The document provides a business plan summary for an electrical department of a building materials company. It includes sections on objectives, company overview, products/services, market analysis, strategy, management, and financials. The objective is to increase sales by 100% in 4 years by developing the portfolio to include new electrical products with short storage periods and high profit margins, such as dry type transformers. The company is owned by a successful Saudi businessman and has a history of over 50 years of operations in building materials.
Nokia was once the dominant player in the mobile phone market but has since experienced a decline. It went through typical phases of a product life cycle, including growth as it launched popular models but then maturity as competitors emerged. Nokia's market share declined significantly as it failed to keep up with the shift to smartphones dominated by Android and iOS. This led Nokia to partner exclusively with Microsoft for its Windows platform, but Windows phones failed to gain traction. As a result, in 2013 Microsoft acquired Nokia's mobile phone business altogether, marking the fall of what was once the top mobile brand.
1. The document discusses various processes for technology identification at the firm level, including technology auditing, forecasting, and foresight. It defines key terms like technology push, pull, and their interaction with markets.
2. Methods like horizon scanning are described as a way to identify technological opportunities and threats by exploring plausible futures. Trends are distinguished from emerging issues.
3. Assessing the maturity of technologies using S-curves and evaluating firm competencies are identified as parts of the identification process, along with documenting and disseminating findings.
The document provides an overview of Kodak's management group, project agenda, introduction and history. It analyzes Kodak's financial performance before and after bankruptcy, through metrics like revenue, net income, assets, liabilities and equity. A SWOT analysis and Porter's Five Forces analysis are presented. Recommendations are made to rebuild Kodak's marketing department, focus on niche markets, leverage business intelligence and reposition its brand. Kodak should also diversify into areas like cloud services and digital imaging to drive future growth.
Nokia was once a leader in mobile phones but made several missteps that led to its decline. It served customers in 130 countries through its mobile phones, multimedia, enterprise solutions, and networks business groups. However, Nokia was slow to adopt smartphones and the Android operating system, instead partnering with Microsoft and adopting Windows Phone, which was unsuccessful. It also faced growing competition from cheaper smartphones from China. To recover, Nokia needs to adopt better strategies like targeting mid-range smartphones, reintroducing classic models, and conducting in-depth market and competitor analysis. It must also focus on retaining existing customers through the right brand strategies and appealing to consumer buying behaviors.
In this study, we look at two strategies adopted by Parker Pen. The rst is a
highly successful strategy of product dierentiation through technological innova-
tion. The second is an unsuccessful execution of globalization strategy.
Galanz is a Chinese appliance manufacturer that has diversified into OEM, OBM, and ODM businesses. It has experienced growth through cost advantages and scale but now faces challenges including low overseas brand awareness, antitrust lawsuits, and conflicts between its business models. The document analyzes Galanz's past strategy, current issues, and opportunities for the future, including developing new capabilities, investing in its brand, and improving production planning. It recommends continuing diversification while better integrating its business units and capturing synergies through shared resources and transfer of competencies across its value chain.
Semco SA is a Brazilian manufacturing company that saw significant increases in productivity and profits after adopting an unconventional management structure and company culture. Ricardo Semler eliminated top-down hierarchy when he became CEO in 1980, doing away with titles, job descriptions, and long-term planning. He divided the company into autonomous business units each led by a general manager. This empowered employees to make decisions and take on new roles and projects. As a result, workers took initiative to cut costs and generate new revenue streams. Semco's innovative approach was recognized internationally and profiled in hundreds of publications as a model for participatory management.
The Tinplate Company Ltd. (TCIL) produces tinplate for edible oil cans, soft drink crowns, processed food, and batteries. It faces competition from imported secondary tinplate and other domestic producers. The edible oil segment represents the largest share of the tinplate market in India. Customer preferences, lack of standards enforcement, and import tariffs influence the competition in the tinplate industry.
Nokia was once the dominant player in the mobile phone market but has since experienced a decline. It went through typical phases of a product life cycle, including growth as it launched popular models but then maturity as competitors emerged. Nokia's market share declined significantly as it failed to keep up with the shift to smartphones dominated by Android and iOS. This led Nokia to partner exclusively with Microsoft for its Windows platform, but Windows phones failed to gain traction. As a result, in 2013 Microsoft acquired Nokia's mobile phone business altogether, marking the fall of what was once the top mobile brand.
1. The document discusses various processes for technology identification at the firm level, including technology auditing, forecasting, and foresight. It defines key terms like technology push, pull, and their interaction with markets.
2. Methods like horizon scanning are described as a way to identify technological opportunities and threats by exploring plausible futures. Trends are distinguished from emerging issues.
3. Assessing the maturity of technologies using S-curves and evaluating firm competencies are identified as parts of the identification process, along with documenting and disseminating findings.
The document provides an overview of Kodak's management group, project agenda, introduction and history. It analyzes Kodak's financial performance before and after bankruptcy, through metrics like revenue, net income, assets, liabilities and equity. A SWOT analysis and Porter's Five Forces analysis are presented. Recommendations are made to rebuild Kodak's marketing department, focus on niche markets, leverage business intelligence and reposition its brand. Kodak should also diversify into areas like cloud services and digital imaging to drive future growth.
Nokia was once a leader in mobile phones but made several missteps that led to its decline. It served customers in 130 countries through its mobile phones, multimedia, enterprise solutions, and networks business groups. However, Nokia was slow to adopt smartphones and the Android operating system, instead partnering with Microsoft and adopting Windows Phone, which was unsuccessful. It also faced growing competition from cheaper smartphones from China. To recover, Nokia needs to adopt better strategies like targeting mid-range smartphones, reintroducing classic models, and conducting in-depth market and competitor analysis. It must also focus on retaining existing customers through the right brand strategies and appealing to consumer buying behaviors.
In this study, we look at two strategies adopted by Parker Pen. The rst is a
highly successful strategy of product dierentiation through technological innova-
tion. The second is an unsuccessful execution of globalization strategy.
Galanz is a Chinese appliance manufacturer that has diversified into OEM, OBM, and ODM businesses. It has experienced growth through cost advantages and scale but now faces challenges including low overseas brand awareness, antitrust lawsuits, and conflicts between its business models. The document analyzes Galanz's past strategy, current issues, and opportunities for the future, including developing new capabilities, investing in its brand, and improving production planning. It recommends continuing diversification while better integrating its business units and capturing synergies through shared resources and transfer of competencies across its value chain.
Semco SA is a Brazilian manufacturing company that saw significant increases in productivity and profits after adopting an unconventional management structure and company culture. Ricardo Semler eliminated top-down hierarchy when he became CEO in 1980, doing away with titles, job descriptions, and long-term planning. He divided the company into autonomous business units each led by a general manager. This empowered employees to make decisions and take on new roles and projects. As a result, workers took initiative to cut costs and generate new revenue streams. Semco's innovative approach was recognized internationally and profiled in hundreds of publications as a model for participatory management.
The Tinplate Company Ltd. (TCIL) produces tinplate for edible oil cans, soft drink crowns, processed food, and batteries. It faces competition from imported secondary tinplate and other domestic producers. The edible oil segment represents the largest share of the tinplate market in India. Customer preferences, lack of standards enforcement, and import tariffs influence the competition in the tinplate industry.
Clocky: The Runaway Alarm Clock Case AnalysisDinker Vaid
The Runaway Alarm Clock Case Analysis. New Breakthrough in the Alarm Clocks with new Technology. The Runaway clock alarm in the need segment, have the ability to achieve a new market targets.
This document summarizes a case study about Gino SA, a burner manufacturer, and its distribution channel management challenges in China. It provides background on Gino, established in 1931 in France. In 1995, Gino set up an office in Beijing to market, distribute, and provide technical support for its burners in China. Currently, Gino relies on three distributors in China but faces issues with one distributor threatening to cut ties if Gino accepts a direct order from a large boiler manufacturer, Feima. Gino's China marketing manager David must decide whether to accept Feima's direct order request, at the risk of losing an important distributor, or maintain the status quo. The document outlines various options and considerations for
Zara has pioneered the fast fashion market with a vertically integrated supply chain allowing new designs from conception to stores in just three weeks. It relies on an outdated DOS-based point-of-sale system with no network between stores. In 2003, the CEO must decide whether to upgrade the system and risk reliability issues or continue with the outdated system unable to support future growth. A cost-benefit analysis shows upgrading all 531 stores would cost over 8 million euros but still result in a net margin above industry average, so the CEO should approve the upgrade.
This document discusses Ingersoll Rand (India) Ltd's air compressor business, which accounts for 25% of its total revenue in India. It faces increasing competition and commoditization in the air compressor market. The document analyzes Porter's 5 forces and a SWOT analysis of the business. It also discusses a potential deal with Deccan Textiles, where IRL could adopt a solutions-based "cost of use" approach rather than a traditional "cost of buy" model to differentiate itself and strengthen customer relationships.
A brand is forever- Havard Business CaseSameer Mathur
The prsentation is based on Havard Business Case " A brand is forever" which highlights examples of brand decline, investigates leading causes of brand decline, identify signs that are precursors to impending decline, suggests guidelines to revitalize dead or declining brands.
Nokia was once a dominant player in the mobile phone market but experienced a decline in the late 2000s. It had to sell its headquarters, Nokia House, to Microsoft as financial problems grew. The company shifted from paper production to technology under CEO Kari Kairamo in the 1970s-80s but culture and strategy issues emerged as it grew complex. Jorma Ollila led a successful focus on mobile communications in the 1990s-2000s before complacency set in. The company struggled under Windows Phone and sold its business to Microsoft in 2013. While Nokia connected many people, it lost focus on innovation and was disrupted by competitors like Apple.
Ontela PicDeck offered transferring pictures from phones to networked devices and services like Facebook and Twitter. It aimed to bridge the gap between phones and PCs. The document analyzed potential customer segments for PicDeck through creating qualitative personas - Sarah the parent, Steve the professional, and Regina the teen. It selected targeting youth like Regina who want photos on their PCs instantly for social networking. Key themes of new, fast, and easy were identified for this segment. Risks of relying solely on qualitative personas without quantitative data were also discussed.
The document discusses technology selection and management. It defines technology selection as the process of making strategic decisions about which technologies a company will utilize. This involves analyzing the company's goals, capabilities, markets and competitors through tools like gap analysis and value analysis to identify technological opportunities and needs. Companies then make strategic choices about whether to develop, purchase, or collaborate on technologies. The key is aligning technological decisions with business strategy to create value for customers.
The goal of this case analysis was to determine how to position a product to the appropriate customer segment, to offer value to their direct and indirect customers using quantitative data.
The document discusses various topics related to system implementation and operation (system management). It covers activities involved in implementing a system like coding, testing, installation, documentation, training, support and maintenance. It describes different types of testing including unit testing, integration testing and system testing. It also discusses various approaches to system installation like direct, parallel, single location and phased installation. The document emphasizes the importance of system documentation, training users and providing ongoing support. It highlights reasons for system implementation failures and types of system maintenance.
DSC has battled against the industry giants and indicated that this “David” fears no “Goliaths”. Although it has currently 2 million active users, DSC still hasn’t turned a profit, despite bringing $64 million in revenue on 2014 and a projected $140 million this year. They have a solid market position, as their razor blades represent today about 10% of the razors sold on the USA. Their unique approach to the razor’s business has forced Gillette to create its own Shave Club, evidencing how influential they have been to men’s grooming market. And after three years on the market Dollar Shave Club is just getting started: so buckle up!
The document discusses the technology life cycle (TLC) and how it relates to strategic planning. It describes the TLC as having various stages - embryonic, growth, mature, and decline - that resemble an S-curve shape. Understanding the TLC stages can help businesses anticipate technological changes and make strategic investment decisions. The TLC concept shows how a technology's performance and market adoption rates vary at different stages as it develops and becomes standardized or obsolete over time.
This material was delivered to a group of aspring entrepreneurs in Lagos Nigeria by me. My name is Angela Ihunweze CEO Angela Itambo Company visit www.angelaitambo.com.ng to know about me
Business Plan Sample - Great Example For Anyone Writing a Business PlanThe Business Plan Team
We are often asked for an example of a professional business plan. Here is one for a Technology (Hosting) company that we did 3 - 4 years ago which enabled the owner to secure an exit from the business. In terms of structure it is fairly typical of any business plan. However, there are some specific issues that you should address for a technology business that de-risks the plan for investors which a business plan writer should include. There is a post about this on our blog http://thebusinessplanteam.blogspot.co.uk.
If you are writing your own plan go to this section on our web-site where you can find links to affordable software here: http://www.thebusinessplanteam.co.uk/buy-business-plan-software.html
Alternatively, if you are looking for help developing your business plan and are looking to engage a business plan writer or business plan consultant take a look at some tips about how to select a consultant we have listed out here: http://www.thebusinessplanteam.co.uk/business-planning-consultants.html. You can also reach us on 0845 026 0198 if you would like to see how we can help.
Aptitudes d'un entrepreneur business plan samplelancedafric.org
[Company] was created to [purpose] and produce [products/services]. It aims to take advantage of opportunities in the [target market], which is [characteristics of market] and valued at [$ amount]. [Company] has [achievements] and seeks [$ amount] in funding to [funding goals]. If successful, it projects [$ amount] in revenue by [date] through [annual growth rate]% growth.
This document provides a business plan for Honeydew Meadery, a proposed mead production company. Key points include:
- The founders are Lewis Clarke and Marcus Aurelius, who bring experience in mead production, operations, and business management.
- The plan outlines trends of growing interest in mead, cider, and premium alcoholic beverages. It analyzes the competitive landscape and Honeydew's advantages.
- Two mead products are proposed: an apple-infused mead and a dry mead. Distribution will begin through the LCBO with a focus on quality, customer engagement, and marketing.
- Initial funding of $22,000 is required. An additional $85,000
Business planning contents- Main components of a Business PlanPremasiri Gamage
This document contains an outline for a business plan covering various sections such as the executive summary, business overview, organizational structure, marketing plan, production plan, and financial plan. Each section includes subsections that provide details on topics like the company's vision, goals, strategies, management, products, production process, costs, budgets, financial statements, and assumptions. The plan aims to comprehensively describe all aspects of starting and operating the business.
importance of Business plan in entrepreneurshipNeha Chouhan
This document discusses the importance of developing a business plan for entrepreneurship. It begins by defining a business and entrepreneurship. It then explains that a business plan is a selling document that conveys the promise of a business to potential backers. The document outlines the key components of a business plan, including an executive summary, company summary, products/services, market analysis, strategy, management, and financials. It emphasizes that a business plan provides insight into a business, can help secure financing, and allows owners to objectively evaluate strengths and weaknesses. Developing an extensive plan takes time but can prevent business failure and guide long-term success.
The document analyzes the feasibility of opening a Tata Starbucks coffee kiosk in Pune, India. It provides an overview of the global and Indian coffee markets, noting high growth in India. It analyzes competitors like Cafe Coffee Day and Costa Coffee. The document segments the market based on age and income and recommends targeting youth and professionals. It describes the Tata Starbucks joint venture and notes opportunities in Pune given the large student and professional population and high incomes. The conclusion recommends locations in Pune like FC Road and MG Road for a new outlet.
The document provides details about Joshua's Anime Store business plan, including:
1) An executive summary introducing the business of selling anime-inspired products like comics, pins, laces, and stickers made in the Philippines.
2) Personal details of the three student proprietors and their adviser.
3) An overview stating the business will be Muntinlupa's leading anime store selling quality Filipino-made items with a vision of satisfying customers.
Clocky: The Runaway Alarm Clock Case AnalysisDinker Vaid
The Runaway Alarm Clock Case Analysis. New Breakthrough in the Alarm Clocks with new Technology. The Runaway clock alarm in the need segment, have the ability to achieve a new market targets.
This document summarizes a case study about Gino SA, a burner manufacturer, and its distribution channel management challenges in China. It provides background on Gino, established in 1931 in France. In 1995, Gino set up an office in Beijing to market, distribute, and provide technical support for its burners in China. Currently, Gino relies on three distributors in China but faces issues with one distributor threatening to cut ties if Gino accepts a direct order from a large boiler manufacturer, Feima. Gino's China marketing manager David must decide whether to accept Feima's direct order request, at the risk of losing an important distributor, or maintain the status quo. The document outlines various options and considerations for
Zara has pioneered the fast fashion market with a vertically integrated supply chain allowing new designs from conception to stores in just three weeks. It relies on an outdated DOS-based point-of-sale system with no network between stores. In 2003, the CEO must decide whether to upgrade the system and risk reliability issues or continue with the outdated system unable to support future growth. A cost-benefit analysis shows upgrading all 531 stores would cost over 8 million euros but still result in a net margin above industry average, so the CEO should approve the upgrade.
This document discusses Ingersoll Rand (India) Ltd's air compressor business, which accounts for 25% of its total revenue in India. It faces increasing competition and commoditization in the air compressor market. The document analyzes Porter's 5 forces and a SWOT analysis of the business. It also discusses a potential deal with Deccan Textiles, where IRL could adopt a solutions-based "cost of use" approach rather than a traditional "cost of buy" model to differentiate itself and strengthen customer relationships.
A brand is forever- Havard Business CaseSameer Mathur
The prsentation is based on Havard Business Case " A brand is forever" which highlights examples of brand decline, investigates leading causes of brand decline, identify signs that are precursors to impending decline, suggests guidelines to revitalize dead or declining brands.
Nokia was once a dominant player in the mobile phone market but experienced a decline in the late 2000s. It had to sell its headquarters, Nokia House, to Microsoft as financial problems grew. The company shifted from paper production to technology under CEO Kari Kairamo in the 1970s-80s but culture and strategy issues emerged as it grew complex. Jorma Ollila led a successful focus on mobile communications in the 1990s-2000s before complacency set in. The company struggled under Windows Phone and sold its business to Microsoft in 2013. While Nokia connected many people, it lost focus on innovation and was disrupted by competitors like Apple.
Ontela PicDeck offered transferring pictures from phones to networked devices and services like Facebook and Twitter. It aimed to bridge the gap between phones and PCs. The document analyzed potential customer segments for PicDeck through creating qualitative personas - Sarah the parent, Steve the professional, and Regina the teen. It selected targeting youth like Regina who want photos on their PCs instantly for social networking. Key themes of new, fast, and easy were identified for this segment. Risks of relying solely on qualitative personas without quantitative data were also discussed.
The document discusses technology selection and management. It defines technology selection as the process of making strategic decisions about which technologies a company will utilize. This involves analyzing the company's goals, capabilities, markets and competitors through tools like gap analysis and value analysis to identify technological opportunities and needs. Companies then make strategic choices about whether to develop, purchase, or collaborate on technologies. The key is aligning technological decisions with business strategy to create value for customers.
The goal of this case analysis was to determine how to position a product to the appropriate customer segment, to offer value to their direct and indirect customers using quantitative data.
The document discusses various topics related to system implementation and operation (system management). It covers activities involved in implementing a system like coding, testing, installation, documentation, training, support and maintenance. It describes different types of testing including unit testing, integration testing and system testing. It also discusses various approaches to system installation like direct, parallel, single location and phased installation. The document emphasizes the importance of system documentation, training users and providing ongoing support. It highlights reasons for system implementation failures and types of system maintenance.
DSC has battled against the industry giants and indicated that this “David” fears no “Goliaths”. Although it has currently 2 million active users, DSC still hasn’t turned a profit, despite bringing $64 million in revenue on 2014 and a projected $140 million this year. They have a solid market position, as their razor blades represent today about 10% of the razors sold on the USA. Their unique approach to the razor’s business has forced Gillette to create its own Shave Club, evidencing how influential they have been to men’s grooming market. And after three years on the market Dollar Shave Club is just getting started: so buckle up!
The document discusses the technology life cycle (TLC) and how it relates to strategic planning. It describes the TLC as having various stages - embryonic, growth, mature, and decline - that resemble an S-curve shape. Understanding the TLC stages can help businesses anticipate technological changes and make strategic investment decisions. The TLC concept shows how a technology's performance and market adoption rates vary at different stages as it develops and becomes standardized or obsolete over time.
This material was delivered to a group of aspring entrepreneurs in Lagos Nigeria by me. My name is Angela Ihunweze CEO Angela Itambo Company visit www.angelaitambo.com.ng to know about me
Business Plan Sample - Great Example For Anyone Writing a Business PlanThe Business Plan Team
We are often asked for an example of a professional business plan. Here is one for a Technology (Hosting) company that we did 3 - 4 years ago which enabled the owner to secure an exit from the business. In terms of structure it is fairly typical of any business plan. However, there are some specific issues that you should address for a technology business that de-risks the plan for investors which a business plan writer should include. There is a post about this on our blog http://thebusinessplanteam.blogspot.co.uk.
If you are writing your own plan go to this section on our web-site where you can find links to affordable software here: http://www.thebusinessplanteam.co.uk/buy-business-plan-software.html
Alternatively, if you are looking for help developing your business plan and are looking to engage a business plan writer or business plan consultant take a look at some tips about how to select a consultant we have listed out here: http://www.thebusinessplanteam.co.uk/business-planning-consultants.html. You can also reach us on 0845 026 0198 if you would like to see how we can help.
Aptitudes d'un entrepreneur business plan samplelancedafric.org
[Company] was created to [purpose] and produce [products/services]. It aims to take advantage of opportunities in the [target market], which is [characteristics of market] and valued at [$ amount]. [Company] has [achievements] and seeks [$ amount] in funding to [funding goals]. If successful, it projects [$ amount] in revenue by [date] through [annual growth rate]% growth.
This document provides a business plan for Honeydew Meadery, a proposed mead production company. Key points include:
- The founders are Lewis Clarke and Marcus Aurelius, who bring experience in mead production, operations, and business management.
- The plan outlines trends of growing interest in mead, cider, and premium alcoholic beverages. It analyzes the competitive landscape and Honeydew's advantages.
- Two mead products are proposed: an apple-infused mead and a dry mead. Distribution will begin through the LCBO with a focus on quality, customer engagement, and marketing.
- Initial funding of $22,000 is required. An additional $85,000
Business planning contents- Main components of a Business PlanPremasiri Gamage
This document contains an outline for a business plan covering various sections such as the executive summary, business overview, organizational structure, marketing plan, production plan, and financial plan. Each section includes subsections that provide details on topics like the company's vision, goals, strategies, management, products, production process, costs, budgets, financial statements, and assumptions. The plan aims to comprehensively describe all aspects of starting and operating the business.
importance of Business plan in entrepreneurshipNeha Chouhan
This document discusses the importance of developing a business plan for entrepreneurship. It begins by defining a business and entrepreneurship. It then explains that a business plan is a selling document that conveys the promise of a business to potential backers. The document outlines the key components of a business plan, including an executive summary, company summary, products/services, market analysis, strategy, management, and financials. It emphasizes that a business plan provides insight into a business, can help secure financing, and allows owners to objectively evaluate strengths and weaknesses. Developing an extensive plan takes time but can prevent business failure and guide long-term success.
The document analyzes the feasibility of opening a Tata Starbucks coffee kiosk in Pune, India. It provides an overview of the global and Indian coffee markets, noting high growth in India. It analyzes competitors like Cafe Coffee Day and Costa Coffee. The document segments the market based on age and income and recommends targeting youth and professionals. It describes the Tata Starbucks joint venture and notes opportunities in Pune given the large student and professional population and high incomes. The conclusion recommends locations in Pune like FC Road and MG Road for a new outlet.
The document provides details about Joshua's Anime Store business plan, including:
1) An executive summary introducing the business of selling anime-inspired products like comics, pins, laces, and stickers made in the Philippines.
2) Personal details of the three student proprietors and their adviser.
3) An overview stating the business will be Muntinlupa's leading anime store selling quality Filipino-made items with a vision of satisfying customers.
The document provides guidelines for MBA students at Kalasalingam University for preparing their project reports. It outlines the formatting requirements including: submitting 4 copies of the report, limiting the report to 100 pages, order and formatting of sections like the cover page, abstract, chapters, references, and appendices. It also specifies page dimensions, margins, manuscript preparation, typing instructions, numbering, and binding specifications.
This document provides a business plan for a Dosa restaurant. It outlines objectives to keep food costs below 35% of revenue and expand marketing. The plan details the restaurant's mission to provide excellent food and service. It will feature indoor and outdoor seating with a unique Indian design. The menu will focus on dosas and other South Indian cuisine. The plan analyzes the target market and identifies competitors. It proposes strategies for marketing, sales, management, hiring staff, and financial projections.
25 Mission Statements From the World's Most Valuable BrandsPalo Alto Software
The best example of a mission statement will define your company and its purpose in 30 seconds or less.
Great ones avoid buzz words, empty phrases, or mission statements that are so general they could apply to many different companies.
It’s a challenge, but you want to capture what your company stands for in a brief and memorable way.
Sometimes it helps to look at the mission statements of other companies to get a better idea of how to write your own mission statement.
Gathered below are the mission statements of the world’s 25 most valuable brands in 2015.
We’ve also graded each mission statement to demonstrate how effective they are.
The document provides an executive summary for a proposed coffee shop called Coffee Spot Café to be opened in Connersville, Indiana. The café will offer a variety of coffee drinks, teas, baked goods and breakfast sandwiches. The goals are to become well-known locally and potentially expand to other locations or add catering. The SWOT analysis identifies strengths, weaknesses, opportunities and threats. Financial needs are estimated and the business will be run as a sole proprietorship. Market research identifies the target market and competition. A marketing strategy and break-even analysis are also included.
SK Energy introduces Group III base oils as part of its product portfolio. Group III base oils have viscosity indexes over 120, high saturate content over 90%, and low sulfur levels below 0.03%. They provide benefits such as better low-temperature performance, lower oil consumption, and increased thermal and oxidative stability compared to other base oil groups. SK Energy is a leading producer of Group III base oils under the YUBASE brand and aims to expand its global market share.
Anti-corrosion coatings for Agricultural and Construction vehiclesAlan Gardner
This document provides an overview of MacDermid, a global supplier of surface treatments and coatings. It summarizes their history of over 30 years working with Anochrome, supplying various plating chemicals. It then outlines their worldwide coverage through manufacturing, R&D, distribution and service centers across major regions. The document also describes their technology groups and flagship products like the ZinKlad program for corrosion protection coatings and the TriPass ELV 7000 series compliant with various environmental directives. Finally, it lists some of MacDermid's globally recognized plating brands.
Roll-to-Roll ALD Coatings for Battery Cell Interfaces at Production ScaleBeneq
ALD/AVS 2022
Presented by D.Sc. Andrew Cook
ALD is an enabling technology for future batteries. ALD technology introduction has been hindered by lack of production scale equipment, but now Beneq R2R ALD technology offers a straightforward scale-up path to mass-production. Beneq has a long experience with R2R ALD on other application areas, and is now applying that know-how to offer R2R ALD solutions for battery manufacturing.
Solutions that Integrate - White Paper Series Part III: Oil and Gas Connectio...NorthwireCable
Continuing LEMO and Northwire’s collaborative white paper series is an in-depth analysis of the extreme environmental factors and electrical, mechanical, regulatory, and end-user demands of the oil and gas industry. These fuel sources continue to be dominant players in energy production around the world, and the extraction and refinement of oil and natural gas is constantly being examined and improved to increase efficiency and lower costs.
This document provides information on Renold, a company that manufactures power transmission products including various types of chains. It discusses Renold's long history and experience in designing and manufacturing chains to high specifications. The document also describes Renold's ability to create customized solutions and its worldwide availability. It provides information on Renold's quality assurance certifications and tools to help customers select and maintain chains.
Extreme Materials: Robust Performance from Cable to Connector – White Paper S...NorthwireCable
Aggregating decades of interconnectivity knowledge, Northwire, Inc. (NWI) along with its partner The LEMO Group, has released Part IV of their “Extreme Environments, Complex Requirements” white paper series, titled “Extreme Materials: Robust Performance from Cable to Connector.”
Recent Trends in Transformers ManufacturingFirasat Mulla
The ''Best Presentation" award winning ppt is here. This power point presentation emphases on advancements in transformer design and manufacturing. The advancement is considered on following aspects,
1. Design modelling
2. Material used
3. Added features in manufacturing methodologies.
Innovation in Action Conference - Clean Sky with focus on engines, presented...cleanskyju
Clean Sky presentation delivered by Simon Weeks (Rools Royce) at the conference 'Innovation in Action' on October 5th 2011, giving the 'engine' viewpoint
Atomic Layer Deposition solutions for SiC Power ElectronicsBeneq
Atomic Layer Deposition solutions for SiC Power Electronics
Beneq provides Atomic Layer Deposition (ALD) equipment and materials for applications such as SiC MOSFETs. The presentation discusses the growing market for SiC power devices and how ALD can provide conformal thin films for gate dielectrics and surface passivation layers. Beneq's Transform batch ALD system enables both plasma-enhanced and thermal ALD processing for deposition of interfacial layers and thicker dielectric stacks. The Transform system offers high throughput and versatility for manufacturing of power electronics.
GigaTera is the brand of LED lighting launched by KMW Inc. - The world’s best telecommunication company.
GigaTera is a provider of world class energy savings solutions with full product line-up of interior and exterior LED fixtures.
Core technologies such as our patented “Narrow Multi-Beam Forming” application are made possible by keeping in-house designers, engineers, and manufacturers, allowing GigaTera to guarantee efficiency, reliability, and competitive pricing.
Our integration of wireless communications with LED lighting technologies is just one way
we are pushing the limits of research and development to be at the forefront of the LED lighting industry.
For more information, please visit our website www.GigaTeraled.com or contact us at +1 (314) 809-5506.
Atomic Layer Deposition for next-generation optical coatingsBeneq
Atomic layer deposition (ALD) provides more conformal thin film coatings than traditional methods like PVD or CVD, enabling anti-reflective (ARC) coatings for increasingly complex optical components. ALD allows for greater anti-reflective performance across common wavelengths. Beneq is a leader in ALD, having developed the technology since 1984, and their batch ALD equipment can coat large optical components with highly uniform and conformal films. Beneq's gradient-index ALD ARC coatings provide omnidirectional performance across wide bandwidths with very low reflectance, making them ideal for applications like camera lenses.
The document discusses case studies of using RTV silicone coatings like Sylgard HVIC on high voltage insulators in Asia. It describes projects in India, Taiwan, and China where Sylgard HVIC was applied to substations and transmission lines experiencing flashovers from pollution. In all cases, applying the RTV silicone coating eliminated flashovers for many years with no need for reapplication or cleaning during that time.
Asian Experience with RTV silicone coatings - Presentation by Project Sales C...Project Sales Corp
The document discusses case studies of using RTV silicone coatings like Sylgard HVIC on high voltage insulators in Asia. It describes projects in India, Taiwan, and China where Sylgard HVIC was applied to substations and transmission lines experiencing flashovers from pollution. In all cases, applying the RTV silicone coating eliminated flashovers and provided maintenance-free performance for many years.
The document discusses case studies of using RTV silicone coatings like Sylgard HVIC on high voltage insulators in Asia. It describes projects in India, Taiwan, and China where Sylgard HVIC was applied to substations and transmission lines experiencing flashovers from pollution. In all cases, the coating successfully prevented flashovers over long periods without needing reapplication by imparting hydrophobicity to insulator surfaces.
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The document discusses case studies of using RTV silicone coatings like Sylgard HVIC on high voltage insulators in Asia. It describes projects in India, Taiwan, and China where Sylgard HVIC was applied to substations and transmission lines experiencing flashovers from pollution. In all cases, applying the RTV silicone coating eliminated flashovers for many years with no need for reapplication or cleaning during that time.
Asian Experience with RTV Silicone Coatings - Paper Presented by Project Sale...Project Sales Corp
The document discusses case studies of using RTV silicone coatings like Sylgard HVIC on high voltage insulators in Asia. It describes projects in India, Taiwan, and China where Sylgard HVIC was applied to substations and transmission lines experiencing flashovers from pollution. In all cases, applying the RTV silicone coating eliminated flashovers and provided maintenance-free performance for many years.
POWER TRANSFORMER INSULATION REVITALIZATIONDejan Pantić
Depth purifying and drying of solid insulation ON LOAD
Transformer oil reclamation / regeneration
On-site On-load On-line
No oil vacuuming, no oil heating
Ant-tracking Silicone Compound from Project Sales Corp, IndiaProject Sales Corp
Dow Corning 5 Compound is a silicone grease used for its metal-to-metal lubrication and insulation properties. It contains inert silica filler and phenylmethyl silicone fluids. It is nonconductive, water repellent, and maintains flexibility from -65 to 450°F. It can be used as a lubricant for high-voltage switches and seals or to prevent corrosion. It has excellent dielectric and barrier properties and can be applied by hand or equipment to cables and connectors.
This document provides an overview of Gastec, an Egyptian company that works in the compressed natural gas (CNG) field. It introduces the company's main components, including mechanical equipment, electrical and control equipment, and piping. It also describes key electrical and control components like drivers, main electrical panels, auxiliary panels, and inverters. The document aims to develop the knowledge of entry-level engineers about Gastec's CNG operations.
The document discusses the evolution of marketing orientation from production to sales to market orientation. It explains the difficulties in developing a marketing orientation, such as lack of leadership vision and customer knowledge, as well as conflicts between marketing and other functions. The role of marketing is described as cross-functional, with marketing coordinating activities across the organization and departments to keep the customer's welfare in mind.
04 enterprenuer hazem - power of strategic innovation - creative stageHazem Sobhi | ACIM
The document discusses the discovery process for creating new business opportunities. It describes establishing the right environment, collecting necessary tools, and the creative process. The key steps are: 1) establishing rules and teams for brainstorming, 2) gathering tools like insights, opportunity formats, and evaluation criteria, and 3) using divergent and convergent thinking to generate and select ideas. The overall goal is to discover new business opportunities through a structured yet creative process.
05 enterprenuer hazem - power of strategic innovation - mapping phaseHazem Sobhi | ACIM
This document discusses the mapping phase of the discovery process. It describes identifying critical strategic sectors such as opportunity development, consumers, and the market place. It also discusses creating a roadmap by defining actions, trends, milestones, and discontinuities. Finally, it talks about developing measurement tools to monitor the market, engineering, and sales, and presenting the map to management.
Enterpreneur - power of strategic innovation -exploring phaseHazem Sobhi | ACIM
The document outlines the exploring phase of discovery which includes 4 steps: 1) Preparing to be an explorer by adopting a visionary mindset, 2) Planning the exploration route by considering customers' lifestyle needs and factors of influence, 3) Selecting exploration activities such as interviewing customers and experts in different disciplines, and 4) Discovering values on frontiers such as customer convenience and rewards. The goal is to think ahead about the unknown through various research activities in order to gain insights.
Enterpreneur - hazem - power of strategic innovation - aligning phaseHazem Sobhi | ACIM
The document discusses aligning on strategic frontiers between senior management and discovery teams. It emphasizes identifying opportunities beyond current strategy through both internal and external research. This includes analyzing trends, technologies, business models and redefining the company's business. The document advises prioritizing strategic frontiers based on their degree of innovation, fit with current strategy, consistency with today's business, and potential size.
Enterprenuer - power of strategic innovation - stagging phaseHazem Sobhi | ACIM
This document discusses the discovery process and outlines the staging phase. It emphasizes the importance of creating the right team by ensuring diversity of perspectives and roles. Key roles in the discovery process include the sponsor, team captain, and discovery team. The staging meeting involves understanding the initiative's scope, providing a discovery brief on current and future opportunities, and establishing team norms and roles. The overall goal is to properly set up the discovery process for success.
The second example is not a comparison argument because it does not compare one event or thing to another to draw a generalization. The first and third examples do make comparisons.
Here are a few techniques you could use to persuade your friend to go skiing instead of the Bahamas:
1. Appeal to their interests by emphasizing the fun activities you can do skiing like skiing powder runs together or hitting the slopes all day. Point out there won't be as many interactive activities in the Bahamas.
2. Use logic by explaining that the ski package is a great deal and you'll get more value for your money skiing several days than lying on the beach in the Bahamas.
3. Address their concern about warm weather by acknowledging their preference but reassuring them that being active skiing each day will make them feel warm, and the après-ski activities will help them stay warm and
The document discusses finding resources from the internet to help make informed decisions. It provides examples of sources such as search engines, wikis, video sites, educational sites, anonymizers, and directories that can be used to research topics online. Strategies are presented for effective searching, such as using advanced search options and Wikipedia references. Settings are also covered to enhance searching for certain content like cracks or key generators.
Here is how I would rank these situations by concentration required:
5 - giving a speech
4 - Attending a meeting at work
Giving a speech requires the most concentration as the speaker needs to focus on delivering their message clearly to the audience. Attending a meeting at work still requires some concentration but not to the same extent as being the primary presenter in front of others.
1. Index
5.6 Strategic Alliances
1.0 Executive Summary 5.7 Milestones
1.1 Objectives 6.0 Web Plan Summary
1.2 Mission 6.1 Website Marketing Strategy
1.3 Keys to Success 6.2 Development Requirements
2.0 Company Summary 7.0 Management Summary
2.1 Company Ownership 7.1 Organizational Structure
2.2 Company History 7.2 Management Team
2.3 Company Locations and 7.3 Management Team Gaps
Facilities 7.4 Personnel Plan
3.0 Products and Services 8.0 Financial Plan
3.1 Product and Service Description 8.1 Important Assumptions
3.2 Competitive Comparison 8.2 Key Financial Indicators
3.3 Sales Literature 8.3 Break-even Analysis
3.4 Sourcing and Fulfillment 8.4 Projected Profit and Loss
3.5 Technology 8.5 Projected Cash Flow
3.6 Future Products and Services 8.6 Projected Balance Sheet
4.0 Market Analysis Summary 8.7 Business Ratios
4.1 Market Segmentation 8.8 Long-term Plan
4.2 Target Market Segment Strategy 9.0 Appendix
4.2.1 Market Needs
4.2.2 Market Trends
4.2.3 Market Growth
4.3 Industry Analysis
4.3.1 Industry Participants
4.3.2 Distribution Patterns
4.3.3 Competition and
Buying Patterns
4.3.4 Main Competitors
5.0 Strategy and Implementation
Summary
5.1 Strategy Pyramids
5.2 Value Proposition
5.3 Competitive Edge
5.4 Marketing Strategy
5.4.1 Positioning
Statements
5.4.2 Pricing Strategy
5.4.3 Promotion Strategy
5.4.4 Distribution Patterns
5.4.5 Marketing Programs
5.5 Sales Strategy
5.5.1 Sales Forecast
5.5.2 Sales Programs
2. 1.0 Executive Summary
1.1 Objectives
Development of the Electrical Department Portfolio
1.2 Mission
Increasing the sales target by 100% in 4 year in Qatar operation by the development of
the Electrical Department portfolio. Through acquiring agency for new electrical
products characterized by short storing period and high profit margin. Examples:
Dry Type Transformers:
o Cast resign Transformers.
o OVDT transformer.
1.3 Reasons
Low return on investment.
High competition for distributors and agents in the main electrical product –
Cables - , due to existence of two local manufacturers.
2.0 Company Summary
2.1 Company Ownership
Madar Buidling Material – Electrical Department, Is totally owned by Mr. Ali Elfozan, a
Saudi Arabian Successful business man.
2.2 Company History
Established in the 1960’s, Al Fozan Group is now among the top leading commercial
entities in the Kingdom of Saudi Arabia. In the 1960’s, Saudi Arabia was undergoing
rapid growth and development. With fast-paced industrialization came the need for
modern infrastructure. A resultant gap emerged between the growing demand for
building materials and the limited supply capacities of existing producers.
Al Fozan Group started out as a single company. Al Fozan Building Materials,
committed to equalizing this supply and demand customer satisfaction saw the company
grow exponentially in size, reputation and product lines.
Firmly established as one of Saudi Arabia’s leading companies, Al Fozan’s founder
embarked on an ambitious diversification indicative. In 1983, Al Fozan Electrical
3. Materials was formed. After a brief period of consolidating its market position, the
parent company took its diversification a step further, and in 1991 Al Fozan Wood
Industries came into being.
Several steps have been followed as Al Fozan Hardware in 1993 and ARC Engineering
Consultants in 1994. Keeping pace with market developments, 1996 saw Al Fozan Steel
Industries and Building Construction company start operation. In 1998 the group
established Arnon Plastics Industries and in 2001 United transformers Electric
Company (Utec) followed by United Electronics (eXtra) in 2002.
In 2003 Madar Building Material – Qatar started with promising visionary management
results a fastest growing diversified company in the GCC, with an effective role and
contribution to the Qatar growth story. Since 2006 Madar Building Material - Division
has been catering to the Qatari market’s needs in terms of Electrical Equipment &
Accessories.
The company entered into joint ventures including Bawan Holding Co. in 2006 Atheel
Holding Co.
In order to increase diversification of revenue streams, the group also holds an equity
stake in several affricate ventures ranging from banks and petrochemical companies, to
recycling and consumer retails operation.
3.0 Products and Services
3.1 Product Description
3.1.1 Dry Type Transformers:
Dry type power transformers encase the windings in epoxy resin. These transformers
simplify installation since they are dry, without cooling oil, and so require no fire-proof
vault for indoor installations. The epoxy protects the windings from dust and corrosive
atmospheres. However, because the molds for casting the coils are only available in fixed
sizes, the design of the transformers is less flexible, which may make them more costly if
customized features (voltage, turns ratio, taps) are required. Its advantage over the oil
transformers as follows.
Reduce Cost :
o Low fire risk permits location near load
o shortens expensive LV feeders
o reduce voltage drop.
o No maintenance Cost.
Planning Flexibility and safety:
4. o No oil sump.
o no fire barriers.
o no siting restrictions.
o Thermal mass less than 15% of equivalent oil transformer.
o No special building work.
Maintenance Fee:
o No oil, radiator, or tank problem.
o Only air for cooling.
o Completely Sealed windings.
o Impervious to damp and dust.
o Winding are held securely by epoxy-resin insulation along their whole
length.
o No re-pressing or adjustment required Even under the most sever load
condition
Power Reserves:
o Short-time overload capacity much greater than liquid-filled transformers.
o For longer overload, forced cooling is a standard option.
Reliability:
o Statistics shows reliability better than oil transformer in the same range.
3.2 Competitive Comparison
Parameter Oil Transformers Cast resin OVDT transformers
Transformer
Maintenance Free No Yes Yes
Outdoor application Yes with proper Yes with proper Yes with proper
enclosure enclosure enclosure
Short Circuit Force Low withstand High withstand High withstand
ability ability ability
Insulation Class C 220C Class F 150 C
Temperature Class
Maximum 140K 90K
temperature rise of
winding
If designed for 90K Approximitly 25% 0%
rise overload more
Capabilities for
continiuos operation
Partial Discharge – Not Critical Design Critical Design of
Test mandatory as of the VPI coils cast resin Coils
per IEC-726 including air as doesn’t include air
dielectric as dielectic as such
5. any air bubbles
trapped within the
epoxy may pose
partial discharge
problems
Repair of damaged Repair is possible Repair is almost
coil impossible
Quality dependency Process is simple Process is
on MRT processes and less sensitive to complicated and
human and highly sensitive to
equipment errors human and
equipment errors.
Smoke and toxic Redusce smoke and More smoke and
gases in ease of fire almost no toxic toxix gases evolved
gases evlved
Cracking of coils Not possible Higher possibility
during handling and
operation
End of life All copper material Copper material
Recovery Disposal within the winding almost impossible to
are easily recovered recover and coils
through incineration have to be buried
3.3 Sales Literature
There are some problem with Madar Building Material – Electrical Department sales
force capabilities:
3.3.1 Non-Engineering Background
3.3.1.1 lack in technical communication with the customer
3.3.1.2 limitation in low-tech electrical products
3.3.2 Short-term relationship orientation.
3.3.3 Focus on target rather than the selling mix.
3.3.3.1 60% ~80% of annual sales are cables and wires.
3.4 Sourcing and Fulfillment
We have negotiation with two major manufacturers with well known brands:
3.4.1 General Electrical:
3.4.1.1 Contact person : Tarek Osman.
3.4.2 Legrand – Zucchini
3.4.2.1 Contact person: Rafek Foad.
6. 3.5 Future Products and Services
We may develop our relationship with Legrand to include MV – Panels that will be built
in UAE and exported to Qatari Market with acceptable profit margin, and Mr. Rafik has
welcomed this initiation.
4.0 Market Analysis Summary
4.1 Market Overview.
4.1.1 Electrical Demand
Electricity consumption per head in Qatar is extremely high because of :
The country's large amount of heavy industry.
Profligate domestic usage (for example on air conditioning)
Cheap prices.
Qatar's consumption per head in 2008 is estimated to have been the ninth-highest
internationally, ahead of other Gulf Co-operation Council countries.bar Kuwait, but
behind the Nordic countries, Canada and the US. By 2014 the additional electricity
consumption required by the expanding industrial sector—including a giant aluminum
smelter in Messaieed with its own dedicated 1.35-gw power station—is forecast to push
Qatar up to third place internationally in terms of consumption per head, behind only
Iceland and Norway. This is happening despite the rapid growth in Qatar's population
through the influx of immigrant workers. In absolute terms, electricity consumption is
forecast to double over the next five years to almost 43bn kwh in 2014. Over the forecast
period we expect electricity demand to increase by an annual average of 12%, rising from
25bn kwh in 2010 to 72bn kwh in 2020.
4.1.2 Electricity Pricing
Qatari citizens (about 13% of the population) receive free electricity
The industrial tariff is just 7 dirhams (1.9 US cents) per kwh, almost one-quarter
of the cost in the US.
Residential prices range from 8-10 dirhams/kwh, and companies pay 9-
14 dirhams/kwh (about one-third of the cost in the US).
7. 4.1.3 Electricity consumption and supply
Electricity consumption and supply
2009 2010 2011 2012 2013 2014 2015 2020
Consumption (gwh)
Industry 7,077 10,253 13,597 15,698 17,520 19,525 21,516 33,562
Transport 0 0 0 0 0 0 0 0
Residential 5,226 5,740 6,476 6,940 7,577 8,338 9,116 14,975
Commercial & public 3,784 4,097 4,718 4,951 5,256 5,597 5,896 8,532
services
Other 4,468 5,338 6,771 7,697 8,575 9,446 10,302 15,155
Total 20,555 25,427 31,561 35,286 38,928 42,906 46,830 72,225
% change, year on year 9.8 23.7 24.1 11.8 10.3 10.2 9.1 8.8
Capacity (mwe)
Combustible fuels 5,542 6,603 7,665 8,726 9,788 10,850 12,250 18,450
Nuclear 0 0 0 0 0 0 0 0
Hydro 0 0 0 0 0 0 0 0
Non-hydro renewable 0 0 0 0 0 0 0 800
Solar - - - - - - - 800
Net maximum 5,542 6,603 7,665 8,726 9,788 10,850 12,250 19,250
Source: Economist Intelligence Unit.
4.1.4 Supply
2007 2014
Generating Capacity 4,480 MW 10,850 MW
Qatar has a generating capacity of about 4,480 mw, which is planned to expand to 10,850
mw by 2014, according to the minister of state for energy, Mohammed Saleh al-Saddah.
This should be sufficient to meet the needs of Qatar's growing population and industrial
base well beyond the forecast period. At present all of Qatar's electricity is generated
using domestic gas.
Before 2003 Qatar had seven power stations run by the Qatar Electricity and Water
Company (QEWC, 43% government owned). Much of the electricity is generated, as
elsewhere in the Gulf, in combination with water desalination. Sea water is heated with
gas, producing steam that both powers electric turbines and is cooled to become potable
water. Electricity produced by QEWC is distributed by a government-owned company,
Kahramaa (the Qatar General Electricity and Water Corporation).
8. With power demand having risen by around 12% a year over the past five years and set to
rise at a similar annualised rate over the next ten years, the government has harnessed
foreign investment, in joint ventures with QEWC, to increase generation capacity. The
first independent water and power project (IWPP) came on stream in 2003, run by the
Ras Laffan Power Company, which is 55% owned by a US firm, AES Corporation, 25%
by QEWC and 10% each by state-owned Qatar Petroleum (QP) and the Kuwait-based
Gulf Investment Corporation. It currently has a capacity of 750 mw of electricity and
40m gallons/day (gal/d) of water. A second IWPP, Ras Laffan B (55% owned by QEWC,
40% by International Power of the UK and 5% by Chubu Electric of Japan) came on
stream in 2008, and has a capacity of 1,025 mw and 60m gal/d, as did Ras Abu Fontas B2
(fully owned by QEWC), generating 587 mw and 30m gal/d of water.
Looking forward, the Messaieed Power Company (40% QEWC, 30% Marubeni of Japan,
20% QP, 10% Chubu Electric) is scheduled to become operational at end-2010,
generating 2,000 mw (but producing no water). The largest IWPP to date will be Ras
Laffan C, operated by the Ras Girtas Power Company (45% QEWC, 15% QP, 20% GDF
Suez of France, and 10% Mitsui, 5% Chubu Electric, 5% Shikoku Electric, all of Japan),
which is being financed by US$3.3bn in debt raised in September 2008. It will have a
generating capacity of 2,730 mw (and 63m gal/d of water) and it is planned to become
operational in 2010 at 1,600 mw and to reach full capacity in 2011. Qatar has drawn up a
number of scenarios for boosting and diversifying generating capacity beyond 2011 using
either solar or nuclear power.
4.2 Market Segmentation
There are 4 main segments in the Qatari Transformers market:
4.2.1 Infra-structure.
4.2.2 Real-estate
4.2.3 Electrical Utilities
4.2.4 Industrial
Sales
Qatar Real Estate Elec. Utilities Infra Industrial
Real Estate 219 %5
Elec. Utilities 18 %30
Infra 110
%60
Industrial 18
365
%5
9. Source : International Trading Commission 2010
4.3 Target Market Segment Strategy
The marketing strategy in use will be Concentrated Direct Marketing strategy, where
Madar Building Material will concentrate on the current customers (Real Estate
contractors and consultancies) to introduce the new product for the market. This strategy
will last from 1-2 Years after the brand is well known we will use the undifferentiated
strategy, where we will focus on selling the Dry-type transformers for other segments.
4.3.1 Market Needs and Growth.
Calculating the estimated Numbers of transformers per Annum.
ASSUMPTIONS:
Industrial Demand is neglected .
o it could increase the demand by minimum 10-25%
Replacement of Oil distribution Transformers Is not included.
o It could increase the demand by significant value.
The only use for the Cast resign transformer is in Residential, commercial and
public services (X-load).
o Xload = Residential +Commercial and public services + others.
Transformer Capacity is 1.6 MVA.
o Dividing by 1 MVA could increase the number that result market capacity
in M€ increase.
o Formula =
P.F = 1, hence KW=KVA.
o Which could increase the number if we the power factor decrease.
Market Capacity Assumption.
o End customer selling price = 32,000€ ―min. price‖.
o Market Capacity = No. of Trans. × 32,000€.
2009 2010 2011 2012 2013 2014 2015 2020
X-load consumption (GWH) 13.5 15.3 18 19.6 21.4 23.4 25.3 38.7
Total Load 20.6 25.4 31.6 35.3 39 43 46.9 72.2
X-load percentage of the total load 0.66 0.6 0.57 0.56 0.55 0.5 0.54 0.54
Total Generation GW 5.5 6.6 7.7 8.7 9.8 10.9 12.3 19.3
Gen. Power for to X-load (MW) 3634 3941 4363 4844 5383 5913 6622 10306
Annual Market size 300 336 331 443 2301
10. (No. of transformers )
Annual X-load size (No. of trans ) 264 301 337 331 443 2303
Annual industrial Load (No. of trans) 66 75 84 83 111 576
Total number of Transformers 330 376 421 414 554 2878
X-load Market Capacity in Million € 9.6 10.75 10.59 14.2 73.7
Min. Average Annual Market Capacity for X-load = 11 Million €.
Min. Accumulative Market Capacity 2011 to 2010 = 119 Million €.
4.3.2 Market Trends
The main market trend in the Transformer is the Cast Resin Transformer CRT (Legrand
- Zucchini), while this trend is much higher in cost that the Open Ventilation Dry Type
Transformer (Prolec - GE), and OVDT excel in the electrical characteristics, Which
makes the OVDT as an alternative product that could posses high market share in case of
good introduction to Kahramaa.
Since Kahramaa is studying lately the different characteristics of Dry-type transformers
and how they could minimize the losses in the network, which impact the specification of
the CRT massively result a leap in the manufacturing cost. On other hand OVDT posses
low losses with cheaper price.
4.4 Industry Analysis
4.4.1 Buying Patterns
The Buying behavior of the electrical contractors in Qatari market varies with respect to
the size of the contractor and the number of project on his hand. That result 2 main types:
Piece by piece buying behavior.
Large scale project Buying Behavior.
o Range from 15~25 transformer per project.
4.4.2 Main Competitors
There are some main players in the market listed as follows:
11. Federal.
TESAR.
ABB.
Siemens.
IMEFY.
Others.
They are approved from Kahramaa on both New specs for cast resin transformers that
posses low electricity loss.
4.4.2.1 Federal
Federal Transformers Company LLC (FTC), an ISO 9001:2000 Company was
established in January 1999 as a 100% National Company, promoted and wholly owned
subsidiary of Al Nasser Industrial Enterprises LLC which is the industrial arm of a
dynamic business group with diversified interests ranging from Oil Sector to Retailing.
The Company commenced commercial production in January 2000. Which is located in
Abu Dhabi.
KEMA approvals were obtained in the year April 2000 followed by ISO 9001
certification in August 2000.
The Company has supplied more than 18,000 Transformers to various utilities around the
world. Following are the list of few leading Organizations that have approved the
company's Transformers.
Approvals
ADWEA , Abu Dhabi. ED, Bahrain
ADDC, Abu Dhabi SEC, Saudi Arabia
ADDC, Abu Dhabi EDCO, Jordan
DEWA, Dubai MODES, Oman
MEW (FEWA), Dubai KPLC, Kenya
SEWA, Sharjah KNPC, Kuwait etc
QGEWC (Kahramaa), Qatar.
Production Capacity
Oil Filled Transformers: 5000 MVA
Package Substations: 400 Nos.
Dry Type Cast Resin Transformers: 1200 MVA
4.4.2.2 TESAR
12. History
TESAR, acronym for ―Trasformatori Elettrici Speciali Applicazioni in Resina‖ (Cast Resin
Special Power Transformers) - was founded in 1979 as a member of Eni Group, and was the first
in Italy to start the resin casting technique for power transformers.
In 1986 the company became propriety of a private group, and the product range expanded by
including instrument transformers.
In September, 2001 the new manufacturing premises in Chiaveretto, near to the main premises in
Chiassa Superiore, became fully operative.
Halfway through year 2008, the enlargement works of Chiaveretto premises began, and at the
same time the building of a new manufacturing unit was started in Castelnuovo, near the head
offices of Chiassa Superiore, as a step further in the company’s development plan.
Consider to be one of the most famous transformer manufacturers and suppliers in the GCC, also
it posses the cheapest among all of its competitors and their existence as follows.
UAE
TEZAR Office in Dubi Airport’s free zone.
o Tel: +971 42045 222/221.
o Fax: +971 42045 223.
o Person : Mr. Surrish C.Madhaf
Mob: +971 50 5697 454.
Gulf Pearl in Abu Dhabi
o Tel: + 971 2644 4575
o Fax: +971 2644 3348
Qatar
Engineering suppling.
o Tel: +964 4429800 / 4449925
o Fax: +964 4444586.
o Person : Pramud Kumar.
He is an Indian agent (Privet Corporate) which has been in business for
more than 12 years with a very strong relationship between him and
TESAR HQ in italy, with 2 sales men from his sales force dedicated for
the transformer.
Kuwait
El-Koppa Elzarkaa
o Tel: +965 392 3349/ 4800
o Fax: +965 3911009
4.4.2.3 ABB
ABB offers a full range of dry-type transformers with primary voltages through
72.5 kV in built according to all major standards including IEC and ANSI.
13. Transformers are manufactured in accordance with industry and international standards including
ISO 9001.
Qatar Contact:
Name : Thorsten Mathaeus
o Tel: +974 44253827.
o Fax: +974 4312630.
o Address: ABB Qatar LLC. Al-Baladiya Street 810 – Doha.
4.4.2.4 Schneider
It merely exist in the market.
4.4.2.5 SIEMENS
SIEMENS Transformers LLC, state-of-the art manufacturing facility in Siemens Group,
specialized in the design and manufacturing of high quality oil immersed & Dry type
Transformers and Package Substations. Beside manufacturing, we also provide quality service
for all electrical equipment being part of Distribution Substations
Manufacturing location:
ICAD II , Mussafah, Abu Dhabi ,United Arab Emirates
Annual production capacity: 3000MVA
Contacts
Phone:+971 2 5502062
Fax:+971 2 5502068
Email: ericjohn.obispo@siemens-transformers.ae
4.4.2.6 IMEFY
IMEFY spa arises from organizational and technical productive synergies of the best
international level.
IMEFY SL, Spanish company having its headquarters near to Madrid, that since 1973
manufacture oil filled insulated and then epoxy resin insulated transformers, maintaining during
the time an uninterrupted productive growth, capable to arrive to manufacture power
transformers with power rating up to 250 MVA and voltage up to 150 kV.
IMEFY SL is the first Spanish company and the third in Europe for the numbers of transformers
manufactured. The other partners offer a more than twenty-years experience in the Cast Resin
Transformers field, from the first pioneer experiments to nowadays. This experience is ensured
by two technician, Mr. Maggini and Mr. Toscanini, that has worked for all this time in the
medium voltage cast resin transformers designing and manufacturing field, indeed the
headquarter of IMEFY spa is located in Tuscany in the city of Arezzo.
14. Start this way IMEFY spa, cast resin transformers manufacturing company, that thanks to the
enormous know how at his disposal, is able to satisfy any kind of customer requirement.
Contacts:
Export Sales
o Mob: +39 349 3005481.
o E-mail: exportsales@imefy.it
5.0 Strategy and Implementation Summary
5.1 Value Proposition
The value proposition will differ according to the Product, that Madar is going to successfully
acquire it.
5.1.1 OVDT - GE
The main customer value proposition here is that he will have a product with better electrical
characteristics and cheaper cost. Also better delivery since the OVDT transformers are
manufactured in India.
5.1.2 CRT - Zucchini
The main customer value proposition here is that he will have a product with same electrical
characteristics as its competitors but with better prices, comparing to other brands of CRT
transformers.
5.2 Marketing Strategy
5.2.1 Positioning Statements
5.2.1.1 OVDT : Value Up and Cost down.
5.2.1.2 CRT : Italian Excellence.
5.2.2 Pricing Strategy
5.2.2.1 OVDT: Competition Pricing.
Using this strategy will be very useful, since the OVDT cost is
significantly lower than any CRT, which will result a good profit
margin.
5.2.2.2 CRT: Cost base strategy.
We will be forced to use this strategy because of the high
production cost of Zucchini, since they used to manufacture
Aluminum core transformer, and they are new with the copper core
15. transformer, that lead to a high manufacturing cost in the
beginning of the investment.
5.2.3 Promotion Strategy
The General Promotional strategy will be Pulling the customer to purchase our product through,
our marketing activities as follows.
5.2.3.1 The Launching Event
We should plan for a full day seminar, where we will host Big Brand companies like Nexans,
Legrand, GE and EATON. On other hand we should invite some newspapers like ―Business
today, Gulf business magazine …..‖ to cover the seminar. After words we follow our customers
with sever visits in order to have information about upcoming Bids, projects and pre-
qualification papers.
Main USP for the Seminar:
New Electrical Transformer Technological OVDT - GE.
New Cables Technology, NEXANS.
New systems. EATON.
Hints:
The consultancies should believe that they will explore a lot of new technologies and
understand better about the electrical field.
Nexans welcome the event massively.
Selection of the Top 30 contractors and consultancies has been selected.
Impacting Madar Buidling Material Brand Equity Massively.
Nexans, EATON and GE is willing to Pay a share in the cost of the seminar.
The launching Event will decrease the resistance for the sales and marketing personals,
also it will help him construct a very good relation with :
o Top 30 consultancies.
o Top 30 Contractors.
o Key Personals in Kahramaa.
5.2.3.2 Above the line Activities
Advertising Banners in Magazines quarterly.
News Papers Ads.
5.2.3.3 Direct marketing Activities.
Meetings with Key personals (Board member level)
For.
5.2.3.3..1 LEGRAND.
5.2.3.3..2 GE.
16. 5.2.3.3..3 EATON.
5.2.3.3..4 NEXANS.
Hint:
o The Meetings should be held with the regional
managers of each company.
o Meetings with Kahrama Personals should be on
Managerial levels.
5.2.3.4 Below the line Activities
Customized Invitation Cards for the launching event.
Customized Filling form for the seminar.
Seminar Giveaways.
o 10 Special Giveaways for Kahramaa personals and Top
consultancies.
o Valuable Giveaways for 200 attendees.
Product Profile.
o Contains all the Group activities in Gulf.
o Link between Madar and Al-Fozan.
o Product Ranges all over the Departments.
Catalogues:
o detailed comparisons
o Technical behavior analysis.
o Key advantages of the product should be illustrated.
Factories Business Trips ―Mr. Rafik Idea‖.
5.3 Sales Strategy
5.3.1 Sales Forecast
Giving the Market growth estimation as follows:
2009 2010 2011 2012 2013 2014 2015 2020
Annual Market size 300 336 331 443 2301
(No. of transformers )
Annual X-load size (No. of trans ) 264 301 337 331 443 2303
Annual industrial Load (No. of trans) 66 75 84 83 111 576
Total number of Transformers 330 376 421 414 554 2878
Sales Forecast % 10% 20% 30% 30%
Sales Forecast (No. of Transformers) 42 40 166 863