A l'heure ou Internet grignote des parts de marchés au commerce physique, le décodage de points de vente réussis et la prise en compte des nouvelles attentes des consommateurs permettent de définir les conditions nécessaires, à la réussite d'un point de vente aujourd'hui .
Généralités et fondements sur la politique de produit à l'international
Avantages/Inconvenients
Adaptation technique
Adaptation commercial
Standardisation
Marketing opérationnelle
Action commercial
Manejo integrado de pragas, insetos e nematoides na cultura da cana de açucar, identificação da praga e seus danos causados e método de controle indicado.
INTRODUCTION
I. MONDIALISATION DE L’ECONOMIE
II. STRATEGIE INTERNATIONALE DE L’ENTREPRISE
III. LES MODES D’IMPLANTATION A L’ETRANGER
IV. LES ENJEUX DU MARKETING INTERNATIONAL
V. L'ETUDE DES MARCHES ETRANGERS
VI . LES 4 P DU MARKETING MIX:
LA POLITIQUE DE PRODUIT
LA POLITIQUE DE PRIX
LA POLITIQUE DE DISTRIBUTION
LA POLITIQUE DE COMMUNICATION
CONCLUSION
Nesta apresentação, é possível conhecer em aspectos gerais, a importância do manejo de pragas, além de características de identificação e danos causados pelas principais pragas que atacam as culturas do Sorgo e Milheto e controles recomendados.
A ocorrência de pragas é um fator limitante nos sistemas de produção agrícola. Para o controle, é fundamental avaliar a lavoura e reconhecer possíveis insetos que tem potencial de causar prejuízos.
O MIP é uma estratégia eficaz no controle de pragas, ao utilizar corretamente as táticas de manejo, é possível manter o equilíbrio do ambiente e preservar os inimigos naturais, diminuindo consideravelmente o uso de defensivos químicos, contribuindo para uma produção sustentável.
A cultura de sorgo e milheto vêm apresentando grande significância para o mercado interno de grãos no Brasil atual, principalmente no momento da segunda safra ou popularmente conhecida como safrinha. Por este motivo, as doenças vêm se expressando cada vez mais e com elas a necessidade do manejo correto dessas culturas, a fim de maximizar a produção. Nos slides há uma sequência das principais doenças e seus respectivos manejos relativos a sorgo e milheto.
Reliable market sizing doesn't have to be as complicated or painstakingly slow as you think. This presentation offers a quick overview of the art and science of market sizing, and offers a step-by-step guide on how to conduct seven fast market sizing approaches.
A l'heure ou Internet grignote des parts de marchés au commerce physique, le décodage de points de vente réussis et la prise en compte des nouvelles attentes des consommateurs permettent de définir les conditions nécessaires, à la réussite d'un point de vente aujourd'hui .
Généralités et fondements sur la politique de produit à l'international
Avantages/Inconvenients
Adaptation technique
Adaptation commercial
Standardisation
Marketing opérationnelle
Action commercial
Manejo integrado de pragas, insetos e nematoides na cultura da cana de açucar, identificação da praga e seus danos causados e método de controle indicado.
INTRODUCTION
I. MONDIALISATION DE L’ECONOMIE
II. STRATEGIE INTERNATIONALE DE L’ENTREPRISE
III. LES MODES D’IMPLANTATION A L’ETRANGER
IV. LES ENJEUX DU MARKETING INTERNATIONAL
V. L'ETUDE DES MARCHES ETRANGERS
VI . LES 4 P DU MARKETING MIX:
LA POLITIQUE DE PRODUIT
LA POLITIQUE DE PRIX
LA POLITIQUE DE DISTRIBUTION
LA POLITIQUE DE COMMUNICATION
CONCLUSION
Nesta apresentação, é possível conhecer em aspectos gerais, a importância do manejo de pragas, além de características de identificação e danos causados pelas principais pragas que atacam as culturas do Sorgo e Milheto e controles recomendados.
A ocorrência de pragas é um fator limitante nos sistemas de produção agrícola. Para o controle, é fundamental avaliar a lavoura e reconhecer possíveis insetos que tem potencial de causar prejuízos.
O MIP é uma estratégia eficaz no controle de pragas, ao utilizar corretamente as táticas de manejo, é possível manter o equilíbrio do ambiente e preservar os inimigos naturais, diminuindo consideravelmente o uso de defensivos químicos, contribuindo para uma produção sustentável.
A cultura de sorgo e milheto vêm apresentando grande significância para o mercado interno de grãos no Brasil atual, principalmente no momento da segunda safra ou popularmente conhecida como safrinha. Por este motivo, as doenças vêm se expressando cada vez mais e com elas a necessidade do manejo correto dessas culturas, a fim de maximizar a produção. Nos slides há uma sequência das principais doenças e seus respectivos manejos relativos a sorgo e milheto.
Reliable market sizing doesn't have to be as complicated or painstakingly slow as you think. This presentation offers a quick overview of the art and science of market sizing, and offers a step-by-step guide on how to conduct seven fast market sizing approaches.
To download the editable version of this document, go to www.slidebooks.com
Market & competitor analysis template in PPT created by former Deloitte & McKinsey management consultants and talented designers.
The following presentation is a version from a business plan development workshop conducted by Biruwa Ventures at Thames College, Kathmandu on January 11, 2012. Biruwa conducts similar works on issues related to business in colleges across Nepal.
If you are an entrepreneur in Nepal, this is a must see presentation for you.
Broad analisis of the biggest company in the world. It includes WalMart history, internal and external analysis and a focus on WalMart's internationalization with some suggestions for the future.
Entrepreneur 3: Marketing Plan, Strategies, Distribution and ChannelsBernard Leong
The 3rd lecture focus on the marketing plan which constitues part of the business plan with an introduction to the concept of marketing, strategies, distribution and channels. Another important thing that we want to inculcate the use of social meda for start-ups and how this might help to spread the message.
This presentation outlines two main startup/business development models: product development model, customer development model. The right methodology is to use both at the same time with constant feedback and learning.
You never get a second chance at a first impression. Early-stage ventures seeking investment need to know how to target, locate, approach, and close with venture capitalists, angels, and strategic investors. Hear first-hand a successful pitch from an entrepreneur who has closed a funding round (or two) and how the company’s pitch evolved over time.
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
What are the main advantages of using HR recruiter services.pdf
Course 7 - Market Size
1. Class 7
What’s the Idea and
How Large is the
Opportunity
Antofagasta, Chile, June 2011
www.de-pe.com @depeteam
With the Support of:
1
2. INDEX
• Customer Development Process Review
– When to move out of Customer Discovery & Customer
Validation
• Your business strategy
– Identify your market
• How to size the market
– Market Analysis Questions
– Top down vs. Bottom Up
• Examples
10. Impacto Social
• Responsabilidad social -
comercio justo
• Asociaciones con ONGs
para promover
programas de
educación sanitaria
• Impacto tangible en
comunidades de
artesanos
14. The Goal
To determine if there are customers and a
market for the vision that is developed by the
founders and the product development team.
– Not to gather feature lists from perspective
customers, nor is it to run lots of focus groups.
15. The Goal
Find out who the customers for your product are
& whether the problem you believe you are
solving is important to them
16. The Goal
Customer validation proves that you have found
a set of repeatable customers and a market who
react positively to your product
17. The Goal
Create end user demand and scale that demand
into the company’s sales channel.
Key Marketing Spending & Where you take
investment.
18. The Goal
Transitioning the organization from one that is
designed for learning and discovery to a well-
oiled machine engineered for execution.
20. Discovery & Validation
Tells you the following
• Verifies your market
• Locates your customers
• Tests the perceived value of your product
• Identifies the economic buyer
– who’s budget pays for your product - different from user in some cases)
• Establishes your pricing and channel strategy
• Checks out yours sales cycle and process
21. Discovery & Validation
•
?
Have we identified a problem a customer wants solved?
• Does our product solve these customer needs?
• If so, do we have a viable and profitable business model?
• Have we learned enough to go out and sell?
23. Don’t be these guys
• Fastoffice, 1994
– Raised 8 million USD
– 18 months development
– Product: a device that would offer fax, voicemail,
intelligent call forwarding, email, video and phone
calls
Product Price: $1395
Great Product, Raw Market
24. Your Strategy
Existing Resegmented
New Market
Market Market
Customers Existing Existing New/New Usage
1. Cost, 2. Perceived Simplicity and
Customer Needs Performance
need convenience
1. Good enough at the Low in “traditional
low end attributes,”
Performance Better/faster
2. Good enough for improved by new
new niche customer metrics
Existing, Non-consumption /
Competition Existing Incumbents
Incumbents other startups
1. Existing
Existing
Risks Incumbents, Market Adoption
Incumbents
2. Niche Strategy Fails
26. Market Sizing Analysis
Questions
1.What does the venture do “best”, and
more importantly, “better” than others? –
2.Who will pay for the venture’s offerings,
and are there enough such players ready
to pay?
3.How much are potential customers
currently paying for similar offerings/
needs?
27. Market Sizing Analysis
Questions
4. How much value is the venture delivering to
customers, and how much will they be
potentially ready to pay for its offerings?
5. Assign a number to the value you are delivering
to customers. Is it critical. Is your offering saving
them $100 or $20?
6. Do the economics work out in the target
customer base?
28. Market Sizing Analysis
Questions
7. How much value or “wallet share” is the
venture capturing out of the client’s budget?
8. Who is the venture’s REAL competition?
• For Coke and Pepsi, more than each other,
their competition is with the homemade lassi,
nimbu pani, juices and even drinking water.
29. Market Sizing
• Market Sales Potential (MSP)
– Prospective Buyers (B) * Quantity Sold (Q) * Price (P)
• The main purpose of market sizing is used
– To inform business viability,
• specifically go/no-go decisions,
– Key marketing decisions
• pricing of the service or marketing tactics to increase usage.
– Preliminary estimate of the level of operational and
technological capabilities required to service the
expected market.
30. The Cost-Revenue Model
Profit
Revenue Cost
( Price X Quantity )—( Fixed + Variable )
• Price • Customer • Capital • Labor
discrimination segmentation equipment • Materials
• Changes in — New/existing • Land • Energy
pricing — Loyal/ • Buildings
structure switchers
• Viability of • Channel
pricing over restrictions or
time temporary
• Discounts or disturbances
couponing • Changing
• Competitor’s consumer
pricing demands
31. Market Sizing Methods
• Top-down Approach
– involves defining a “universe” target market and
applying various filters that continually reduces
the figure to an estimation of the total
addressable market
There are a billion people in China; 70% of them do
not have 20/20 vision; eyeglasses sell for $20 a pair;
our addressable market is therefore $14 billion.
32. Market Sizing Methods
• Bottom Up Approach
– Sizes a market using projections of individual clusters.
– First, identify the customer segments it intends to
reach, and then make estimates of their size and
growth.
Our retail location at Dongsnhuan in Beijing gets 2500 passersby
each weekday. Average conversion rates for retail opticians are
0.8%, so we project selling 20 pairs of glasses a day. We can open
20 locations in a year, so by year's end our annual revenue run
rate will be $1.7 million.
34. Top-down approach
Starts with an
Universe estimate of the overall
market and then
Filter A evaluates the (limited)
successive proportions
that it intends to
Filter N
reach.
Estimation of Total
Addressable Market
35. Government plans to distribute social
payments to rural farmers through mobile
phones
• Universe = any adult in a rural area
– 20 million adults.
• Out of these, 20% are farmers.
• Payment only works for people with mobile
phones, this equates to 70%
• 40% of these, qualify based on crop revenues.
20,000,000 adults * 20% farmers * Market Potential
70% (mobile ) * 40% (qualify) 1,120,000
36. How many pairs of boxers are
sold in the UK each year?
0-10yrs old
7.5 potential buyers
No boxers users
10-20yrs old 20-40yrs old 40-80yrs old
3.25 mn potential buyers 6.5 mn potential buyers 13 mn potential buyers
75% wear boxers 50% wear boxers 50% wear boxers
3 million users 3.2 million users 6.5 million users
3 pairs/year 4 pairs/year 3 pairs/year
3 pairs / yr 4 pairs / yr
# boxers sold to men 9.5mn users 3.2mn users 41 million boxers
user user
36
38. Bottom Up Approach
The problem with a top down approach
• Includes different customer segments
• Ignores variables such as operational
constraints
The bottom up forecast is more robust and both
should be included when evaluating the size of
your market.
39. Methodology
1. Our product/service will save (audience) a lot of money.
– We estimate $X per year based on current spending for this
product/service.
2. An average customer will spend $X per year with us
because they spend three times that now.
3. Using (example) sales as a proxy (such as copier sales) we
think that our average sales rep can make 10 cold calls per
day and develop 3 solid leads per week.
– Of those, the rep can close 2 per month.
4. At a 2 per month closing rate per rep, that's $Z on an
annual basis.
– Here's a table of the cash flow based on this: (TABLE)
40. Methodology
5. Using our experience in (market) as an analog, we
estimate that customers will stay with our product for
3.5 years.
6. If we time these cash flows correctly, we can hire 5
new reps per month.
– Assuming 90 days to train them and a maximum of 15
reps, here's a table of what we will look like at a full up
run rate.
7. Notice that at about 36 months our hit rate drops off
and our development $ go back up.
– By this time we anticipate competitive pressure and we
will use leads acquired per day and time from
conversions to sales as an early warning metric.
41. Key Points
1. Make sure to ask the right question to size
the market as accurately as possible
2. Estimates are only as good as the quality of
the information
3. Willingness to purchase and competitor
moves are highly subjective
4. Offer ranges rather than point estimates.
43. Example 1
• A typical customer will pay us $1,000/year
• We’ll hire five sales reps
– Each rep will sell 10 per month
• We’ll lose a certain percentage of customers per
year
• We’ll up-sell a certain percentage of customers
• With this math we’ll add approximately $600,000
in annual recurring revenue per year assuming
customer dropoff and up-sell equal out
44. Key Key Value Costumer Costumer
partners activities proposition relationships segments
Live- Makes
Stream events Social Media
Sponsors for Events
booth Photos more fun
Electronics Print Branded Direct
Photostrips Venues
Memories Marketing
on-site
Manufacturers Follow
Events Production
Key resources Live Channels Companies &
Ad agencies
Printer Supply Booth
Deep
Companies Electronics Production
Brand Wedding
Simple Interaction Companies Sites
Enclosure & Agencies
Word of Transport by
Custom Sales People
SW Mouth
Cost structure Revenue streams
10% to
Fixed Printer execute the
deal Rental Booth Sale
Supply Cost
10% to close Up-Sell
the deal
www.businessmodelgeneration.com
45. Startup Metrics - StudioSnaps
Adquisición - Reuniones Friend Network->Email Introduction: (3/mo.) ;
2 (67%) ; 1 (20%) ; .5 (10%) Cold call (5/mo.) ; Cold E-mail (5/mo.)
13 total
Activación – Booking
Bookings obtained from meetings
1 (50%) ; 1 (100%) ; 1 (100%)
Retención
Time will tell
(TBD)
Ingresos
Everyone pays & ½ up front
(100%)
Referidos
2 (200%) ; 1 (100%) Referral Business
; 1 (100%)
5.5 bookings / mo.
(.70*5.5* 450.000+.30*5.5*
70% Simple Rentals – 450.000
1.700.000)*12 = 54.450.000 CLP/yr
30% Full Activation – 1.700.000