The document provides an agenda and summaries from a meeting of DIGBYCO. It discusses the sensor industry overview, DIGBY's strategy and goals, a competitive analysis of their competitors, areas where DIGBY could improve, and what they did right. Key points include maintaining a presence in every market, distinguishing products with design and awareness, increasing market share against top competitors Erie and Chester, utilizing high capacity and financial leverage, and recommendations to improve research and development, marketing, production, and finance.
Ferris transitioned from pursuing broad differentiation and cost leadership to focusing on niche cost leadership in low-end and traditional markets. This shift helped increase profits to $36.6 million. While sales, market share, and other metrics improved steadily, customer survey scores on buying criteria and accessibility remained low. Moving forward, Ferris aims to further address customer needs while maintaining their strengthened financial position.
1) The document outlines Andrews Co.'s strategy to establish market leadership in the sensor industry through quality, low-cost products.
2) The company's value proposition is to strive for market leadership in the low segment by serving customers and continuously innovating top products.
3) The initial strategy of placing all products in the middle and allowing drift was flawed, resulting in losses. The strategy shifted to focusing on key segments and products, leading to improved profits and market share gains.
Final Presentation from Chester Group Rev 0Steven Quenzel
Chester Sensors achieved strong financial results over 8 rounds of simulation, with cumulative profits exceeding competitors by over 50% and the highest stock price. The company differentiated through reliable, cutting-edge sensors produced at affordable prices using automation. Looking ahead, Chester will introduce the highly automated Cyclops line to compete in ultra-high tech sectors while phasing out older product lines. Overall, Chester's focus on product lifecycle, R&D, and cost control supported consistent market leadership.
The document outlines the vision, mission, market strategies, functional strategies, group processes, and lessons learned for a company called Baldwin over 10 simulation rounds. The company's vision is to be the leading cost sensor company through customer, shareholder, and employee satisfaction. Their mission is to provide high quality, reliable sensors at low prices across all market segments while allowing employees to thrive. The document analyzes Baldwin's strategies and processes for research and development, marketing, production, finance, and human resources over the 10 rounds.
A.S.S.M.R. PVT. LTD is a waste management company that recycles solid waste into valuable green products using pyrolysis. They segregate waste into categories that are converted into compost, fuel, recyclables, and sand. The company plans to target class-1 cities and implement waste collection. They analyze opportunities through a PEST analysis and outline business models for value, revenue, resources, and customer relationships.
Sustainable waste management is an efficient way to minimize pollution from waste. It involves using resources efficiently to reduce waste production and dealing with waste in a way that contributes to economic, social and environmental goals. The strategy of sustainable waste management provides an action plan for effective waste collection, segmentation, treatment, and applying the 3R approach of reduce, reuse and recycle. It is important to collect organic and inorganic wastes separately, with organic materials used to produce fertilizers and fuel and inorganic materials sent to recycling facilities. Proper waste management flows and separation of materials can improve sustainability versus open dumping which creates health and environmental issues.
Chesters focuses on being a cost leader that offers quick changes to reliable products. Decisions are made as a team where everyone can provide input, and duties are not divided out completely as everyone is considered equals. Chesters began in the low tech market but expanded to high tech in round 4, maintaining a presence in both markets. While Andrews and Digby led in sales and profits from rounds 5-7, Digby was more competitive overall. Baldwin recovered from an emergency loan to beat all companies but Digby in round 6. The takeaways are to take advantage of loans to manipulate the market and use ratios to track incremental improvements.
The document provides an agenda and summaries from a meeting of DIGBYCO. It discusses the sensor industry overview, DIGBY's strategy and goals, a competitive analysis of their competitors, areas where DIGBY could improve, and what they did right. Key points include maintaining a presence in every market, distinguishing products with design and awareness, increasing market share against top competitors Erie and Chester, utilizing high capacity and financial leverage, and recommendations to improve research and development, marketing, production, and finance.
Ferris transitioned from pursuing broad differentiation and cost leadership to focusing on niche cost leadership in low-end and traditional markets. This shift helped increase profits to $36.6 million. While sales, market share, and other metrics improved steadily, customer survey scores on buying criteria and accessibility remained low. Moving forward, Ferris aims to further address customer needs while maintaining their strengthened financial position.
1) The document outlines Andrews Co.'s strategy to establish market leadership in the sensor industry through quality, low-cost products.
2) The company's value proposition is to strive for market leadership in the low segment by serving customers and continuously innovating top products.
3) The initial strategy of placing all products in the middle and allowing drift was flawed, resulting in losses. The strategy shifted to focusing on key segments and products, leading to improved profits and market share gains.
Final Presentation from Chester Group Rev 0Steven Quenzel
Chester Sensors achieved strong financial results over 8 rounds of simulation, with cumulative profits exceeding competitors by over 50% and the highest stock price. The company differentiated through reliable, cutting-edge sensors produced at affordable prices using automation. Looking ahead, Chester will introduce the highly automated Cyclops line to compete in ultra-high tech sectors while phasing out older product lines. Overall, Chester's focus on product lifecycle, R&D, and cost control supported consistent market leadership.
The document outlines the vision, mission, market strategies, functional strategies, group processes, and lessons learned for a company called Baldwin over 10 simulation rounds. The company's vision is to be the leading cost sensor company through customer, shareholder, and employee satisfaction. Their mission is to provide high quality, reliable sensors at low prices across all market segments while allowing employees to thrive. The document analyzes Baldwin's strategies and processes for research and development, marketing, production, finance, and human resources over the 10 rounds.
A.S.S.M.R. PVT. LTD is a waste management company that recycles solid waste into valuable green products using pyrolysis. They segregate waste into categories that are converted into compost, fuel, recyclables, and sand. The company plans to target class-1 cities and implement waste collection. They analyze opportunities through a PEST analysis and outline business models for value, revenue, resources, and customer relationships.
Sustainable waste management is an efficient way to minimize pollution from waste. It involves using resources efficiently to reduce waste production and dealing with waste in a way that contributes to economic, social and environmental goals. The strategy of sustainable waste management provides an action plan for effective waste collection, segmentation, treatment, and applying the 3R approach of reduce, reuse and recycle. It is important to collect organic and inorganic wastes separately, with organic materials used to produce fertilizers and fuel and inorganic materials sent to recycling facilities. Proper waste management flows and separation of materials can improve sustainability versus open dumping which creates health and environmental issues.
Chesters focuses on being a cost leader that offers quick changes to reliable products. Decisions are made as a team where everyone can provide input, and duties are not divided out completely as everyone is considered equals. Chesters began in the low tech market but expanded to high tech in round 4, maintaining a presence in both markets. While Andrews and Digby led in sales and profits from rounds 5-7, Digby was more competitive overall. Baldwin recovered from an emergency loan to beat all companies but Digby in round 6. The takeaways are to take advantage of loans to manipulate the market and use ratios to track incremental improvements.
This document presents a case study of sustainable waste management in Achrol, Jaipur, Rajasthan. It discusses the need for sustainable waste management to protect future generations and the environment. The case study describes the current waste management situation in Achrol, including the types and sources of waste generated. Recommendations are provided to address traffic issues and promote better waste segregation, recycling, and disposal practices in line with government guidelines. The conclusion emphasizes the urgent need for sustainable waste management approaches to reduce waste and environmental impacts.
Capsim Strategic Management Simulation: First Place. We simulated developing silicon wafers for 6 rounds representing 6 years. We chose broad differentiation as a a strategy. Even though I was CEO for round 5 & 6, I drove the strategy starting round 1
Team Digby presented their business plan for Capsim. Their mission is to provide reliable, affordable products. Their strategy is to make a profit while satisfying customers with competitive pricing and minimal inventory. Joanne Meraz discussed pricing products and forecasting market share increases for each. Shelby Morrow emphasized focusing R&D on meeting market needs. Chi Pang Cheung explained using TQM to lower costs and increase profits. Bing Li discussed allocating promotion and sales budgets. Jennifer Ucelo outlined the team's debt and dividend strategies. They were satisfied with their HR and financial outcomes. In the end, the team achieved success.
This document describes a simulation run by Capsim to teach business strategy. Students manage multiple business units across eight rounds/years. The objective is for interdisciplinary teams to coordinate strategies for research, marketing, production, finance, and quality to increase market share, profitability, and stock value. The simulation breaks up a corporation into five competing companies across a closed marketplace. Teams apply strategic planning, analyze opportunities/threats, and manage resources to demonstrate leadership in this risk-free learning environment. Effective communication and listening across units creates a collaborative team that achieves strong performance.
The Ferris Company utilized a unique strategy to win the simulation, focusing on satisfying customers and maximizing contribution margins. Their strategy maintained a presence in all market segments by distinguishing products with excellent design and keeping research and development, production, and material costs low. This allowed them to compete on price while increasing automation. In later rounds, they introduced new high-end products, bought more capacity, invested in quality management, and managed finances appropriately, learning that profitability was more important than market share.
1) The team presented strategies, mission, vision, research and development, marketing, production, finance, and lessons learned for innovative company Chester Inc. over multiple rounds of the business simulation.
2) Chester aimed to differentiate its premium products, build customer relationships globally, and commit to quality and excellence.
3) Though Chester struggled initially with forecasting and TQM, it improved its techniques, maintained profitability and positive cash flow, and earned 630 out of 1000 points in the simulation, placing second in its segment.
Among some of the world’s top corporate leaders, there’s a growing understanding that traditional business models—built on the presumption of unlimited and cheap natural resources—must be reworked for 21st century realities. The circular economy represents a markedly different way of doing business, replacing established practices like planned obsolescence with new approaches to generating profits. This report examines how brands from Puma and Ford to Ikea and Starbucks are becoming more circular, why this concept is gaining more adherents now and implications for brands. The circular economy is an important topic not only because the approach is far better for the planet but also because tapping into its principles may well be essential to long-term competitiveness.
The document provides a business plan for a paper recycling plant called K&N Paper Recycling Plant. The plan includes details on the company information, description, executive summary, production plan, marketing plan, operational plan, industry analysis, management team, financial analysis, and social/environmental benefits. The key aspects are recycling paper to produce paper pulp and paper products, selling pulp to paper manufacturers, and addressing the environmental and economic benefits of recycling paper waste.
Evolve Media is an advertising agency committed to creating innovative solutions for clients. The document provides information about S'well, a reusable water bottle company. It outlines objectives to increase S'well's brand awareness and sales by 15% over 12 months with a $10 million budget. Primary and secondary research on consumers and competitors was conducted. A SWOT analysis identified S'well's strengths in quality and sustainability efforts but weaknesses in awareness. Target markets of 18-34 year old men and women were profiled. The brand message is to express yourself through high-quality, sustainable products. A multimedia advertising campaign with print, online, transit and video executions was created.
iRobot anticipates generating $38M in retained earnings in 2015 by increasing revenue to $606M through new strategies while reducing days in inventory and maintaining costs. It is recommended that $30.6M (80%) of the surplus be used to develop a new Scooba floor cleaning product, estimated to deliver $58.7M in value over 5 years. New product innovation is critical for iRobot to maintain its competitive position against increasing competition in the home robot market.
PPT on the Business plan of plastic brick
Problem Statement
Due to excessive use of plastic in most of the product, there is a rise in the plastic waste which is non biodegradable and has become a major problem in cities because of less availability of dumping ground.
Our Idea
So our idea is to produce brick, which is majorly made out of plastic.
Why sustainability is now the key driver of innovationRuchira Panigrahy
This document discusses how sustainability has become a key driver of innovation. It argues that companies can view regulations as opportunities for innovation and make their entire value chains more sustainable. The document provides examples of how companies are designing sustainable products and services, developing new business models, and creating next-practice platforms. It emphasizes that leadership, talent recruitment, and enterprise-wide initiatives are important for companies to fully embrace sustainability and innovation.
Team 2C adopted a broad cost leader strategy while maintaining a presence in both high-tech and low-tech markets. They gained competitive advantage by lowering material and labor costs to offer affordable yet high-quality products. Their intended strategy was to gain market share and profits by cutting costs and improving processes as a broad cost leader. Their emergent strategy focused on providing a range of products that meet consumer needs while constantly seeking efficiencies and ecological prosperity.
Plastic Recycling Business Plan PresentationAnkur Verma
The document outlines a business plan for a plastic recycling plant called Group 22. The objectives are to set up a plastic recycling plant, create awareness about plastic usage and harms, and earn profits by selling recycled plastics. The company will produce recycled plastic flakes and household plastic goods from recycled PET and PVC bottles. It provides details on the company overview, mission statement, products, possible obstacles, industry analysis, marketing strategy, operations, financial projections, and benefits of recycling. The business aims to establish a plastic recycling facility, produce recycled plastic materials for businesses and consumer goods, and generate profits while promoting sustainable plastic waste management.
Go Green Recyclers is a proprietorship firm located in Silvassa, India that recycles plastic waste into commercially viable products. Its vision is to become a global leader in green business and its mission is to convert plastic waste into products using environmentally friendly recycling methods. The company plans to establish a recycling facility in Silvassa to produce PET flakes and PP pellets from plastic waste. The facility will be located near key transportation routes for efficient distribution. Go Green expects strong demand for its recycled products from the packaging, agriculture, and construction industries.
The plastic sector in Bangladesh contributes 1% of GDP and employs half a million people. There are about 3,000 plastic manufacturing units, 98% of which are small and medium enterprises. Popular plastic products include household items, packaging, furniture, and accessories for the garment industry. While plastics offer benefits like low cost and durability, the sector faces challenges such as a lack of skilled labor and technical expertise, inadequate testing facilities, and issues with plastic waste recycling and management.
Pampers diapers were invented in 1956 by Victor Mills at Procter & Gamble. Over the following decades, Pampers introduced many innovations like adhesive tapes instead of pins in 1971. By the 1980s, Pampers featured moisture-guarding technologies and became a billion dollar brand. Today, Pampers dominates the diaper market with various product lines. However, it faces threats from competitors and substitute products. To maintain its leadership, Pampers focuses on new innovations, marketing, and expanding its global reach.
Company Andrews held its quarterly meeting on April 30th, 2014. The document discusses Company Andrews as a low risk, strong buy investment option. It notes the company's low risk factors provide confidence, its strong financials lead to profitability, and its strengths position it for future promise. Key strengths include a competitive strategy, strong mission statement, favorable SWOT analysis and Porter's Five Forces analysis, and strong financial metrics like profit margin, return on equity, and high cash on hand. The company has experienced sales growth, high contribution margin, and production capacity to meet future needs. It plans continued competitive pricing, quality investments, and improved forecasting to capture more market share.
This is the presentation from the capstone simulation competition conducted at Kelley School of Business towards the completion of our MBA. The simulation involved decision on various business functions including Marketing, Operations, Finance and Investor relations. We worked in a team of 5-6 students to run a company making decisions on these functions as a team.
AryaRobotics is developing a robotic system for cleaning glass on high-rise buildings as a safer and more efficient alternative to manual cleaning. Their robot can clean glass 3500 sq ft per hour and access distant windows. It aims to control the glass cleaning market in India within 2 years and expand internationally thereafter. The founders have backgrounds in engineering and have filed a provisional patent. Their business model involves providing cleaning services to commercial clients at night to avoid disruptions. They are currently prototyping and seeking funding to launch in major cities after product completion.
IRJET- Design and Fabrication of Multipurpose Go CartIRJET Journal
This document describes the design and fabrication of a multipurpose go cart that can perform various cleaning tasks. The go cart was assembled using a plywood chassis, DC motors, wheels, a pump and other small parts. It includes moppers, a vacuum cleaner, and a grass cutter to allow it to clean floors, remove dust and dirt, and cut grass. The goal was to develop a machine that can efficiently and cost-effectively perform cleaning duties for homes and public places like hospitals, railway stations, and airports. The multipurpose go cart is intended to reduce cleaning workloads and costs compared to traditional cleaning methods.
This document presents a case study of sustainable waste management in Achrol, Jaipur, Rajasthan. It discusses the need for sustainable waste management to protect future generations and the environment. The case study describes the current waste management situation in Achrol, including the types and sources of waste generated. Recommendations are provided to address traffic issues and promote better waste segregation, recycling, and disposal practices in line with government guidelines. The conclusion emphasizes the urgent need for sustainable waste management approaches to reduce waste and environmental impacts.
Capsim Strategic Management Simulation: First Place. We simulated developing silicon wafers for 6 rounds representing 6 years. We chose broad differentiation as a a strategy. Even though I was CEO for round 5 & 6, I drove the strategy starting round 1
Team Digby presented their business plan for Capsim. Their mission is to provide reliable, affordable products. Their strategy is to make a profit while satisfying customers with competitive pricing and minimal inventory. Joanne Meraz discussed pricing products and forecasting market share increases for each. Shelby Morrow emphasized focusing R&D on meeting market needs. Chi Pang Cheung explained using TQM to lower costs and increase profits. Bing Li discussed allocating promotion and sales budgets. Jennifer Ucelo outlined the team's debt and dividend strategies. They were satisfied with their HR and financial outcomes. In the end, the team achieved success.
This document describes a simulation run by Capsim to teach business strategy. Students manage multiple business units across eight rounds/years. The objective is for interdisciplinary teams to coordinate strategies for research, marketing, production, finance, and quality to increase market share, profitability, and stock value. The simulation breaks up a corporation into five competing companies across a closed marketplace. Teams apply strategic planning, analyze opportunities/threats, and manage resources to demonstrate leadership in this risk-free learning environment. Effective communication and listening across units creates a collaborative team that achieves strong performance.
The Ferris Company utilized a unique strategy to win the simulation, focusing on satisfying customers and maximizing contribution margins. Their strategy maintained a presence in all market segments by distinguishing products with excellent design and keeping research and development, production, and material costs low. This allowed them to compete on price while increasing automation. In later rounds, they introduced new high-end products, bought more capacity, invested in quality management, and managed finances appropriately, learning that profitability was more important than market share.
1) The team presented strategies, mission, vision, research and development, marketing, production, finance, and lessons learned for innovative company Chester Inc. over multiple rounds of the business simulation.
2) Chester aimed to differentiate its premium products, build customer relationships globally, and commit to quality and excellence.
3) Though Chester struggled initially with forecasting and TQM, it improved its techniques, maintained profitability and positive cash flow, and earned 630 out of 1000 points in the simulation, placing second in its segment.
Among some of the world’s top corporate leaders, there’s a growing understanding that traditional business models—built on the presumption of unlimited and cheap natural resources—must be reworked for 21st century realities. The circular economy represents a markedly different way of doing business, replacing established practices like planned obsolescence with new approaches to generating profits. This report examines how brands from Puma and Ford to Ikea and Starbucks are becoming more circular, why this concept is gaining more adherents now and implications for brands. The circular economy is an important topic not only because the approach is far better for the planet but also because tapping into its principles may well be essential to long-term competitiveness.
The document provides a business plan for a paper recycling plant called K&N Paper Recycling Plant. The plan includes details on the company information, description, executive summary, production plan, marketing plan, operational plan, industry analysis, management team, financial analysis, and social/environmental benefits. The key aspects are recycling paper to produce paper pulp and paper products, selling pulp to paper manufacturers, and addressing the environmental and economic benefits of recycling paper waste.
Evolve Media is an advertising agency committed to creating innovative solutions for clients. The document provides information about S'well, a reusable water bottle company. It outlines objectives to increase S'well's brand awareness and sales by 15% over 12 months with a $10 million budget. Primary and secondary research on consumers and competitors was conducted. A SWOT analysis identified S'well's strengths in quality and sustainability efforts but weaknesses in awareness. Target markets of 18-34 year old men and women were profiled. The brand message is to express yourself through high-quality, sustainable products. A multimedia advertising campaign with print, online, transit and video executions was created.
iRobot anticipates generating $38M in retained earnings in 2015 by increasing revenue to $606M through new strategies while reducing days in inventory and maintaining costs. It is recommended that $30.6M (80%) of the surplus be used to develop a new Scooba floor cleaning product, estimated to deliver $58.7M in value over 5 years. New product innovation is critical for iRobot to maintain its competitive position against increasing competition in the home robot market.
PPT on the Business plan of plastic brick
Problem Statement
Due to excessive use of plastic in most of the product, there is a rise in the plastic waste which is non biodegradable and has become a major problem in cities because of less availability of dumping ground.
Our Idea
So our idea is to produce brick, which is majorly made out of plastic.
Why sustainability is now the key driver of innovationRuchira Panigrahy
This document discusses how sustainability has become a key driver of innovation. It argues that companies can view regulations as opportunities for innovation and make their entire value chains more sustainable. The document provides examples of how companies are designing sustainable products and services, developing new business models, and creating next-practice platforms. It emphasizes that leadership, talent recruitment, and enterprise-wide initiatives are important for companies to fully embrace sustainability and innovation.
Team 2C adopted a broad cost leader strategy while maintaining a presence in both high-tech and low-tech markets. They gained competitive advantage by lowering material and labor costs to offer affordable yet high-quality products. Their intended strategy was to gain market share and profits by cutting costs and improving processes as a broad cost leader. Their emergent strategy focused on providing a range of products that meet consumer needs while constantly seeking efficiencies and ecological prosperity.
Plastic Recycling Business Plan PresentationAnkur Verma
The document outlines a business plan for a plastic recycling plant called Group 22. The objectives are to set up a plastic recycling plant, create awareness about plastic usage and harms, and earn profits by selling recycled plastics. The company will produce recycled plastic flakes and household plastic goods from recycled PET and PVC bottles. It provides details on the company overview, mission statement, products, possible obstacles, industry analysis, marketing strategy, operations, financial projections, and benefits of recycling. The business aims to establish a plastic recycling facility, produce recycled plastic materials for businesses and consumer goods, and generate profits while promoting sustainable plastic waste management.
Go Green Recyclers is a proprietorship firm located in Silvassa, India that recycles plastic waste into commercially viable products. Its vision is to become a global leader in green business and its mission is to convert plastic waste into products using environmentally friendly recycling methods. The company plans to establish a recycling facility in Silvassa to produce PET flakes and PP pellets from plastic waste. The facility will be located near key transportation routes for efficient distribution. Go Green expects strong demand for its recycled products from the packaging, agriculture, and construction industries.
The plastic sector in Bangladesh contributes 1% of GDP and employs half a million people. There are about 3,000 plastic manufacturing units, 98% of which are small and medium enterprises. Popular plastic products include household items, packaging, furniture, and accessories for the garment industry. While plastics offer benefits like low cost and durability, the sector faces challenges such as a lack of skilled labor and technical expertise, inadequate testing facilities, and issues with plastic waste recycling and management.
Pampers diapers were invented in 1956 by Victor Mills at Procter & Gamble. Over the following decades, Pampers introduced many innovations like adhesive tapes instead of pins in 1971. By the 1980s, Pampers featured moisture-guarding technologies and became a billion dollar brand. Today, Pampers dominates the diaper market with various product lines. However, it faces threats from competitors and substitute products. To maintain its leadership, Pampers focuses on new innovations, marketing, and expanding its global reach.
Company Andrews held its quarterly meeting on April 30th, 2014. The document discusses Company Andrews as a low risk, strong buy investment option. It notes the company's low risk factors provide confidence, its strong financials lead to profitability, and its strengths position it for future promise. Key strengths include a competitive strategy, strong mission statement, favorable SWOT analysis and Porter's Five Forces analysis, and strong financial metrics like profit margin, return on equity, and high cash on hand. The company has experienced sales growth, high contribution margin, and production capacity to meet future needs. It plans continued competitive pricing, quality investments, and improved forecasting to capture more market share.
This is the presentation from the capstone simulation competition conducted at Kelley School of Business towards the completion of our MBA. The simulation involved decision on various business functions including Marketing, Operations, Finance and Investor relations. We worked in a team of 5-6 students to run a company making decisions on these functions as a team.
AryaRobotics is developing a robotic system for cleaning glass on high-rise buildings as a safer and more efficient alternative to manual cleaning. Their robot can clean glass 3500 sq ft per hour and access distant windows. It aims to control the glass cleaning market in India within 2 years and expand internationally thereafter. The founders have backgrounds in engineering and have filed a provisional patent. Their business model involves providing cleaning services to commercial clients at night to avoid disruptions. They are currently prototyping and seeking funding to launch in major cities after product completion.
IRJET- Design and Fabrication of Multipurpose Go CartIRJET Journal
This document describes the design and fabrication of a multipurpose go cart that can perform various cleaning tasks. The go cart was assembled using a plywood chassis, DC motors, wheels, a pump and other small parts. It includes moppers, a vacuum cleaner, and a grass cutter to allow it to clean floors, remove dust and dirt, and cut grass. The goal was to develop a machine that can efficiently and cost-effectively perform cleaning duties for homes and public places like hospitals, railway stations, and airports. The multipurpose go cart is intended to reduce cleaning workloads and costs compared to traditional cleaning methods.
Nowadays the building is designed for glasses, so to clean it labor are recruited. We are making a robot which will clean buildings without much of manual work.
Design of Multi Cleaning System Using SteamIJERA Editor
The multi cleaning system is supposed to be system that uses steam which can clean up things that are used by human in day to day life. The commercial detergent washers are compared with the system and it was found that the washing is very convenient and soapy forms are not produced that made the washing very clumsy. The removal of bacterial populations formed on surface of any material would be totally eradicated. The surface to be cleaned are given bath with steam with high pressure from 3 bar to 7 bar by which removal of dirt and stain particles were washed off very comfortably. High pressure steam would be generated by heat the water in the tank which will mounted on the system itself. The reason behind using the steam for washing purpose is the less wastage of water and also its availability. The development of steam based cleaning system has revolutionized the process of washing. One can choose an appropriate type of high power steam cleaners for challenging cleaning applications in office, commercial and industrial settings. The steam does that thing that commercial washing system cannot do. A steam can remove grease and grime while for normal cleaning requires expensive detergents. The multi cleaning system cannot be only used for industrial use but also for the housework stuff. So our prime focus is to use the steam and make multiple cleaning
This document describes a floor cleaning machine project presented at a seminar. The machine was designed to clean floors efficiently with low cost, time, and maintenance requirements. It has a simple design and drive mechanism that allows for easy operation. The objectives of the project were to design and fabricate an affordable floor cleaning and drying machine for household use. Potential applications include use in homes, hospitals, offices, and other locations.
If your company needs to submit a Commercial Cleaning Services Proposal PowerPoint Presentation Slides look no further.Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. http://bit.ly/2S5LitB
Final Year project Black Book. Gives description about each and every element used in project. Detail procedure of design and assembly of project model with images.
The document provides an overview of best practices for washing limousines based on 10 new rules. The rules emphasize using less water, soap, chemicals, labor and land through automated washing systems that allow for more frequent, faster cleaning. Proper measurement of costs is key to improving efficiency and reducing waste. Automated soft-touch washing systems that apply precise amounts of soap can help limousine businesses save on water, chemicals, labor costs while enhancing vehicle longevity and company image.
Punjab technical University - scheme and syllabus of Masters in Business Administration (MBA) Batch 2012 onwards, course code MBA 202, production & operation Management. UNIT 1. ch. 2 facility location, ch. 3 production Design and development, ch 4 process selection- Job, project, batch mass & process types of production system.
This case study summarizes the benefits of implementing a day cleaning program at 11 Stanwix in Pittsburgh, Pennsylvania. Day cleaning allows cleaning to occur during daylight hours, shutting down the building at night and reducing energy consumption. 11 Stanwix saw annual energy savings of over 600,000 kWh and reductions in carbon emissions of 428 metric tons after switching to day cleaning. The investment was minimal at around $9,000 and resulted in annual savings of over $104,000 with a return on investment within 1-2 months. Communication between staff and tenants was key to a successful transition to the new cleaning schedule.
This document is a project report submitted by four students at the Sal College of Engineering for their Design Engineering II course. It outlines the development of an automatic bottle filling machine. The project uses various mechanisms like cam and follower, stepper gears, belts, and a water tank to automatically fill bottles on a conveyor system with minimal human intervention. The report includes an introduction on automation, the objectives of the project, a description of the mechanical components, and acknowledgments.
This document summarizes a student project to design and fabricate a manually operated floor cleaning machine. The objectives were to create a machine using continuous relative motion between a scrubber and floor surface to clean floors. It describes the parts used including an AC motor, handle, battery, scrubber, water tank, and pipes. The design is intended to reduce manual effort, operate quickly, use less cleaning liquids and power, and be simple and easy to fabricate. It is proposed to be useful for cleaning hospital, school, industrial and other floors in an efficient and cost-effective manner.
The document introduces Innotrics International Pte Ltd, a Singapore-based company that provides coin-operated commercial laundry solutions. It highlights the benefits of their automated washing machines and dryers for businesses, including lower costs, water and electricity savings, and higher efficiency compared to household appliances. The document provides information on Innotrics' product and service offerings and invites the reader to contact them to learn more.
This document discusses lean manufacturing. It begins by defining lean manufacturing and listing its objectives and types of waste. It then discusses lean manufacturing principles, tools/methods, and four pillars. Key aspects of lean manufacturing include identifying value, mapping value streams, creating flow without interruptions, establishing a pull system driven by customer demand, and pursuing perfection. The document also discusses advantages like waste elimination, reduced time/costs, and improved quality. Specific lean tools explained include just-in-time, supply chain integration, cellular manufacturing, and kaizen (continuous improvement).
Reformation in Existing Micro Size Laundry System by using Product Design and...IRJET Journal
This document discusses reformation of the layout and processes in micro-sized laundries to improve productivity. It proposes replacing traditional equipment with modern machines, improving the layout design, and implementing a systematic process based on new product development principles. A dryer was developed using a telescopic nesting design that reduces space needs. Other concepts include a multi-purpose cupboard for different laundry stages. A renovated 3D layout model and time study showed reducing processing time from 165 to 95 minutes. The changes aim to enhance efficiency, quality, safety and capacity in micro laundries.
Vineeth has over 8 years of experience in manufacturing roles. He is currently a Production Executive at Wrigley India, where he has developed new systems and improved collaboration between teams. Previously, he worked at Cadbury India and Parle Products in maintenance and production roles. Vineeth holds a B.E. in Mechanical Engineering and an M.Tech in Manufacturing Management. He has led projects to reduce waste, improve efficiency, and automate processes. Vineeth aims to contribute his knowledge and skills to further develop organizations.
The document is a report submitted by Om Pravin Dhumane about his industrial training at Jagannath Construction Company from June 7th to July 22nd, 2023. The report provides details about the construction company, various construction processes observed during the training, types of equipment used, and safety procedures followed. It aims to provide the student with practical knowledge of civil engineering that will help in their career. Key information covered in the report includes the organization structure of the company, roles of different departments, manufacturing processes for bricks and concrete structures, quality assurance testing, materials handling equipment, and importance of using safety gear on construction sites.
Just a presentation on new business idea (Automatic Robotic Mopper)
Note - All the comparison made with other top companies are just an imaginary view.
This document provides an overview of Lean Six Sigma. It begins with an example of how lean thinking was applied to solve a problem of empty soap wrappers being delivered. It then discusses the benefits of Lean systems in lowering costs and improving quality. The document defines Six Sigma as a methodology to increase customer satisfaction and profitability by streamlining operations and reducing defects. It outlines the levels in Six Sigma and notes that the focus is on identifying and addressing causes rather than effects. Finally, it provides a case study of how Ford applied Consumer Driven Six Sigma and the DMAIC approach to reduce costs, improve quality, and lower environmental impact.
Similar to Business model for Innovative idea (20)
10 Alltime great principles for Effective Communication by manpreet singh dig...Manpreet Singh Chhabra
Communication is a problem for over 76% of the population in the world.
The presentation is the solution for that problem.
10 Alltime great principles for Effective Communication by manpreet singh digital.
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10 Timeless Quotes that will make u a better advertiset by manpreet singh Dig...Manpreet Singh Chhabra
Here is the collection of 10 of the most great quotes by advertising gurus that should be known to every advertiser to become great by Manpreet singh digital
New retail store Concept, tea store chain By Manpreet singh DigitalManpreet Singh Chhabra
Retail and most importantly food retail is the future of india. Are you planning to open a retail chain of tea shops?
this documents contain all the concepts of retail management which are applicable in food retailling. this is a complete business plan for opening mordern tea store chain By manpreet singh digital
for PP Visit http://www.slideshare.net/ManpreetsinghChhabra/new-retail-store-concept
Culinarian is a cookware brand that aims to provide high quality products with advanced technology. In 2006, its strategic priorities are to widen its network, increase market share, and preserve its brand image with a revenue growth target of 15%. While a sales manager supports offering price promotions to boost awareness and engagement, the CEO believes it could harm the brand image based on negative results from 2004 promotions. The document considers pros and cons of price promotions versus alternative promotional strategies like cash back schemes and cooperative advertising to meet growth targets while maintaining a premium brand image.
The document discusses a visit to Big Bazaar store in Kalyan, India, outlining the retailer's merchandise assortment, store layout, target customer segments, and objectives of the visit which were to understand the retailer's operations, merchandising, store atmosphere, and marketing strategies. Big Bazaar is a major hypermarket chain in India with over 250 stores that aims to provide customers a wide range of products at low prices through a shopping environment modeled after Indian bazaars.
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Secrets of a Successful Sale: Optimizing Your Checkout ProcessAggregage
https://www.onlineretailtoday.com/frs/26905197/secrets-of-a-successful-sale--optimizing-your-checkout-process
Once upon a time, in the vast realm of online commerce, there lived a humble checkout button overlooked by many. Yet, within its humble click lay the power to transform a mere visitor into a loyal customer. 🧐 💡
Getting checkout right can mark the difference between a successful sale and an abandoned cart, yet many businesses fail to make payments a part of their commerce strategy even when it has a direct impact on revenue. But payments are just one part of a chain. What’s the next touch point? How do you use the data sitting behind a payment to find the next loyal customer?
In this session you’ll learn:
• The integral relationship between payment experience and customer satisfaction
• Proven methods for optimizing the checkout journey
• Leveraging payments data for personalized marketing and enhanced customer loyalty
• Gain invaluable insights into consumer behavior across online and offline channels through data
1. CHHABRA BROS PVT LTD.
2014
Business Plan for
Clean Sweep
Entrepreneurial Stratagies
Manpreet Singh
U N I V E R S A L B U S I N E S S S C H O O L M U M B A I
2. Clean Sweep
2
Acknowledgement
I would like to express my special thanks of gratitude to my teacher & Dean Mr. Bibhas Basumatary who
gave me the golden opportunity to do this wonderful project on the topic Business plan for a New Idea,
which also helped me in doing a lot of Research and i came to know about so many new things. I am
really thankful to them.
Secondly, As doing any project require a lot of guidance and assistance, I would like to thank my teacher
again for his guidance. I would also like to thank my friends who helped me a lot in finalizing this project
within the limited time frame.
It was due to my teacher’s push that I was able to complete his project. I sincerely want to thank all
those who helped me directly or indirectly to complete this project
Manpreet singh chhabra
1329
Batch MBA3
3. Clean Sweep
3
Table of contents Page no
1. Cover Page 1
2. Acknowledgement 2
3. Table of contents 3
4. Executive summary 4
5. Business Concept 4
6. Creation of new category 5
7. Problem solved by the idea 6
8. Segmentation 7
9. Segment attractiveness 7
10. Target 7
11. Who currently solve the problem 8
12. Pain points of the customers now 8
13. How much is the customer willing to pay currently 8
14. Why the customer will buy this product 9
15. Product design 11
16. Marketing Strategy 4Ps of Marketing 9, 10
Place
Product
Promotion
Price
17. Business Model Canvas- 9 Building blocks 12, 13
Key partners
Key Resources
Key Activities
Value Propositions
Customer Relationship Management
Customer segments
Channels
Cost structure
Revenue stream
18. Action Plan 14
19. Financial Plan 15
20. Citation 17
4. Clean Sweep
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Executive Summary.
Clean sweep is a Product designed especially for commercial buildings for their cleaning. World is
growing at a very faster rate. Real estate is developing day by day. Huge buildings are being constructed.
The major problem lies with the maintenance of these buildings. People are ready to build huge
buildings but they are unable to maintain them. For this they hire professional Cleaners. These cleaners
do the service on contract basis, but still cleaning of exteriors of these huge and tall buildings is still a
tough task. Why not introduce a new product? Clean sweep is an automatic retractable machine that
can be mounted on the top of the building, connected to a water supply, this machine will take the
minimum water required for cleaning and by just pressing a single button it will clean the whole exterior
of the building.
Business Concept.
To provide a safe & easy way to clean the buildings
5. Clean Sweep
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New Category
It will create a whole new category of automatic building cleaners. Whether it is a glass building or brick
building or any type of building. The product caters to all types of buildings.
The idea is conceptualized by joining two different products.
1. I saw some workers cleaning the college building by tying temporary stair
2. Then I saw a some ladies pulling water out from a well, using a bucket & a pulley.
So combining two pulleys and a dusting cloth & providing power to the system either by electric motor
or by mechanical motor, A new product can be created that can do the tedious work of cleaning these
building very easily.
It has two benefits..
1. It saves the requirement of laborers, No labors required now.
2. It saves a lot of time
Now even the C.E.O of the company can clean his office building. All he has to do is just press a button &
all work will be done automatically.
6. Clean Sweep
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Problems Solved
It will solve the following problems
1. Requirement of Many laborers: Till now cleaning of the huge buildings require many laborers to
do this work. Now with the introduction of clean sweep, all the work will be automated. No
requirement of huge labor force.
2. Huge Expenditure: Every time the building cleaning require huge lobor force & so cost required
is also huge. Now Just by one time installation of this cleaning system, Huge cost saving can be
done.
3. Time: If a building is big it take several days for the whole cleaning process to get completed.
Now with the introduction of this product, a whole building can be cleaned in less than on hour.
4. Life Risk: Presently, the cleaning of exterior of the buildings is done by hanging a temporary
swing . People sit over it cleans a part of the building & move to other. Buildings are huge. Just a
small slip or imbalance can cost the worker, his life. Now with the installation of the new
system, Cleaning process is completely Risk free.
7. Clean Sweep
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Segmentation & Segment Attractiveness
Commercial Buildings Residential Buildings
Glass Other Glass Other
Large
Size
Require Frequent
cleaning, Involves
High risk
Less frequent
cleaning required,
Involves High risk
Rarely exist,
Frequent cleaning
requirement,
Involves high Risk
Requires cleaning
once or twice a
year. High risk.
Attractiveness High Medium Medium Low
Medium
Size
Frequent cleaning
Required, Low risk
Rarely required
cleaning. Low risk
Rarely exist.
Frequent cleaning
required.Less risky
Rarely cleaning
required. Low risk.
Attractiveness High Medium Low Low
Small
Size
Frequently
cleaning required.
Less risky
Less frequently
cleaning required.
Low risky as well
Less frequently
cleaning required.
Low risky as well
Rarely required
Attractiveness medium Medium Low Low
Target Segments.
Large & medium size commercial buildings will be our major target segments, will other segments will
also be targeted but with low priority. As the segment attractiveness of the two segments is very high,
so in the first phase of the project, they will be the main target.
8. Clean Sweep
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Who is solving this problem currently?
Currently the cleaning services of the exteriors of the buildings are done on contract basis. Contractors
hire laborers to do the same work. Just a few days back, we too for cleaning of our college hired 25
labors for the work. They completed the same work in almost a month, cleaning one wall a day. The way
of working of these labors is risky too. They make temporary stairs or hang swings and stand on them
without proper safety measures, keeping their life on risk.
Pain points not solved yet.
The arrangement at present is nothing more than a temporary arrangement. Pain points are:
1. Only a temporary arrangement: Currently all cleaning services are working on a temporary
model. They have to pay very high as it involves lots of laborers. Also it is a very time consuming
process. Human body has limits; it cannot do a lot of mechanical work at once.
2. Very expensive:As the process involves lots of labors and a many days, the price for the cleaning
process is also very high.
3. No frequent Cleanings: As the process is temporary & expensive, Customers do not hire them
quite often but they want their offices & homes to look good, they want it to get cleaned often.
But currently it is not possible with the present model.
How much is customer willing to pay?
Customers in present world are ready to any amount if they get value for it. Considering the present
situation, If a building has 10 glass walls of 100 ft height & 20 ft width, it generally takes 250 labor hours
for the process to get complete. The charges are approximately 100rs/hour. So it will cost
Rs.25000/cleaning. So if the cleaning is done 4 times a year it will cost a whopping Rs. 1 Lac per year.
Now if the whole setup of clean sweep for same area cost the customer approximately 90,000Rs with
free maintenance for 3 years, Customers will be more than happy to pay for such service.
9. Clean Sweep
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Why would customers buy our service?
It is an era in which customers buy anything which give them a good value & relieve their pains. Clean
sweep is a service which is the medicine for all the pains of the customers.
1. It provides a permanent solution for cleaning the buildings
2. It takes very less time to clean the building whereas at present it takes days to clean the same.
3. It is cheap in comparison to existing model, if taken a view of long term
4. It involves less men power; just a single person can do it.
5. The process is hassle free, just a button to press & whole building is clean.
Marketing Strategy
Place:
Initially the product will be made available in Mumbai, from our Mumbai office. Also it will be available
on our website www.cleansweep.com. In the second phase there are plans to launch product in all the
metro cities of India followed by Tier 2 cities in phase 3 from the offices in respective cities.
Product:
Full system will be made up of strong aluminum body with 250volt electric motor installed on it. It will
be coated with zinc for making it rust free & long lasting. Size of side chains & length & number of
clamps will depend of the measures of sight on which the system is to be installed.
The product will come in two variants.
1. For Glass walls
2. For Concrete / Brick walls
Only difference in the two variants will be the type of sponge cleaner used. For glass walls, it will be soft
sponge & for brick walls it will be hard sponges.
Promotion:
Promotion will be done by intense social media marketing & door to door presentations of the product.
A tv commercial will also be launched during initial introduction phase of the product. Hoardings on
strategic locations in the city. Also as a part of promotion, initially 20% off on the installation cost & 3
years free maintenance services will be given along with the product package. Customer can also avail to
0% EMI options, Provided by Manpreet Bank.
10. Clean Sweep
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Pricing
Width(ft) Length(Ft)upto Price/ft of width
0-100 100 Rs.900
100-200 100 Rs.800
200-300 100 Rs.750
300+ 100 Rs.700
25+ 100+ Rs.980
Installation charges Rs. 10/Sq ft.
Maintenance charges Rs.5/Sqft/visit
Charges for Water pump is to be borne by the Customer
Price of clamps for support Rs. 700/Clamp (2 clamps will be free)
Every 30ft width will need one additional clamp.
12. Clean Sweep
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Business Model Canvas- 9 Building blocks
Key Partners
Supplier of raw materials
Servicemen
Transport Persons
Key activities
Installation
Maintenance & Repairs
Key Resources
Electric Motors
Harwdare Materials
Computers
Hoses
Value Propositions
Risk Minimization
Frequent cleaning
Low price, Cost saving
One time installation
3 year warranty
Customer Relationship management
Free maintenance
20% discount on installation
Free checkups & repairs
13. Clean Sweep
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Channels
Internet
Mobile Phones & similar Communication devices
Physical shops
Delivery vehicles
Cost Structure
Raw materials
Salaries & Wages
Transportation cost
Revenue Streams
Initial installations
Maintenance & repairs
Warranty extensions
Sales of Additional Materials
Action Plan
The Project is planned to be executed in three phases
Phase 1 : (18 Months)
In phase 1, The product will be launched in mumbai city with one office in lower parel. Intensive
marketing through Social media will be done. Initially the service will be availabe for glass buildings
targeting mainly the Commercial buildings. Raw material will be procured only on order. In the
initiall phase, 400 orders of average Rs. 90,000 each is expected. Generating total revenue of Rs.
36lacs for the company.
Phase 2: (30 months)
During Phase 2, the product will be launched in all metro cities like Chennai, Kolkata, Bangalore &
Delhi. Marketing through Television will be done in ths phase. Also major attention will be on door
to door demonstration of the product. Still major target will be commercial buildings only in this
phase too. Lanch of the service for Brick & Concrete buildings will also take place in second half of
his phase. Expected 2000 orders of average Rs. 90,000 each is expected.
14. Clean Sweep
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Phase 3: (30 months)
During Phase three, further expansion will take place in major tier 2 cities. During ths phase, all our
target segments will be catered. It is during this phase, The company is expecting to generate its
maximum Profitability as it will achieve its break even somwhere between phase 2 & phase 3. Door
to door demonstration will be a major marketing tool in this phase too. 5000 orders of Rs. 90,000
each is expected.
Financial Plan
(All Assumptions)
Organisation Cost
Registration cost
Equipments cost
Amount (rs)
10,000
1,00,000
12 workers with average salary 0f rs 10000/ worker/month & 5 manager
15,000/month salary
68,40,000
Revenue generation (90,000*2400) (over 4 years) 21,60,00,000
Cost of purchases (60% of Sales) 12,96,00,000
Expansion cost 50,00,000
Rent (30 months of Phase 2)(4 offices * 96000/year) 9,60,000
Misc. Cost 5,00,000
Marketing Expenses 40,00,000
Tax @ 30%
Loan of Rs. 30,00,000 @ 8% P.A. in phase 2 (3 years moratorium) 6,00,000
15. Clean Sweep
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Profit & Loss Statement
(Over the period of 4 Years) (Consolidated)
Debit Amt(Rs) Credit Amt(Rs)
Cost of goods sold (including Maintenance
for 4 years)
12,96,00,000 Sales 21,60,00,000
Organization Cost 1,10,000
Salaries & Wages 68,40,000
Expansion Cost 50,00,000
Rent 2,40,000
Misc. Cost 5,00,000
Marketing Expenses 40,00,000
By Gross Profit 6,97,10,000
Total 21,60,00,000 Total 21,60,00,000
PBIT 6,97,10,000
Interest 6,00,000
PBT 6,91,10,000
Tax 2,07,33000
PAT 4,83,77,000
So the basic financial analysis shows that the company will be generating a PAT of approximately Rs. 5 Cr. Over 4
years. With a CAGR of approx. 56% Y to Y.
Whereas ROI stands at 21% which says that it is a good business to invest.
Still these are only approximations. Actual operations may differ from what the theory.
- - - - - - - - - - - - - - - - - - - - The End - - - - - - - - - - - - - - - - - - - -
16. Clean Sweep
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Citation
- Images From Google.com
- Business model generation book
- Marketing management 14e by phillip kotler
- The Hindu News paper
- The Economic times
- Business plans Handbook by Lynn M. Pearce.
- The Creative manager’s pocket book by John townsend & Jaques Favier