This document provides a business plan for a proposed vintage watch company. It includes sections on the introduction, development plan, marketing plan, sales plan, operations, and financial plan. The introduction outlines the vision, mission, and objectives to become the number one Indian watch brand globally with customized products. The development plan details the product development process. The marketing plan discusses the target market segmentation, positioning, marketing mix, and competition. The operations section covers the organizational structure, manufacturing process, and risk mitigation strategies. The financial plan includes sales and cost forecasts projecting growth over the first three years.
Summary of Blue Ocean Strategy and tools. To be used as a quick reference of the concepts and tools. Not a replacement to reading the book (www.blueoceanstrategy.com)
Summary of Blue Ocean Strategy and tools. To be used as a quick reference of the concepts and tools. Not a replacement to reading the book (www.blueoceanstrategy.com)
24 key practices for creating and delivering globally competitive products & ...CompellingPM
The history of innovation and new products includes many examples of “supposedly great ideas” that were never able to achieve commercial success. The key reason is that these products were driven by an internal focus and then the companies hoped that marketing and sales could figure out to whom they could sell it. While occasionally successful, this approach is not a recipe for long-term growth and success.
The proven approach for achieving this success is by creating and delivering market-driven products and services. To do this, companies must consistently do the following:
• Identify a Compelling Market Opportunity – identify a problem that is significant enough that many buyers are willing to pay money to solve it.
• Deliver a Compelling Solution – deliver a competitive and differentiated solution in a timely manner that solves the market problem.
• Build a Compelling Market Development Strategy – create market messages and conduct appropriate marketing activities that resonate with the buyers in the target market, motivating them to solve their problem by purchasing the products/services.
There are 24 Key Practices that have been identified that, when appropriately implemented, ensure that companies have a consistent and repeatable methodology for delivering market-driven products and services that lead to commercial success.
New Product Development was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Since CPED has modified its mission to focus on leadership and management training, this and other marketing classes have been discontinued. Therefore I am providing this for your individual education.
A version of this presentation with embedded hyperlinks to YouTube videos and other educational sites is available through my website, BrainSnacksCafe.com.
Enjoy!
Principles of Marketing, by Kotler, Philip; Armstrong, Gary. This chapters focuses on developing new products and managing products through their life cycles.
24 key practices for creating and delivering globally competitive products & ...CompellingPM
The history of innovation and new products includes many examples of “supposedly great ideas” that were never able to achieve commercial success. The key reason is that these products were driven by an internal focus and then the companies hoped that marketing and sales could figure out to whom they could sell it. While occasionally successful, this approach is not a recipe for long-term growth and success.
The proven approach for achieving this success is by creating and delivering market-driven products and services. To do this, companies must consistently do the following:
• Identify a Compelling Market Opportunity – identify a problem that is significant enough that many buyers are willing to pay money to solve it.
• Deliver a Compelling Solution – deliver a competitive and differentiated solution in a timely manner that solves the market problem.
• Build a Compelling Market Development Strategy – create market messages and conduct appropriate marketing activities that resonate with the buyers in the target market, motivating them to solve their problem by purchasing the products/services.
There are 24 Key Practices that have been identified that, when appropriately implemented, ensure that companies have a consistent and repeatable methodology for delivering market-driven products and services that lead to commercial success.
New Product Development was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Since CPED has modified its mission to focus on leadership and management training, this and other marketing classes have been discontinued. Therefore I am providing this for your individual education.
A version of this presentation with embedded hyperlinks to YouTube videos and other educational sites is available through my website, BrainSnacksCafe.com.
Enjoy!
Principles of Marketing, by Kotler, Philip; Armstrong, Gary. This chapters focuses on developing new products and managing products through their life cycles.
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.
Eng - Company Profile TrustPartners Nov 2010TrustPartners
We support the innovative and successful Top Management during all its strategic and operational actions, to achieve sustainable economic and value growth; in particular we operate into 3 main areas:
- Business Planning & Strategy
- Performance Management
- Organization
We operate in Italy in the following industries:
- Gaming and Gambling
- Pharmaceutical and Life Cycle Management
- Tobacco
The course project of Jonkoping International Business School students aiming to develop the business idea from the scratch to a complete business plan.
Selling the Future
Prof Deva Rangarajan
Just when companies were able to convince their salespeople about selling solutions, a recent study pointed out to the fact that solution selling was dead. This combined with the research on procurement professionals that suggests that face to face transactional selling was a waste of time indicates that sales organizations need to rethink their approach towards equipping their sales force with the right tools to be successful. In this session we will focus on tactics used by successful salespeople.
Overview of Samsung corporation and its mobile devision, and my recommendations for improving its market share in the United states. Brandon Means. Markting 350- Internet marketing
Presentation on Johnson Controls new brand positioning for sustainability, values, and ethics.
Learn more about Sustainable Business & Design at: http://sustainablelifemedia.com
Padilla Beyond Clips Clicks And Hits 040110tonyjmorse
A New Look at Measurement:
What's the Value of Your Marketing
and Communications Investments?
During a challenging economy, every dollar spent on marketing and business communications is open to scrutiny. So measuring the effectiveness and impact of these programs is more important than ever.
Yet even with today's advanced technology and tools, many organizations aren't sure how to determine the value, effects and relative return on their communications efforts.
This presentation includes insights on the best strategies, methods and tools to help you calculate the value of your communications investments – and make the most of your marketing spend.
You'll Learn:
• Common mistakes of measuring results.
• Shifting from measuring what can be measured to measuring what's important.
• The best new and traditional tools to benchmark and track performance.
• How to focus on activities that shorten the sales cycle.
4. VISION & MISSION
•To be world class, innovative and
progressive organization.
•To create wealth for all our
stakeholders by building highly
successful businesses based on a
customer-centric approach.
5. OBJECTIVES
• To make vintage watches the number
one selling Indian watch globally.
• Most efficient customized product based
on consumer demand.
• To achieve major share of the market.
6. MAIN FEATURES
Musical
Alarm
MP3 player Health
Customization Check
Recorder
8. LICENSE
1.Incorporating The company:
• Name approval.
• Director Identification Number (DIN).
• Digital Signature Certificate (DSC).
• Memorandum and Articles of Association.
2.Certificate of Incorporation:
• Permanent Account Number (PAN).
• Tax Deduction Account Number (TAN).
3.Income Tax related compliance.
4.Other Tax compliance.
5.Labor Laws
9. ORGANIZATIONAL STRUCTURE
BOD
VP VP
VP HR VP DESIGN
FINANCE MARKETING
DIRECTOR OF FINANCE CREATIVE SALES
PURCHASING HEAD HEAD MANAGER
ART MARKETING
DIRECTOR HEAD
STAFF
10. DEVELOPMENT BPLAN
IDEA GENERATION
IDEA SCREENING
CONCEPT DEVELOPMENT AND TESTING
BUSINESS ANALYSIS
PRODUCT DEVELOPMENT
TEST MARKETING
COMMERCIALIZATION
13. MANPOWER
WORKERS NO OF
WORKERS
SKILLED 4
WORKERS
UNSKILLED 6
WORKERS
14. SWOT ANALYSIS
HELPFUL HARMFUL
STRENGTHS
INTERNAL
•Quality
•Commitment to excellence
FACTORS
•Manage Demand
EXTERNAL •Advertisement
•Unique features
•Innovation is core to
its Strategy.
OBJECTIVES •Excellent customer service
15. SWOT ANALYSIS
Helpful Harmful
WEAKNESSES
Internal
•Positioned as a fashion wear
rather than just utility products.
FACTORS
•New to the market and
Untested market.
External
•Existing products and
competitors.
OBJECTIVES
16. SWOT ANALYSIS
Helpful Harmful
OPPORTUNITY
Internal
• New entrant.
FACTORS
•With a changing consumer
attitude, people like to possess
multiple watches for different
External
occasions and events.
•Maintain exclusivity of the brand
OBJECTIVES
17. SWOT ANALYSIS
Helpful Harmful
THREATS
Internal
•Economic Slowdown
•Entrants of new
FACTORS
Competitors
•The fashion trend keeps on
External
changing
•Desirability diminished relative
to other luxury brands.
OBJECTIVES
20. MARKET SEGMENTATION
Using the Geographic & Demographic
variable we have segmented the market
into the western belt that is the states of
Gujarat, Maharashtra, and of Goa along
with India’s centre- metropolitan city Delhi.
21. MARKET SEGMENTATION BY
AGE
AGE PERCENT OF WATCH
BUYERS
10-17 3% upto 17
18-24
18-24 42% 24-45
45+
25-45 34%
45+ 21%
22. MARKET TREND
9%
10%
New Yuppies
Trend Yuppies
Older Adults
23% 58%
Other
23. MARKET TARGETING
•Our target market belongs to middle class.
•Target Customers: Customers who want
to make style statement through purchase
and use of accessories.
24. MARKET POSITIONING
•Statement of fashion
•Change the consumers perception
of watches
•The advertising, packaging and
merchandising is young, vibrant and ‘cool’.
We seek to differentiate on the basis of
superior style and attractiveness.
28. Sales Forecast
Sales Forecast
Year 1 Year 2 Year 3
Sales 40,50,000 48,81,000 56,74,000
Other 0 0 0
Total Sales 40,50,000 48,81,000 56,74,000
Year 1 Year 2 Year 3
Cost of Goods Sold 27,82,000 35,34,000 42,36,000
Returns 0 0 0
Total Cost of Goods Sold 2,05,00,000 2,50,00,000 3,05,00,000
29. Sales Forecast
Sales by Year
55,00,000
50,00,000
45,00,000
40,00,000 Sales
35,00,000
30,00,000
25,00,000
20,00,000
0
Year 1 Year 2 Year 3