% at the end of the 6
months campaign
To increase GrabAds acceptance rate by 50% at the end of the 6
months campaign.
3. Market Analysis
Overall Market (Evon)
Target Market Segmentation (Evon)
Size and Growth Rate (Evon)
Unmet Needs of Target Market (Evon)
- Quick and easy solutions – usually have to go through
agency, design own visuals etc
- Usually takes a long process
- Usually expensive due to design fee etc
Macro-Environment Trends supporting The Project (Jayson)
Wants and Needs and Benefits (Jayson)

5. SWOT Analysis (Rachel)
Strengths
Huge number of driving partners
Strong financials
Strong reputation
Weakness
Unable to track non-driving partners’ mileage and route
Unable to control quality of messaging due to templated ads
Opportunities
App enhancement
Higher market share
To be the top alternative next to agencies
Threats
Taxi advertising
OOH advertising (bus stops etc)
5.1. Strengths
5.2. Weakness
5.3. Opportunities
5.4. Threats

6. Competitor Assessment (Jayson)
Define the industry, Assessment of the
competitive environment: the industry’s five competitive forces,
critical
success factors, direct and indirect competitors (and their
strengths and
weaknesses) and competitive responses of your market entry
6.1. Industry Business Description
6.2. Porter’s Five Forces Analysis
6.3. Critical Success Factors
6.4. Current Competitors
6.5. Competitive Responses of Market Entry
7. Marketing Strategy (Tian Boon)
7.1. Marketing Objectives
- Awareness of Grab Ads services
- Increase Ads campaigns take up
- Increase the number of drivers under GrabAds programme
7.2. Overall Marketing Strategy
(4Ps)
8. Forecast and Budget (Rachel)

9. Implementation and Control (Rachel)
provide a 12 month timeline (Gantt chart) for marketing
functions from the implementation of the plan – should be
realistically planned and task orientated
10. Contingency Plan (Rachel)
2
Table of Contents
EXECUTIVE SUMMARY
...............................................................................................
....... 6
1. Introduction
...............................................................................................
.......................... 7

1.1 Company Profile
...............................................................................................
................ 7
2. The ECO Bus Project
...............................................................................................
............ 7
2.1 Mission
...............................................................................................
.............................. 9
2.1.1 Positioning Statement
.................................................................................. .............
..... 9
2.1.2 Value Proposition
...............................................................................................
........... 9
2.1.3 SMART Objectives
...............................................................................................
........ 9
3. Market Analysis
...............................................................................................
..................... 9
3.1 Target Market Segmentation
.......................................................................................... 10
3.2 Size and Potential of Target Market
............................................................................... 11
3.3 Challenges Faced by Target Market
............................................................................... 11

3.4 Unmet Needs of Target Market
...................................................................................... 12
4. Macro-Environment Trends supporting ECO Bus
......................................................... 12
4.1 Demographic / Population characteristics Environment
................................................ 12
4.2 Economic Environment
...............................................................................................
... 12
4.3 Socio-cultural Environment
............................................................................................
12
4.4 Technological Environment
...........................................................................................
13
4.5 Ecological or Natural Environment
................................................................................ 13
4.6 Political and Regulatory Environment
........................................................................... 14
5. SWOT Analysis
...............................................................................................
................... 15
3.6.1 Opportunities
...............................................................................................
................ 15

3.6.1.1 Potential for New Markets
.................................................................................... 15
3.6.1.2 Government grants and venture capitals
............................................................... 16
3.6.2 Threats
...............................................................................................
.......................... 16
3.6.2.1 Copycat Products
...............................................................................................
... 16
3.6.2.2 Increased cost of raw materials
............................................................................. 16
3.6.2.3 Competition
...............................................................................................
............ 17
3.6.2.4 Technological hindrance and Safety
..................................................................... 17
3.6.2.5 Government Regulations
...................................................................................... 17
4. Competitor Assessment
...............................................................................................
....... 17
4.1 Industry Business Description
........................................................................................ 17
4.2 Porter’s Five Forces Analysis
......................................................................................... 18

3
4.2.1 Threat from new entrants
......................................................................................... 18
4.2.2 Bargaining power of customers
............................................................................... 18
4.2.3 Bargaining power of suppliers
................................................................................. 18
4.2.4 Threat of substitutes
...............................................................................................
.. 20
4.2.5 Intensity of Rivalry
...............................................................................................
... 20
4.3 Conclusion on Porter’s Five
Forces................................................................................ 20
4.4 Critical Success Factors
...............................................................................................
... 20
4.4.1 Industry CSF
...............................................................................................
............. 21
4.4.3 Environmental CSF
...............................................................................................

... 21
4.4.4 Temporal CSF
...............................................................................................
........... 21
4.4.5 Managerial CFS
...............................................................................................
........ 21
4.5 Current Market Conditions
.............................................................................................
21
4.6 SWOT Analysis
...............................................................................................
................. 22
4.6.1 Strengths
...............................................................................................
....................... 22
4.6.1.1 Reputation for innovation
..................................................................................... 22
4.6.1.2 Fast charging technology
...................................................................................... 22
4.6.1.3 Longer Distance Coverage
.................................................................................... 22
4.6.2 Weaknesses
...............................................................................................
................... 22
4.6.2.1 Slow diffusion rate translates higher cost structure

.............................................. 22
4.6.2.2 High cost in R&D
...............................................................................................
.. 22
4.6.2.3 High Loan Rates
............................................................................................. ..
.... 23
5. Marketing Strategy
...............................................................................................
............. 23
5.1 Marketing Objectives
...............................................................................................
...... 23
5.2 Overall Marketing Strategy
............................................................................................
23
5.3 Brand
............................................................................................. ..
............................... 24
5.4 Product
Positioning..............................................................................
........................... 24
5.5 Product Decisions
...............................................................................................
............ 24
5.5.1 Core Product
...............................................................................................

............. 24
5.5.2 Actual Product
...............................................................................................
.......... 25
5.5.3 Augmented Product
...............................................................................................
.. 25
5.6 Pricing Decisions
...............................................................................................
............. 25
5.6.1 Pricing Objective
...............................................................................................
...... 25
5.6.2 Pricing Strategy
...............................................................................................
......... 25
4
5.7 Distribution Decisions
...............................................................................................
..... 28
5.7.1 Exclusive Distributor and Wholesale
....................................................................... 28
5.7.2 Internet in Distribution Channel
.............................................................................. 28

5.7.3 Sales Force
...............................................................................................
................ 28
5.8 Promotional Strategies
...............................................................................................
..... 28
5.9 Advertising
...............................................................................................
...................... 29
5.9.1 Copy Platform
...............................................................................................
........... 29
5.9.2 Product Characteristics
............................................................................................
29
5.9.3 Target Market
...............................................................................................
............ 30
5.9.4 Competition
...............................................................................................
............... 30
5.9.5 Statement of benefits
...............................................................................................
. 30
5.10 Personal Selling Plan
...............................................................................................
..... 30

5.11 Trade Promotion Plan
...............................................................................................
.... 30
5.12 Public Relation Plan
...............................................................................................
...... 30
5.13 Social Media Platforms
...............................................................................................
. 30
5.14 Website
...............................................................................................
.......................... 31
6. Forecast and Budget
........................................................................................... ....
............ 31
6.1.1 Establishment Cost for Assembly plant and office
..................................................... 31
6.1.2 Cost of Goods Sold
...............................................................................................
....... 31
6.1.3 Operating Expenses
...............................................................................................
...... 31
6.1.3.1 Assembly Plant and related Expenses
................................................................... 31
6.1.3.2 Market Research Budget

....................................................................................... 32
6.1.3.3 Product Development Budget
............................................................................... 32
6.1.3.4 Media and Communications Budget
..................................................................... 32
7. Implementation and Control
.............................................................................................
40
7.1 Organisational Chart
...............................................................................................
........ 40
7.2 Information / Operational Control Dashboards
.............................................................. 40
7.2.1 Digital Marketing Dashboard
.................................................................................. 40
7.2.2 Marketing Performance Dashboard
......................................................................... 41
8. Contingency Plan
...............................................................................................
................. 42
8.1 Revenue exceeds projection
...........................................................................................
42
8.2 Revenue fall short from projection
................................................................................. 42

8.3 Failure to secure a major contract deal
....................................................................... 42
5
8.4 Product Failure
...............................................................................................
................ 42
8.5 Financial Risks
...............................................................................................
................ 42
8.6 Threat of entry by competitors with similar product
...................................................... 42
9. Group Activity Records
...............................................................................................
...... 43
10. Appendices
...............................................................................................
......................... 45
ECO Transport Company Logo and Tagline
........................................................................ 45
ECO Transport Facebook Business Page
............................................................................. 45
Sensor based solar panels on bus roof
.................................................................................. 46

Concept Bus
...............................................................................................
........................... 48
ECO Transport Corporate Site
.............................................................................................
49
11. References
...............................................................................................
.......................... 51
12. UKRUND Report
...............................................................................................
.............. 62
6

EXECUTIVE SUMMARY
Built on a revenue agreement and a technology transfer sharing
agreement between Proterra
Inc., an electric bus manufacturer with a strong presence in the
United States and tapping on
the expertise of Tum Create, ECO Transport (S) Pte Ltd or ECO
Transport for short is
Singapore’s first manufacturer of solar-
company aims to harness
alternative energy sources to power electric vehicles and
introduce the ECO Bus to the
Singapore transportation market.
Firstly, this report aims to analyse the Singapore bus market so
as to identify the potential,
challenges and unmet needs of the market. Based on this, ECO
Transport identifies its target
market that is divided between the public transit market and the
private bus sector. The firm
identifies the Land Transport Authority (LTA) as a major key
account and instrumental to
gain access to the public bus sector. Furthermore, the macro
environment factors that support

the ECO Bus are discussed in-dept. This is followed with a
SWOT analysis to identify the
firm’s strengths, weaknesses, opportunities and threats.
Thereafter, competitors are assessed
with Porter’s Five Forces analysis to determine how favourable
it is to penetrate the target
market. To facilitate the above, critical success factors are also
identified to ensure the
survival of the firm together with current market conditions.
Next, the heart of the discussion centres on the overall
marketing strategy for the ECO Bus
which is examined with the marketing mix and budget set aside,
followed by a three years
sales forecast and a profit and loss analysis. In relation to the
above, it is recommended that
the ECO Bus adopts a price skimming strategy based on the
willingness to pay for the
vehicle. Implementation and controls are examined with the
organisational chart and proposed
operational dashboards to monitor key marketing functions.
Finally, contingencies are discussed with the appropriate course
of actions should such events

occur.
Comment [J1]: Not enough of “selling”
in the ES
7
1. Introduction
1.1 Company Profile
Established in 2016, ECO Transport (S) Pte Ltd or ECO
Transport in short is Singapore’s first
manufacturer of full electric buses that harness both solar and
kinetic energy. The company is
established as part of a partnership agreement with Tum Create,
the original creators of EVA,
Proterra Inc, a US based electric
bus manufacturer. The company’s core values are quality,

environmental care and
commitment to the markets it serves. ECO Transport is
committed to achieving zero carbon
emission in its products through strong emphasis in research,
developments and innovations.
2. The ECO Bus Project
In joint partnership with Tum Create, original creators of EVA,
Singapore’s first electric taxi
built for tropical region and Proterra Inc., ECO Transport aims
to bring the best of industrial
source battery technology
and proprietary regenerative braking system or ProDrive
System, ECO Transport sees
strategic fit in partnering with Proterra to proliferate electric
buses in this part of the world
while working with Tum Create would allow additional local
technical inputs (Lambert 2016;
EVA by TUM CREATE Electric Taxi for Tropical Megacities
2013; Piellisch 2016). A profit
sharing scheme based on 80/20 will be in place with Proterra to
tap into its regenerative
braking technology which can conserves up to 92% of kinetic
energy and convert into

electrical power (Hanley, 2016).
Built on dual powers based on solar and
kinetic energy, the ECO Bus is a self-
sustainable veh
Proterra’s battery electric bus, the ECO
Bus combines Proterra’s fast charging
battery and regenerative technologies
with a new modification that uses
photovoltaic panels installed on the bus
roof to harness the power of the sun. The
bus will also be equipped with Toshiba’s
SCiB fast charging lithium-titanate
batteries (Toshiba to provide rapid
recharge SCiB batteries for Proterra
Zero-emission bus fleet 2014; Vance
2014; Figure 1).
While solar powered bus is not a
completely new concept, given its debut

in Tibet, the use of advanced technologies and major
enhancement such as sensor based solar
panels that automatically reposition for maximum sunlight
exposure and thereby reduced
charging time is an al
public bus operates in Tibet
2015; Figure 2; Figure 3).
Other concepts of solar powered vehicles include Tindo.
Technically, the bus is not solar
powered as it does not consist of panels on its roof. Instead,
solar panels installed at the bus
interchange is used to generate electricity and charged to the
Figure 1: U.S. Patent 9,352,658 , Proterra's Fast Charging
technology of Electric Vehicles Patent, US Patent and
Trademark
Office
8
Solar Electric Bus 2013; Solartaxi Zebra Battery 2016; Nissan
Leaf Electric Cat Battery
2016).

Instead, at the rooftop rear, the ECO bus features a
contact point that supports fast charging within
minutes for possible future integration with solar
powered charging depots, bus stops or bus
interchanges (Electric Bus Energy, Rechargeable
Publc Transit
Solution
s 2016; Proterra EcoRide
Eletric Bus How Does it charge 2013; Figure 1). In
addition, the ECO bus includes circuit boards and
dynamos installed onto the wheels, that uses
regenerative braking based on Proterra’s ProDrive
System that allow conversion of the bus movement
motion or kinetic energy into electricity which is

then stored back into the batteries on board the bus.
The ECO bus chassis is also made of composite
material, making it durable yet lighter than the
conventional steel exterior (Proterra The Bus Body
2016; Bus Type 2016). Hence, the lifespan of the
ECO Bus is expected to be much longer than the
typical diesel bus.
Without a combustion engine, journeys on the ECO
bus will be quieter and pleasant. The ECO Bus will
be available as a 40 foot bus targeted at both the

Figure 2: Solar powered bus in Tibet,
Chinadaily.co.cn
Figure 3: Solar powered bus in Tibet,
Chinadaily.co.cn
9
2.1 Mission
ECO Transport’s mission is to be the market leader in providing
high quality, clean and
sustainable transport solutions to meet service operator needs
through product innovation and

2.1.1 Positioning Statement
For transport operators, ECO Bus is the solar electric vehicle
that offers the best cost
2.1.2 Value Proposition
ECO Bus is built to offer public and private bus operators the
best fuel economy and low
maintenance cost in the long run with 21% of cost savings over
conventional diesel buses.
2.1.3 SMART Objectives
In order to achieve the long term goal as set forth in ECO
Transport’s mission statement, the
SMART objectives based on specific, measurable, attainable,
relevant and time-bound criteria
are established to ensure project management and employees are

aligned with the company’s
mission.
The company aims to acquire 2% of the overall bus supplier
market share by delivering 200
ECO buses within Singapore by November 2019. The ECO Bus,
a 40 foot prototype will
undergo a full 11 months of research, planning, product
development and prototyping before
a month trial on the road. The ECO Bus will officially be
In order to meet the timeline, industrial expertise are in place
with most raw material parts
outsourced and manufactured overseas with final assembly
completed in Singapore. By the
end of October 2018, ECO Transport aims to deliver 100 of
ECO buses to the Land Transport

Authority of Singapore (LTA), and fulfil an additional 100
orders by November 2019.
By December 2020, ECO Transport aims to increase the cost
efficiency of the production by
10%. This would be sustained with better supplier trade
negotiations on parts and components
for the ECO Bus which will translate into lower acquisition
costs to bus procurers as
economies of scale is achieved.
By end of 2022, ECO Transport will penetrate the Asia Pacific
region with the aim to capture
5% of the APAC bus supplier market, particularly Hong Kong
and Tokyo where demand for
public transit services is high (Key Transport Statistics of
World Cities 2012). Consecutively,

In addition, ECO Transport aims to develop a second
variant, a 22 foot ECO Bus in 2023 to launch within 2 years
3. Market Analysis
In this section, the overall market is analysed in-depth,
segmented and the target audience is identified. This is
followed by a SWOT analysis focusing on the strengths and
weaknesses of the ECO Bus.
Figure 4: Average daily ridership, Land
Transport Authority
10
3.1 Target Market Segmentation

The bus market can be divided into two main sectors, namely,
public bus sector operated on a
duopoly with SBS Transit Limited holding (SBS Transit) 73%
and SMRT Corporation
(SMRT) at 26% of market share respectively (Bus Services
2016; PTC Annual Report 2015;
Figure 5: Bus Operators' Market Share, PTC
SBS Transit operates the largest bus fleet in Singapore at 3,400
while SMRT operates 1,400
buses (SMRT Bus Fleet 2016, Bus Services 2016). Since the
second half of 2014, the
government has opened the public bus market to other bus

operators. These include new
comers such as Tower Transit and Go-Ahead Singapore in order
to improve service efficiency
and competition where public buses continue to be the main
mode of transportation in
Singapore with ridership increased to 3.7% or 3,891,000
passenger trips (Thakur 2014; Tan
2016; Tower Transit Singapore 2016; Go-Ahead Singapore
2016; Bus Operators 2016; Figure
4). However, since 2012, with the introduction of the bus
service enhancement programme
(BSEP) to improve bus timings and subsequent transition to a
contracting model, this would
mean the procurement of public buses is gradually coming
under the direct purview of one
single authority, the Land Transport Authority (LTA), while bus
operators are contracted to

run the bus routes (Cheong and Loh, 20
Meanwhile, the private bus sector consists of over 1800 small
and mid-sized bus operators
chartered transport for schools,
factories, government agencies and organisations (SSPHBOA
2016; Company Profile 2016).
Among these, the largest private operator is Woodlands
Transport with a fleet of 1300 and 42
years of experience in the market
(Woodlands Transport 2016).
According to Simkin (2008, 363), in
industrial market segmentation, it is
important to identify the needs and

recognise differences between different
business clientele. Hence it is suggested
to group companies based on
common physical attribute by
geography, size and industry. By
employing industrial market
Figure 6: Singapore Bus Market, Land Transport Authority,
Singapore School & Private Hire Bus Owners Association
11
segmentation, specifically macro segmentation, based on the
business size and years in the
market, the LTA which oversees the procurement of buses on

behalf of the public bus
operators is the ECO Bus main target audience followed by
Woodlands Transport.
3.2 Size and Potential of Target Market
Based on the above information, the Singapore bus market is
about 50-50 split between public
(Figure 6). In addition, further
data by Singstat (2016, 20) placed the bus population at 18,183
with an average growth of 5%
between 2010 and 2015 (Singapore in Figures 2016; Figure 7).
This trend is also in line with
Singapore’s population growth from 5.08 million in 2010 and
ending with 5.54 million in
2015, an increase of 8% (Singapore Population 2016). By 2020,
Singapore’s population is

forecasted to reach 6 million or an increase of 7%. Therefore, it
can be anticipated the bus
population required to service commuters would potentially
Figure 7: Motor Vehicle Population, Singstat, Department of
Statistics Singapore
3.3 Challenges Faced by Target Market
While there is limited publicly available
information on the cost in running a bus
operation in Singapore, typical costs can
be categorised into fixed cost pertaining
to capital outlays in procurement of bus
assets and variable costs related to fuel,
maintenance, insurance and labour (Bus

Industry Costs Make-up and Trend
2016). For bus operators competing to
service public commuters, there are also
additional regulatory requirements to
comply in order to operate service routes
through a licensing agreement with LTA,
incurring additional costs (Licensing of
Buses 2016; Bus Services Industry
Regulations 2016; Bus Services Industry
Act 2015; Xue, 2015).
Based on the financial reports of SMRT
Corporation and SBS Transit, operating

$m $m
Operating Expenses 2016 2015
Staff Cost 536 483.6
Depreciation 203.7 193.1
Repairs and maintenance 139.9 121.9
Energy Cost 132.3 150.7
Other operating cost 223.7 223.5
Overall Cost 1235.6 1172.8
Total Dep, Repair, Maintenance, Energy Cost 475.9 465.7
39% 40%
Source: SMRT Financial Report 2016
SMRT
Operating Expenses 2015 2014

$m $m
Staff Cost 491.723 448.114
Depreciation 85.36 70.978
Repairs and maintenance 115.87 110.271
Energy Cost 173.961 184.03
Premises Costs 45.27 39.272
Other operating cost 86.578 77.691
Overall Cost 998.762 930.356
Total Dep, Repair, Maintenance, Energy Cost 375.191 365.279
38% 39%
Source: SBS Transit Financial Report 2015
SBS Transit

Figure 8: Operating Cost for SMRT, SMRT Corporation Ltd
Annual Report 2016
Figure 9: Operating Cost, SBS Transit Annual Report 2015
12
costs related to physical bus assets amounted to almost 40% in
totality, just slightly behind
labour costs (Figure 8; Figure 9). This pattern is likely to reflect
3.4 Unmet Needs of Target Market
The ECO Bus aims to address and minimise the operating
management. While the initial capital outlay may surpass the
conventional alternatives in the

tremendous savings for bus operators by
providing clean and sustainable transportation solutions less the
fluctuations in energy costs
and variable costs.
4. Macro-Environment Trends supporting ECO Bus
In this section, the PESTLE analysis framework is used to
understand the macro-environment
trends. Based on the analysis, 5 of the 6 forces excluding
economic factor are in favour of the
development of the ECO Bus. These six forces can be
categorised into demographic,
economic, socio-cultural, technological, ecological and
regulatory environment that are
elaborated further in the following sections (Claessens, 2015).
4.1 Demographic / Population characteristics Environment

As of 2016, the population of Singapore stands at 5.61 million
and is projected to reach 6.9
million by 2030 (Cheam, 2013; A Sustainable population for a
dynamic Singapore Population
White Paper 2013). Hence, public transport is viewed as
pertinent in the movement of people
(Ng, 2015).
4.2 Economic Environment
The economic outlook of Singapore for 2016 is bleak with
forecast for growth now narrowed to between 1 to 2 per
cent (Tang, 2016). The impact on the development of the
ECO Bus will be largely attributed to the sourcing of raw
material components due to foreign exchange fluctuations.
Globally, the economic outlook is also bleak with

worsening trend in GDP for Q1 2017, increased
unemployment rates and price indices (GDP Growth Rate
Foreast 2016 - 2020). This could also dampen the mood on
alternatives to save initial cost outlays. However, the impact
is likely to be limited as the government looks to increase
public transport expenditures to $36 million in 2016 as
compared to $11 million in 2015 with the aim of a ‘car-lite’
Singapore (Lim, 2016).
4.3 Socio-cultural Environment
By and large, Singaporeans have pro-environmental attitudes
and are strongly concerned of
the impact that climate change could impact on them especially
in the wake of the haze

pollution in recent years (Chearn 2012). Local and foreign
companies are also doing their part
to seek ways in conducting their businesses in a sustainable
manner. For example, Apple Inc.
powers its facilities in Singapore entirely on solar power and
local companies are encouraged
to source for pulp and paper material from sustainable sources
(Tham 2015; Saad 2015). In
Figure 10: Global Greenhouse Gas
Emission by Economic Sector, IPCC 2014
13
addition, newcomer such as HDT Singapore taxi is powering its
fleet entirely using electric
vehicles (EV). All in all, these developments would place the

ECO Bus in a favourable
per
large.
4.4 Technological Environment
Due to the rapid advancement of technology, on a global scale,
the cost of photovoltaic solar
panels is falling drastically (Fares, 2016). Locally, the same
trend is reflected (Othman, 2015).
In a similar pattern, the cost of batteries for EVs have fallen
from $1000 per kilowatt hour
(kWh) in 2010 to $350 kWh in 2015 and experts estimate when
the cost of EV batteries reach
$150 kWh, pricing will be more competitive than conventional
vehicles and for EVs to go
mainstream (Harrington 2016; Global trends in Renewable
Energy Investment 2016, 36).

Similarly, the falling prices reflect technological improvements
in battery productions,
economies of scale and competitive pricing among battery
4.5 Ecological or Natural Environment
In recent years, the ecological damage caused by
climate change due to the use of fossil fuels is
increasingly recognised by the global community as an
urgent matter that warrants the need to switch to
renewable energy sources (Milman, 2016).
Transportation accounts for 14% of the total global
greenhouse emission in 2015 and this has been on an
upward trend due to reliance on fossil fuels (Global
Greenhouse Gas Emission Data; Figure 10; Figure 11).

As a party to the Paris Climate Agreement, the
Singapore government is implementing measures to
scale down carbon emission (Abdullah, 2016). Therefore, due to
the increasing concerns over
the natural environment, ECO bus is likely to be seen as the
preferred EV harnessing purely
on renewable energy with zero carbon emission.
On the carbon emission per dollar GDP, Singapore ranks 123
rd
out of 142 countries and 26
th
out of 142 countries based on per capita emission. This put it
just behind Germany and ahead
of the United Kingdom (Figure 12). Based on this data, given a
small country like Singapore,

the carbon intensity and per capita emission is extremely high,
indicating more needs to be
Furthermore, the geographical location of Singapore makes
solar electric buses an extremely
viable alternative given that the country receives twice the
amount of solar radiation than
temperate countries (EMA Solar Photovoltaic Systems 2016).
Figure 11: Trends in Global carbon emission
from Fossil fuels, 1900 – 2011 Information
Analysis Center, Oak Ridge National Laboratory,
U.S. Department of Energy
14

Figure 12: Source: CO2 Emissions from Fuel Combustion -
2015 Highlights ©
OECD/International Energy Agency, 2015
Figure 13: Source: CO2 Emissions from Fuel Combustion -
2015 Highlights ,
OECD/International Energy Agency, 2015
4.6 Political and Regulatory Environment
Government laws, policies and regulations can restrict and
affect an industry as a whole
(What is Pestle Analysis 2016). For example, the Energy Market
Authority (EMA) decision
to eliminate the cap of 600 MWp on solar energy is likely to
encourage wider application
(Siau, 2014).
As a low-lying island state, an increase in global temperature

can have significant impact on
contribution of 0.11% to global
carbon emission may seem insignificant, on a per person basis,
it produces more than 8 tons
of carbon in 2013 compared to 6.6 tons per person in China
(Singapore’s Emission Profile
2016; Singapore Data 2016; Chan 2016). Furthermore, based on
projections from 2005,
vehicle emission will continue to remain as the second largest
source of carbon emission after
industrial output if no measures are implemented to curb it
15

The main hindrance to EVs is largely due to regulatory
issue as they are costlier than combustible vehicles
because of the formula used in computation of carbon
emission for vehicle scheme rebate and road taxes (Ng
2016; Xue 2014). This is an anomaly in which the
government has taken a ‘wait and see’ approach to
formulating an EV policy. Furthermore, the rebates for
EVs should improve adoption rate of EVs (Is Singapore
about to embrace the electric vehicle trend 2016).
However, the regulatory framework is positive in
encouraging the use of renewable energy. In fact, strong
political will is in place towards alternative energy
sources. In tackling the problem, the government has

launched its climate action plan and has taken a
proactive stance towards cutting carbon emission,
encouraging a car-lite society and advocating the use of
public transport and harnessing renewable energy
sources. For example, it is launching a national EV car-
sharing scheme next year as an alternative to car ownership
(Ng, 2016). Apart from this, the
government is also looking to build physical infrastructure to
support the proliferation of EVs
such as increasing the number of charging points to 2000 (Ping,
2016). In addition, the
Housing Development Board (HDB) is increasing the use of
solar panels in housing estates,
schools and food centres (Khew, 2016). In fact, the first full
electric bus has begun trialling

while the LTA is supporting a charging infrastructure for an
autonomous electric-hybrid bus
is being tested (Lim, 2016). Furthermore, a solar powered bus
stop is also under
experimentation (Heng, 2016).
With these developments, it is likely for the government to put
for buses and a separate one on private EV ownership. It can be
established the political and
regulatory environment is in favour of the development of the
ECO Bus.
5. SWOT Analysis
By using the SWOT analysis as part of ECO Transport’s
organisational analysis namely
through its strengths and weaknesses, it would allow an
assessment to gain a competitive

advantage. At the same time, by looking externally, ECO
Transport can identify opportunities
and threats that could affect business (Simmering and Helms,
2006, 771; Kearns 1992, 4).
3.6.1 Opportunities
3.6.1.1 Potential for New Markets
As the EV market in Singapore is in its infancy, there are plenty
of potential for market
growth and expansion. Beyond Singapore, the global electric
bus market is forecasted to grow
at a compounded annual growth rate (CAGR) of almost 20% by
volume from 2016 to 2025
(Global Electric Bus Market Forecast to 2020; Figure 15). In
fact, China is anticipated to
account for 50% of the total global volume with early adoption
taking place in various parts

of the world including the United States, Germany, France,
Uruguay and Brazil (Global
Electric Bus Market Size Share Development Growth and
Demand 2016; Electric Drive
Buses 2012). Furthermore, major cities such as London, Tokyo,
Hong Kong and New York
Figure 14: Projected 2020 Business-As-Usual
Greenhouse Gas Emissions 2020, NCSS
Comment [J2]: Very well written
16
where demands for public transport is high, there are potential
for ECO buses to tap into for
future growth (Key Transport Statistics of World Cities 2012).

At present, the major deterrent to the
mass adoption of electric buses is
the lack of infrastructure such as
charging stations. Despite highest
demand for public transport in the
BRICS (Brazil, Russia, India, China,
South Africa) countries, price
sensitivity is an issue (Global
Electric Bus Market Size, Share,
Development, Growth and Demand
Forecast 2016; Electric Drive Buses
2012).

With the solar panels built on board
the ECO Bus, power can be charged
directly to the battery storage
without the need for physical charging stations. This could
potentially reduce the cost of
implementation for electric buses in
3.6.1.2 Government grants and venture capitals
With the government’s interest of tapping on solar energy as an
alternative source of power
and as a new start-up, the ECO Bus project will tap into various
grants available to defray
This could involve the use of
the capability development grant (CDG) in areas such as brand

and marketing strategy
development, business excellence, achieving quality and
standards, intellectual property,
technology innovation (Capability Development Grant 2014).
Alternatively, options include
the ACE Startups Grant and Technology Enterprise
Commercialisation Scheme (ACE
Startups Grant 2016). Apart from these options, the ECO Bus
project can tap into venture
capitals with SPRING SEEDS Capital and other external
investors who are keen to take up a
3.6.2 Threats
3.6.2.1 Copycat Products
The success of the solar-electric ECO Bus is likely to spur
copycats or competitors to

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