Vestas is considering participating in the Energy Europe 2014 conference and exhibition in Copenhagen from May 22-23. The document analyzes whether Vestas should participate and how to maximize the benefits if they do. It identifies stakeholders, risks, and objectives. The key stakeholders are competitors, customers, investors and employees. Risks include human factors, financial and technical issues. The objectives are to impress investors, suppliers and customers with a new product, attract new projects and participants, and outperform competitors. If Vestas meets these objectives through an attractive presentation and booth showcasing innovation, the participation will be deemed a success.

1. Vestas at Energy Europe 2014
Armstrong Nkimih, Pernille Korné Pedersen, Dominika Žilová
VIA UNIVERSITY COLLEGE - GROUP 3 – CHARACTERS: 9584

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Vestas at Energy Europe
Bella centre Copenhagen
22-23 MAY 2014
plan of conference and exhibition

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Table of contents
1 Introduction - 4 -
1.1 BACKGROUND INDRODUCTION OF VESTAS´COMPANY - 4 -
1.2 PURPOSE - 4 -
1.3 PROBLEM STATEMENT - 4 -
1.4 DELIMITATION - 5 -
2 Vestas Case - 5 -
2.1 PROJECT FOUNDATION - 5 -
2.2 STAKEHOLDER ANALYSIS - 6 -
2.3 RISK ANALYSIS - 7 -
2.4 BUDGET - 8 -
3 Conclusion - 9 -
4 List of Sources - 10 -

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1 Introduction
1.1 Background indroduction of Vestas´company
In August 2007, Vestas launched a new strategy to strengthen its market leading
position and emphasise the fact that wind power is an energy source on par with oil
and gas.At that time, Vestas had installed more than 33,500 wind turbines in 63
countries on 5 continents.
Vestas was founded in 1898 and has since went bankrupt and had to sell large parts
of the company.
In 1986, a new company called Vestas Wind Systems A / S was founded exclusively
to focus on wind energy.Today, Vestas is one of Denmark's largest energy supplier,
and is known throughout the world.
A major dilemma for Vestas is that they would like to support Danish growth in green
tech, energy efficiency and renewable energy. On the other hand Vestas kill Focused
on Reducing costs.
Through this analysis we will find out if we think that Vestas will participate in the
ENERGY EUROPE 2014 and it could help, to help their dilemma.
1.2 Purpose
The first purpose of proposed plan is to make a decision if Vestas should participate
at Energy Europe which takes place in Bella centre in Copenhagen. The Energy
Europe exhibition will be on 22-23 May.
The next aim of the project is to bring outcome how and what Vestas should present
at Energy Europe if they participate, find out who the stakeholders are and bring
solutions to possible risk situations which could happen.
As we know possible risks which that kind of situation can bring, we also can prepare
some preventive actions what could help us to show our professionalism and confirm
our leading position in wind power solution.
1.3 Problem Statement
As we have already mentioned that the main purpose is to find out if we should
participate at exhibition (Energy Europe) we have to define the fundamental
problems.
In pursuance of stakeholder analysis, risk analysis, defining of our competitors and
some more kinds of analysing we bring out the solution that we should participate.
So there the question comes: What should Vestas company do to get the most
out of participation at Energy Europe?

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1.4 Delimitation
Vestas have choosen JYSK DISPLAY because of their responsible attitude to be on
time so we do not find any important need of a Gantt chart (for exhibition) as all finish
dates of the elements of a project will by done on time by JYSK DISPLAY.
2 Vestas Case
2.1 Project foundation
Objectives
As we mention before the main objective of the project is to make decision of Vestas´
participation at Energy Europe 2014. As we have decided that Vestas should attend
exhibition as an exhibitor there are others important objectives as :
 to find out how to impress:
 investors
 suppliers
 customers/consumers
 to get project participants
 “beat” the main competitors.
Deliverables and project implementation
After discussion about how to fulfil given objectives we decided to do following:
 to impress our (new) investors/ (new)suppliers/ (new) customers we have to:
 get attractive “look” at exhibition
 come out with new product
 show our innovative technology/ design
 show our interest in new way of thinking “Think Green”.
 to get reliable project participants we have to:
 get participants with experience from previous years of exhibition (so
they are already skilled )
 bring 1-2 new participants who are going to learn from “old” ones to be
prepared for risk of potentional losses (illness, absence, etc.)
 bring participants from “inside” of the company (engineers, designers,
etc.) to present better explanation (“how it works”) on presentation.
 to “beat” the main competitors we have to achieve both previous objectives.
For meet our objective to impress we decided to do these steps (plan):
 choose “the right place” in Bella Centre
 make a budget
 prepare program of presentation include:
 identify the target group: community in a large suburb
 communication strategy:

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- make a simple attractive presentation
- make a demo of the old and new “mill”
- “wind –booth”
- prepare correct and new information
- direct information.
 message: “Wind. It means the world to us.”
 choose participants as:
 CEO
 Engineer
 Designer
 Sales manager.
Success Criteria (fulfilment of objectives)
The success of Vestas participation depends on many factors (marketing, brand
name, organisations, etc). One of them is how we met the objectives and if we are
responsibly prepared for every situation (risk! which could happen.
If we have met our objectives we can evaluate that after exhibition by the number of
new customers/investors/distributors and etc.
Another criteria to achieve is budget for the project which is optimized and will not
effect the running of the company or its employees.
2.2 Stakeholder analysis
As we want to have better overview of the situation Vesta is in (participation at
exhibition) the stakeholder analysis is one of the most important steps then.
Stakeholder and therefore someone who has kind interest in our project or influence
the realisation of the project somehow has an important role to help us to make right
decision reflecting the objectives we mentioned before.
There are as you can see in appendix 1 many possible stakeholders but from
analysis we could say that stakeholders with the biiggest influence/interest in our
project are following:
 Project participants
 Media/ Organisations
 Employees
 Suppliers
 Investors
 Customers
 CEO
 Competitors (stakeholder analysis report to the biggest influence).
Similar to the other things everything has its positive and negative side too. Through
this analysis we can see the pros and cons of stakeholders and also bring out some
solution to prevent unexpected and unwanted situations (see appendix 1).

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After stakeholders analysis we discovered that competitors are the most important
stakeholders and as we defined one of our main objectives of participating at
exhibition is to “beat” the competitors we have to conseder about their pros and cons
well.The preventive action then is simple and logical : We have to do our best and
be one step forward before competitors.
2.3 Risk analysis
Risk Analysis (see appendix 2) can be complex, as we'll need to draw on detailed
information such as project plans, financial data, security protocols, marketing
forecasts, and other relevant information. However, it's an essential planning tool,
and one that could save time, money, and reputations.
First we have to identify the existing and possible threats that we might face. These
can come from many different sources, for instance:
Human – An employee could be come sick or in other ways unable to participate.
Operational – Disruption to supplies of items for the stand.
Project – Spending too much money/going over the budget. Or some tasks is taking
to long to finish.
Financial – Not enough money for the project.
Technical – Technical failure at the event, so the presentation can't be showed.
Structural – If some construction goes wrong with the new windmill, or something
with the stand goes wrong.
We have to take these threats to consideration, and think about what we can do to
provide these threats to become a reality.
To do that, we will have estimate the risk by calculating both the likelihood of these
threats being realised, and their possible impact.
For us it would probably be relevant to know which threats that we might have to
focus most on.
To do that we will have to use and Risk Impact/Probability Chart to get an overview.
“Human” are placed at High Impact/Medium Probability because it has high
importance if an employee calls in sick, but the probability of occurrence happens is
not that high as it rarely happens that an employee is so ill that he/she can’t attend.
We have put "Operational" at high importance and low probability because Bella
Center is used to having large events and knows the importance of things are in
order and on time.
And the items for the stands are probably some they have stored.
"Project" is placed as high importance and medium probability, as it is important not
to exceed the budget, but the likelihood that it's going to happen is present.
"Financial" is also placed high importance and medium probability, as it has a total of
crucial importance for Vestas participation to this event, but because of the financial
crisis, which has also had an impact on Vestas, it is not sure that such an event is
prioritized high in budget.
During the event there may be a power failure, or it may be that it was not possible to
provide the necessary stuff, so we have decided to place the "Technical" as medium
importance and medium probably, because if the screens do not work, then it is not

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possible to show our presentation, but since we have employees who can tell the
potential customers about the products, we have not chosen that it has a high
importance to us. And the likelihood that things do not work or is not possible to get is
not very large as written before under the "Operational".
"Structural" is placed under high importance and low probability because we, as
mentioned before, expect to Bella Center have mastered to provide the necessary
stuff that could build the stand.
We can now see the threats we must be most aware of. And also from sample to
have a plan B ready if something goes wrong.
2.4 Budget
The event will take place in building of Bella centre in Copenhage on the 22-23 May
2014 and we decided to use stand space of about 40 square meters and need to pay
a registration fee (inc.partial catalogue) and it makes together 75 480 DKK.
The shell, furnishing and water with refreshments 91 444 DKK.
The other expenses we need for promotion are leaflets, presentations, catalogues
and the demo model of wind “mill” to show “how it works” and it will cost us 3000
DKK.
We are not planning to hire externals workers (participants) only internal employees
from our company as CEO, designer, engineer, sales manager and there will be one
“emergency” employee who will be there in case we will loose one of previous four
mentioned above. They will be paid as for overtime 24-hours work and that will cost
us 115 800 DKK.
The estimated budget for Vestas participation is in total 115 800 DKK.

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3 Conclusion
Based on our analysis, and based on past experience which Vestas has had with
ENERGY EUROPE 2013 (from press release from the power point presentation), we
believe that Vestas should participate in the ENERGY EUROPE 2014.
We think that the stakeholders that we believe are important for Vestas participates in
ENERGY EUROPE 2014 have enough pros and partly major importance for Vestas
to participate.
With Vestas new, quiet, wind mill, there should be a good chance that Vestas will
attract the attention of the target group, which we have chosen (larger suburbs), to
the event when the idea of supporting the "green environment" and investments
leading to savings in the long term, is very attractive for municipalities.
We can also see based on our risk analysis that directly shouldn’t there be any bigger
risks and probabilities that could be a problem for Vestas to participate in the
ENERGY EUROPE 2014.
When you look at our budget for participation in the ENERGY EUROPE 2014, it's not
a massive amount that Vestas should use to participate.
We believe that our ideas, such as: the presentation/movie of Vestas new windmill,
demo of the windmill and the demo where the potential new customers can hear the
difference between the noise of the old windmill and the new, helps the new potential
customers to choose to invest in this.
Commented [1]:
The link: https://studienet.via.dk/Class/MM32-ORG-
A13/_layouts/PowerPoint.aspx?PowerPointView=ReadingVie
w&PresentationId=/Class/MM32-ORG-
A13/Session%20Material/Project%20Management%20Works
hop%20-%20Day%201%20-
%2027.08.13.ppt&Source=https%3A%2F%2Fstudienet%2Evi
a%2Edk%2FClass%2FMM32%2DORG%2DA13%2FSitePage
s%2FHome%2Easpx&DefaultItemOpen=1

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4 List of Sources
http://www.vestas.com/
http://www.bellacenter.dk/Files/bcfiler/Bella%20Center/Downloads/TUSOrder2013.pd
f

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Enclosure
Appendix1

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Appendix 2

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Appendix 3
Stand space rental price/sqm 40*1850 74000
Registration fee incl. partial catalog 1480
Shell:
Walls price/sqm 40*376 15040
Celling schell scheme price/sqm 40*186 7440
Chipboard floor Price/sqm 3*324 972
Lift rental price/hour (Also for dismantling) 6*210 1260
Fascia board (need two so it can be seen from
both sides)
2*370 740
Signage: 16 cm letters 12*29 348
Other advertising material 1500
Furnishing:
Pomp 3*682 2046
Chairs 8*896 7168
Tabels 2*1252 2504
Counter Units 2*478 956
Lighting and electricity 4*9835 39340
Carpet Price/sqm 40*82 3280
Projector and Screen 7450
Plants/flowers 1500
Water and refreshments 1400
Salary: Engineer 24- hours overpay for 4
employees
Designer 4*24* 130 12 480
CEO
Sales manager
"emergency"
employee
Demo of wind mill: 1*1500 1500
TOTAL COST 115800