EMBA Dissertation – 1101080127 and 1101080105 BUSINESS … · 2016-06-23 · EMBA Dissertation...

EMBA Dissertation – 1101080127 and 1101080105

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BUSINESS CONSULTANCY PROJECT

Title: “A Marketing Plan for a Photovoltaic Systems Company – A Critical

Comparison between the Marketing Plan and the Actual Marketing Plans

followed by incumbent firms in the industry”

EMBA 2008

Anastasios Boulionis - 1101080105

Panagiotis Polichroniadis – 1101080127

28 February 2010


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Acknowledgements:

“We would like to thank our Supervisor Professor Emmanuela Plakoyiannaki for

her support and targeted consultation during all phases of the compilation of this

project. Her willingness to assist and guide us through the project proved to be of

outmost importance”

“We would also like to thank all the executives of Schuco International Hellas and

Energy Solutions for their precious contribution in completing this study”


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Abstract

A Comparative study on the usefulness of Marketing Plans in the everyday

practice of Companies is conducted by focusing on the comparison of a Marketing

Plan constructed according to academic principles and two Marketing plans

derived from the industry, with respect to both format and content.

The Academic Marketing Plan is compared both with respect to the essence of its

strategy and constituent parts and also with respect to its format and general

practice by industry Companies. The topic used as an example upon which

Marketing Plans are constructed, is the new booming industry of photovoltaics in

Greece. The findings show that Marketing Managers in the industry do not follow

a systematic approach in the compilation of Marketing plans and also that they

tend to focus on a week by week implementation of Marketing action plans

instead of following through an initial analytical planning. Interviews constituted a

major investigation tool in combination with internet sites analysis and a semi

structured questionnaire that was administered in order to function as a deposit of

qualitative comments and strategies. Strong indications are given that academic

approaches with respect to a systematic and disciplined planning process are not

followed by the Marketing departments of two important companies in the sector.

Conclusions drawn from this case study analysis can not be seen as definitive

proofs due to the time and sample constraints of the study, being nevertheless a

possible stepping stone for more extensive investigation through future research in

the field.


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CONTENTS

A. Introduction: p.5

B. Literature Review on Marketing Plans – The Choice of the study Model: p.7

C. Methodology and the Academic Marketing Plan: p.9

D. A Critical Comparison of the Differences observed - Discussion: p.26

E. Conclusion and Recommendations: p.33

F. References: p. 35

G. Appendix: p. 37


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A. Introduction:

The purpose of this study is to explore the applicability of marketing plans in the

real business world by making a comparison between a disciplined Marketing Plan

created according to the guidelines of relevant literature within the Academic

context and a Marketing plan created by actual incumbent Companies in the

industry of Energy applications in Greece.

The sector of photovoltaic systems in Greece is indeed a very recent one and

therefore it provides an excellent opportunity with respect to the need for thorough

planning and projections ahead of any actual business activation in the field. It is

not a saturated market in which experience would play a major role and because of

that it requires a detailed planning approach before any new product launch is

conducted. This characteristic makes it ideal for an attempt to apply the principles

behind marketing plans as if we had to deal with a realistic problem dissociated

from the typical burden of testing Marketing plan effectiveness within the “safe”

environment of case study analyses that is commonly practiced by business

schools . A true test of effectiveness that does not entail the associated business

risks as the “after” stage is already there being experienced by two specific

companies in the field.

The reason for undertaking such a study has been a sincere interest in studying

into depth the very value of careful planning when compared to real business

practices in Greece which by experience have known to be significantly less well

designed even before the launch of pioneering products within the context of

totally unexplored market conditions. Such a study could be of interest to both

academics and Marketing managers because it will try to reveal the possible

impact of either analytical planning and the lack of such an approach.

By carrying out a Marketing Plan initially based on the guidelines set forth by

relevant literature we will then examine the actual Marketing plans followed by

two companies’ Marketing departments in the sector and compare them.

Qualitative data will also be collected also through the means of extensive

interviews with marketing managers in order to grasp the strategic thinking of

professionals in the field with reference to the specific market and why and how

they came up with the final plan. Finally, the actual outcome of their marketing


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actions to date will be examined and in the end a comparison of the differences

between our plan and that of the two companies will be conducted together with

an analysis of the results to date in order for an identification of possible mistakes

that have been made on the one hand with respect to the 2 companies and on the

other hand an identification of potential mistakes that could have been made had

our plan been tested through real life implementation conditions. The interviews

will function as a source of comments and normative judgments about the focus of

the study, which in this case is going to be the differences in planning in

comparison to numerical results in effectiveness of the marketing actions

undertaken. In order to clarify the exact pairs of comparisons to be conducted we

can organize them as follows: i. “Academic” Marketing plan to “Real Business”

Marketing plan (with respect to design format, sections and types of information

presented), ii. Projections of “Academic” Marketing Plan compared to what really

happened and iii. Projections of the “Real Business” Marketing plan compared

with what really happened. These three comparisons will generate a rich

discussion in relation to the differences observed and also in relation to the

possible explanations of why and how these differences can explain the

differences between projections and actual results.

As this is not a statistics based research it offers the opportunity for detailed

descriptions of the differences observed and also allows for qualitative

interpretations of the core issue which is the effectiveness of planning in

Marketing when Companies have to deal with new markets and relatively new

products to be launched. The underlying questions of this study could be

summarised as follows: Are there any differences between “Academic” Marketing

Plans and “Real Business” Marketing plans and if yes which? Is there any

difference in effectiveness when real business results are examined? What type of

information has been ignored or overlooked in the initial compilation of both

Marketing plans and what was the effect in real and possible outcomes?

Undoubtedly, even more questions could arise from such a study but due to time

constraints and length limitations not all can be covered and analysed within the

framework of this particular study. Both as a topic and as a trigger of research

questions the present study aspires to unfold numerous debatable concepts related

to this fundamental approach in planning of actions towards successful new

markets conquest. Despite the unavoidable limitations in accessing complete


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information, a significant effort was put forward to collect critical indications

towards identifying practices and methodologies in planning for the markets.

B. Literature Review:

The focus of our Literature review is the theories on Marketing Plans construction

and the differentiations that can be found among Academics. The choice of the

specific type of Marketing Plan for the purpose of our study is also going to be

justified.

As Cohen mentions (2006) “… a marketing Plan played a major role in enabling

the Company reach its goals and the success it planned” (p.xii) which is an

opinion widely shared by academics all over the world with respect to the

importance of Marketing Planning. However there are noticeable differences in

the format and style of Marketing Plans which can actually affect the very product

of this planning process, namely the effectiveness of a strategy in Marketing.

Cohen (2006) proposes a structure that consists of the following parts: 1.

Executive Summary, 2. Introduction , 3. Situational Analysis (sub-divided into

4 sections; the situational Environs, the neutral Environs, the Competitor environs

and the Company environs), 4. The target market, 5. Problems and

opportunities, 6. Marketing objectives and goals, 7. Marketing Strategy, 8.

Marketing tactics, 9. Implementation and Control, 10. Summary, 11.

Appendices.

Wood (2008) suggests a structure that has to be repeated as “ … the best way for a

business, non-profit organization or government agency to move towards its goals

is one marketing plan at a time, over and over” (p.2). According to this view the

structure suggested is the following: 1. Executive Summary, 2. Current

Marketing Situation, 3. Objectives and Issues, 4. Target Market and

customer analysis with positioning, 5. Marketing Strategy, 6. Marketing

programs (4P’s and Service plus Internal Marketing analysis), 7. Financial Plans

and 8. Implementation Controls.

Hiebing and Cooper (2003) propose the 10 steps to a disciplined Marketing Plan:

1. Business Review (consisting of Scope, Product and Market Review and target

Market effectors), 2. Problems and Opportunities, 3. Sales objective, 4. Target

markets and marketing objectives, 5. Plan Strategies, 6. Communication


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goals, 7. Tactical Marketing Mix tools. 8. Budget, Payback analysis and

Calendar, 9. Execution and 10. Evaluation. Each of these steps involves

numerous subsections in order for a disciplined planning process to be effective.

The term disciplined is of primary importance in their model because as they

mention this term implies the following characteristics “…comprehensive,

sequential, interlocking, step by step decision and action process” (p. xxiv)

Kotler and Keller (2009) having been of the most influential academics in the field

recommend an approach which is not radically different from the previous ones

and it is as follows: 1. Executive Summary, 2. Situation analysis, 3. Marketing

Strategy, 4. Financials, 5. Controls. Their model includes all sub categories

under the 5 major categories and it will be presented analytically through the

Marketing Plan on Photovoltaic systems that follows in this study. It is

nevertheless the most comprehensive and still retains a simplified approach that

can help a Marketing Manager reach a complete plan without losing a

macroscopic view of data.

An important work on comparison of different approaches has been conducted by

Siomkos (2004) who presents a number of models among which the Marketing

plan types suggested by Quain & Jarboe as well as the Marketing plan types of

Cohen and Hopkins. Siomkos also identifies the 5 main stages of any Marketing

plan as: 1. Current situation analysis, 2. Problems identification, 3. Marketing

Plan targets, 4. Strategies and Tactics and 5. Financial Controls and

Evaluation. Interestingly enough Siomkos refers to the work of Hopkins (1981)

and the Conference board that identified 38 different examples of Marketing plan

construction approaches and concludes that the differentiations observed were not

significant even when these plans had to cope with products as different as

services and consumer goods.

This conclusion which we share through our research in relevant bibliography is

supported by the view of McDonald (1996) who after extensive research

concludes that “The truth is, of course, that the actual process of Marketing

planning is simple in outline. … what other books do not tell us is that there are a

number of contextual issues that have to be considered that make Marketing

Planning the most baffling of all management problems” (p. vii). This view has

turned our attention during our study towards the undoubted importance of the

core of a Marketing plan and the exact nature of its strategic and tactical


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implications, instead of leading our research to focus extensively on types and

formats of plans. This research of relevant bibliography actually verified our

initial intuition that the essence of a Marketing plan cannot be significantly

affected by its format.

SUMMARY TABLE OF INDICATIVE MARKETING PLAN FORMATS Cohen - 2006 Wood - 2008

Executive Summary Executive Summary Introduction Current Marketing Situation Situational Analysis Objectives and Issues Target Market Target Market and customer analysis with positioning Problems and Opportunities Marketing Strategy Marketing objectives and goals Marketing programs Marketing Strategy Financial Plans Marketing tactics Implementation Controls Implementation and Control Summary Appendices Kotler and Keller - 2009 Siomkos - 2004

Executive Summary Current situation analysis Situation analysis Problems identification Marketing Strategy Marketing Plan targets Financials Strategies and Tactics Controls Financial Controls and Evaluation Hiebing and Cooper - 2003 Business Review Problems and Opportunities Sales objectives Target markets and marketing objectives Plan Strategies Communication goals Tactical Marketing Mix tools Budget, Payback analysis and Calendar Execution Evaluation

C. Methodology

The Marketing Plan presented is based on the format and recommendations put

forward by Kotler and is going to be the basis of comparison with the Industry

approaches as they emerge through the interviews and internet sites. Our effort has

been to examine the differences between a purely Academic approach and the real


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everyday practice that Marketing departments follow when they face similar

planning issues.

The Company (Energy Solutions) on which this Marketing plan has been based

upon is a major player in the photovoltaic systems n Greece, but still a player that

needs to significantly increase its market share as it falls significantly behind the

Market leader – Schuco International Hellas. The latter is also a target of our

investigation both with respect to Marketing Planning approaches and strategies

followed. Directly after the presentation of this Marketing Plan, a number of

comparisons will be conducted both with respect to what the Company actually

has done to date (Energy Solutions) and also what its major competitor and market

leader (Schuco) has managed to achieve at this point.

The comparisons to be discussed in the last section of this project will also be

based on the extensive interviews that we conducted with key executives from the

two companies .Internet sites for both the companies under investigation were

extensively studied in order to detect the 4Ps approximation of their Marketing

Planning procedures.

Interviews together with Internet sites research and the study of advertising

brochures constituted our tools for comparisons.

As complete access to the actual Marketing plans was not possible, our team put

forward its best efforts to conclude what real companies actually do through the

three means of information mentioned above. Comments in the interviews had to

be cross checked with brochures and internet sites in order to form a picture of the

actual Marketing Planning method, format and conclusions of these Companies in

the Greek market. Interviews were conducted by both members of the team with


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simultaneous note taking in order for these notes to be analysed after the interview

and through comparison to assess the common areas that stood out as well as the

points that were not taken down in writing by the other member. An unavoidable

limitation of this approach is that it is based on evidence and not definitive proof,

but still our research revealed strong indications about critical issues in the

construction, method and implementation of marketing plans in everyday business

reality. The whole project constituted a case study analysis method with respect to

methodology for which this approach of triangulation is suggested also by

Academic research as it is mentioned that “…the case study method, with its use

of multiple data collection methods and analysis techniques, provides researchers

with opportunities to triangulate data in order to strengthen the research findings

and conclusions” (www.utexas.edu). This methodological approximation attempts

to create a view of complex data that involve different types of data registration

and interviews together with observations in order to achieve what “…researcher

Robert K. Yin defines the case study research method as an empirical inquiry that

investigates a contemporary phenomenon within its real-life context; when the

boundaries between phenomenon and context are not clearly evident; and in which

multiple sources of evidence are used” (www.utexas.edu)

i. Academic Marketing Plan

Executive Summary

Energy Solutions S.A. (ES) is a photovoltaic module manufacturer, using

new, state-of-the-art equipment and know-how, to produce high quality products

at competitive prices.

Energy Solutions was founded by HALCOR S.A. (www.halcor.gr), a Greek

copper and copper alloy processing company enjoying a leading position in

Europe, and ETEM S.A. (www.etem.gr), a major Greek aluminium extrusion and

aluminium composite panels company.

Energy Solutions produces photovoltaic modules using mono- and poly-

crystalline Si solar cells. Crystalline Si, although it is not the cheapest technology

for photovoltaic solar energy conversion, it is the most mature offering high

efficiency (12-18%) and long endurance (25 years guaranteed power output) in


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terrestrial applications. At present, more than 85% of the world-wide photovoltaic

market is covered with crystalline Si technology. In the future, other technologies

are expected to gain a larger market share, like amorphous Si and Thin Films but

for the next 10-20 years crystalline Si is expected to remain the dominating

technology.

Currently, in Greek energy market only a total of 6MWp is installed, and the

goal is to have installed at least 700 MWp by 2020. This means that the market

will have to grow with more than 40% a year to achieve this. Recently, new

legislation came into force combined with interesting investment incentives, thus

creating an opportunity for the suppliers of PV.

Hundreds of PV companies are already active in Greece, including major

international players. New manufacturing facilities are being built, offering highly

persuasive arguments in favor of continued political support. Public and media

support for solar PV is strong, especially since the introduction of the rooftop PV

program in June 2009.

ES must take advantage of this market opportunity, and achieve fast,

significant market penetration through a solid business model, long-range

planning, and a strong management team. A marketing plan will provide the

basis/guide to execute this exciting opportunity.

Table of Contents

Executive Summary

1. Situational Analysis

1.1 Product

1.2 Macro Analysis

1.3 Target Market

1.4 Summary – SWOT Analysis

2. Marketing Strategy

2.1 Mission

2.2 Financial Objectives


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2.3 Marketing Objectives

2.4 Marketing Strategy

3. Financial Projections

3.1 Sales Estimate and Forecast

3.2 Budget

3.3 Performance Analysis

4. Implementation Controls

4.1 Greek PV Market

4.2 HRM

4.3 Project Structure & Tasks

4.4 Crisis Management

5. Conclusions

References

1. Situational Analysis

1.1 Product

Photovoltaic modules can be aesthetically integrated in buildings and at the

same time replace other building components, making the whole installation more

cost effective. Roofs, sheds, sound barriers, and other building elements can be

made entirely or partly by using photovoltaic modules and while sustaining their

normal function they can also produce electricity by converting solar energy.

Energy Solutions produces photovoltaic modules using mono- and poly-

crystalline Si solar cells. Crystalline Si, although it is not the cheapest technology

for photovoltaic solar energy conversion, it is the most mature offering high

efficiency (12-18%) and long endurance (25 years guaranteed power output) in

terrestrial applications. At present, more than 85% of the world-wide photovoltaic

market is covered with crystalline Si technology.

Currently ES is offering 3 classes of PV:

1. 80-90Wp PV


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2. 120-135Wp PV

3. 200-225Wp PV

Key Features for these classes are:

� Strict quality control and power classification of modules

� Use of premium quality raw materials from leading world-wide

suppliers

� Ready to use with junction box, cabling and connectors

� Choice of anodised or coloured aluminum frame

� 25-year guarantee for maximum power

� 5-year product workmanship guarantee

� Certificates: IEC61215 and Safety Class II - pending

� Suitable for home and stand-alone systems.

Besides these, ES is offering a BIPV(Building Integrated PV) Solution,

which is a combination of the three classes and better adjusted to customer’s

needs/requirements. This flexible production line can provide tailor-made products

on a project basis to cover all customer needs. Various sizes, colours, framed or

frameless modules and different designs are available on request.

Key Benefits of the Innovative building integrated design (BIPV) are:

� Aesthetically appealing

� More than 30 years experience in the construction business

� Flexible production (various colours, shapes & types, sizes up to

1.7x2.7m2 or 500Wp)

� Stand-alone or grid connected applications

� Customised solutions on a project basis

� Cost effective

� Production in Bulgaria and affiliated companies in France, Greece,

Germany, Italy, Romania and the UK.

Energy Solutions can offer modules for any type of application (stand-alone

or grid-connected) or complete systems for integration with other constructions.

Stand-alone systems can cover electricity needs at remote locations offering

simple solutions cost effectively, while grid-connected systems can cover energy

requirements at the location of consumption. In the case of grid connected systems

the cost of an energy storing system can be saved and at the same time weak grids


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can be strengthened, especially in Mediterranean countries, where maximum

consumption occurs at times of high insulation.

1.2 Macro Analysis

Economic Issues

According to Bank of Greece 1(central monetary authority), Greece has the

31st largest economy in the world, with a real GDP of approximately hundred fifty

one billion dollars, calculated by the purchasing power parity method. Greece’s

real GDP per capita reaches a relatively high $14, 250, perhaps due to the size of a

small population of a little over 11 million people. Income distribution is fairly

equal, and moreover, the per capita figure estimates for 2009 may be as high as

$19,000. Service sector is the largest segment in the Greece’s economy, with 15%

of GDP derived from tourism. Macroeconomic data shows that 64.4% of Greece’s

GDP and 56.2% of employees are part of the service segment. A closer look into

energy production and consumption in Greece demonstrates interesting realities

for the overall benefits of investing in renewable energy sources. As in many other

countries in Europe, Greece imports petroleum products, such as diesel oil used in

running generators, which provide electricity for some of the islands. Hence, a

greater usage of renewable energy sources thru systems manufactured at home

may mean a decent improvement on reducing the trade deficit for Greece, a

country that imports 31% more than its exports in goods and services combined.

Political Issues

Greek Ministry of Development2 with the authority of the Development Law

subsidizes up to 40% of the initial cost of commercial photovoltaic system

installations. In addition tax deductions of up to a 100% and an additional subsidy

of up to 40% of the interest incurred in setting up the photovoltaic system is

available from the Greek government3. Other favorable conditions for

photovoltaic systems in the Greece are based on Public Power Corporations (PPC)

(known as DEH) policy for buying all excess energy produced by photovoltaic

solar energy systems, which are tied to the electricity grid. PPC pays up to 90% of

1 See in Bank of Greece, Annual Report (2009). At: http://eng.bankofgreece.gr/en/, 08/02/2010. 2 See at: http://www.ypoian.gr/, 08/02/2010. 3 See in HELAPCO for more details.


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the retail price of electricity for the excess energy it purchases from the

consumer4.

Data indicates that photovoltaic solar energy systems can produce nearly

one-third of the energy required for consumption in Greece5. Greece has

demonstrated political willpower in funding projects related to solar energy

utilization, and does not seem to be tied down to arguments, which suggest solar

power is still in its infancy, or it is too soon for any practical applicability. Perhaps

one of the best examples of government’s support for the new technology is the

solar photovoltaic power station, which was set up in Crete, Greece with funding

from the Greek government and the European Union with 55% of the cost of the

project. The photovoltaic power station will be one of the largest photovoltaic

electric generating plants in the world6.

Social/Cultural Issues

Efficiency of solar energy panels is an ongoing concern and a still the

conventional wisdom, which need to be abandoned thru education. Preliminary

trials of solar energy usage in the island of Kithnos shows that energy generated

from solar power is less costly than buying diesel oil to power the generators on

the island. The government is certainly on board with the new trend for investment

in renewable energies: “Officials of the state Public Power Corporation say it now

costs the equivalent of 21 cents to generate a kilowatt of power on Kithnos,

compared with $2.83 on the small island of Anti-Kithira nearby7”

Demographic and Consumer Information

Greece is a country with little over 11 million people. Age distribution

shows favourable conditions for sale of photovoltaic systems: 35% of the Greek

population fit perfectly within our target group of customers who are 30-60 years

of age8. Two customer psychographic profiles describe a typical residential buyer

of solar energy systems9. Environmental conscious individuals have a relatively

high income, and they have moderate to high level of dissatisfaction with their

existing electricity provider. Sources of dissatisfaction may be electricity

shortages, or environmental concerns. Those-in-need have low or moderate level 4 See in PPC for more details. At: http://www.dei.gr/ecHome.aspx?lang=2, 12/02/2010. 5 See in HELAPCO for more details. 6 See in HELAPCO for more details. 7 See in PPC for more details. At: http://www.dei.gr/ecHome.aspx?lang=2, 12/02/2010. 8 See in Bank of Greece, Annual Report (2009). At: http://eng.bankofgreece.gr/en/, 08/02/2010. 9 See in HELAPCO for more details.


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of income, and they live in an isolated area where electricity is not readily

available, or in the case of Greece, most likely too costly than a solar alternative.

Electricity outages in Greece are not a frequent problem, and existing solar

installations are small systems, and solar water heaters.

1.3 Target Market

While most photovoltaic solar energy systems are off-grid, stand-alone

systems, approximately 40% of all installations in the market are indeed tied to the

public electricity grid for resale of access energy produced to the Public Power

Corporation. Residential consumers who do not have electricity grid have the most

to benefit from the purchase of photovoltaic solar energy systems because the

installation of photovoltaic systems in houses with no access to the electricity grid

is often more economical compared to the connection cost with the electricity

company. Greece’s geographic features, namely the fact that it is made up of 2000

islands in addition to the mainland, make it especially difficult for many homes to

be connected to the main electricity grid. Home which are already tied to the

electricity grid demand photovoltaic solar energy installation for gaining partial

independence from the electricity company, in order to avoid higher future prices

or sudden power interruptions10.

Market Trends

Figures by the Hellenic Association of Photovoltaic Companies indicate that

in the last five years cumulative photovoltaic power installations in Greece have

more than tripled an increase of approximately 240%. With increasing demand,

we can anticipate increasing local manufacturing of photovoltaic systems in

Greece in addition to the exported systems that are currently in the marketplace

today. The first photovoltaic manufacturing plant has already been established in

Kilkis near Macedonia with 40% funding by European Union funds, approved by

Greece's Ministry of National Economy. The remaining 60% of funds are

provided by private investors11.

Competition

10 See in HELAPCO for more details. 11 See in HELAPCO for more details.


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Competition is very intensive in Greek market. Big companies, standalone or

subsidiaries’ of multinationals, operating in the market. Major competitors of ES

are: BP Solar, Mitsubishi, Sharp, Solartech, Solar World and Suntech.

The last years there is a growing entry of Chinese companies in market.

Chinese companies seem to lower their module prices severely in order to gain

market share.

A couple of years ago, people were reluctant even to discuss Chinese

modules. Now, the best-known brands are welcomed by investors, especially for

MW-size projects. In the medium-size segment, European brands still dominate

the market.

Table 1. Main Competitors & Market Shares

Competitors Market Share

Schueco 18%

BP Solar 16%

Solartech 11%

Mitsubishi 10%

Solar World 10%

Sharp 8%

Energy Solutions 4%

Suntech 3%

Others 19%

1.4 Summary – SWOT Analysis

A SWOT (strengths, weaknesses, opportunities and threats) analysis will

analyse factors that are favourable and unfavourable to ES.

Strengths Weaknesses

• Possession of specialist skills or

experience;

• Quality processes and

procedures;

• Alliances with technology

partners;

• Undifferentiated products or

services;

• Lack of experience;

• Lack of capital to finance

business venture;

• Lack of an established marketing


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or

• distribution channel;

Opportunities Threats

• Shifting or entering into a new

market that offers increased revenue;

• Potential revenue in the overseas

or international markets;

• Entering into a market left

vacant by a competitor;

• Favourable government policies

towards PV;

• Competing/Entering in a market

with established competitors;

• New competitor entering the

market;

• Price competition leading to

price war;

2. Marketing Strategy

2.1 Mission

The PV market in Greece is growing at fact pace creating opportunities for

ES. ES must position itself in the market in order to take advantage of this

momentum and long –term growth rate. ES must increase its sales and at the same

time increase its market share and be one of the market leaders.

2.2 Financial Objectives

For many organizations the ultimate goal of the marketing plan is the effect

it will have on the bottom line. Measures reflect income statement items and

common ratios.

-Customer sales

o Increase on average 20%-30% sales volume next five years

o Increase on average 20%-30% sales volume next five years on

residential and industrial customers

-Channel sales


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o Increase on average 20%-30% sales volume next five years on retail

and wholesale network

-Margins

o Achieve a 25%-35% profit margin on average next five years

2.3 Marketing Objectives

Marketing success can be measured on several non-financial market metrics.

These measures are important since these often shed light on underlying

conditions and circumstances facing the company that are not easily seen within

financial measures. For instance, a company may report strong sales for a product

but market share information may suggest the product is losing ground to

competitors. The marketing objectives section will indicate targets to be achieved

across several marketing decision areas.

• Target market objectives

o market share: increase our market share to 5%-10% in all segments

� by channel: our aim should be to develop further our retail

network by 10%-25% and wholesale by 5%-20%

o customers

� Total: currently we have a client list of 32 customers. The

target is to increase it by a rate of 20%/year for next five years

• Promotional objectives

o level of brand/company awareness: potential customers need to

increase the awareness for our brand next five years

• Channel objectives

o dealers

� Total: currently we co-operate with 3 wholesalers. We have to

increase this number to 10-15 wholesalers.

2.4 Marketing Strategy

2.4.1 Market Segments

Before discussing our marketing strategy the first step is to identify our

market segments targets.

A. On-Grid (Grid-Connected) Customers


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-Residential customers: houses, villages and small communities

• Existing residential homes

• New home constructions

• Large buildings

-Industrial customers

• Big Factories using the roofs as a surface for installing solar panels.

• Stables, farms and farm houses, using roofs for solar panels.

• Big buildings (offices, halls) designed for using Solar Panels instead of

regular windows.

B. Off- Grid Customers

-mid-size industrial:

• Small Consumers of Electricity

• Weather Stations

• Semaphors

• Water Pumping

• Rural electrification

C. Specialized Producers of Electricity

Solar Farms will be the most important market segment. A 'solar farm' is a

grid connected solar power plant based on several subsystems, each with their own

investor. The electricity produced is sold to the local energy utility companies for

an attractive feed-in tariff, guaranteed by national laws.

2.4.2 Product Positioning and Placement in Market and Overall Strategy

Our competitors are the ones referred in competition section. These

competitors produce and trade photovoltaic systems, by largely focuses on

production and sale of big systems and modules for commercial use.

In order to compete against these competitors we need to choose a niche

market strategy. By positioning ourselves in the niche market of single-household

residential solar energy systems we can capitalize on efficiencies, which are not

available to existing distributors or retailers. In order to distinguish our service and

product bundle, we must focus on being known as a provider of total solutions at

low costs. Our overall strategy must focus on residential homes, or small retail

structures requiring minimal electricity demand. In educating potential customers


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thru our advertising, we must emphasize simplicity and efficiency first, and only

sublimely the benefits of the solar panel systems to the environment.

As part of this strategy, we must always remain in touch with various

government rebates, tax incentives or buy-back programs which reduce the pay-

back period of the investment to the customer.

2.4.2 Export – Import

Besides its own production, ES must take account the favourable regulatory

environment for imports from EU. These imports will improve the range of

solutions/products offered by ES.

Solar panels from EU countries will encounter a minimal level of scrutiny

for gaining entry into Greece, while many regulations still exist for importing food

and agricultural products. Various regulations for bids submitted for public utility

projects favour EU companies over those based outside EU. Greece, also, restricts

private investment in public utilities.

Neither one of these two barriers cited should cause alarm because while

solar energy systems do provide electricity, they are not considered investments in

public utility grid, and biding is not necessary for sale of these systems to our

target market of residential households.

Shipping regulations from EU countries to Greece of any of the components

of the photovoltaic system require a commercial invoice since the items are

intended for resale. In the commercial invoice seller and purchaser information,

country of origin, description of each item being shipped, including harmonized

codes, commercial value of the item being shipped, and reason for export.

2.4.3 Product Distribution and Suppliers

Perhaps the preferable way to provide the total package of product/services

for ES is thru direct sales (exports). Local retail branches and district electric

technicians with a JIT system for both the actual components of ES’s products and

the electric and setup expertise will most likely be the best combination. Because

PV panels is a new concept, local presence is necessary for Greece, a market place

that still places a value on personal interaction rather than purchases thru the

Internet or the phone. The customization required in the installation of the system

also demands a forward presence in the marketplace.


23

Besides direct retails sales, we need to develop further our network of

wholesalers. Wholesalers provide an opportunity to enter a geographic/segment

market when you lack expertise on this area or lack the resources (financial etc) to

enter this market.

2.4.4 Promotion – Advertising, Sales, Publicity

Advertising plays a critical role in the Greece where it makes up 1.61% of

Greece’s GNP, compared to 1.38% in UK or 1.00% in Germany. A 97% literacy

rate in Greece encourages us to pay close attention to the print media, especially

for communicating our message to 30-60 age bracket.

Print media has always been a popular advertising method. There are a

number of different print media to advertise with. There are newspapers,

brochures, magazines and fliers. Obviously this has been a very popular way of

advertising for years now. Print advertising tends to lean more to the older

generations than the younger ones. This is a form of advertising they are use to

and grew up with, unlike the younger generations.

Internet will play also important role. Because of internet penetration to

Greek society, internet can be very important channel for promoting our

product/services. Clearly marketing via the internet is a great way to get your

name and product out there to the individuals that like to spend their money. More

and more people are using the internet for their everyday needs and you can reach

a large variety of people that way.

2.4.5 Pricing

ES’s small product’s cost to a residential buyer is close to €10.000, including

on-site consultation, service, and installation. Price of the components only will be

€8.000, assuming a system capable of meeting the maximum 2kWh energy

consumption of a single family dwelling. In order to generate the 2kWh energy

demand, the system ought to have around sixteen solar panels, each providing 120

watts of electricity with a price tag of €500 per panel.

Market adjustments can be made in order to sell the system at a lower price

point in order to compete in the market. First, consultation, service, and

installation costs can be slashed to around €1.200. Second, taking into

consideration the average size homes in Greece smaller than those in other


24

countries, fewer electricity demands may bring down the cost related to the actual

solar panels required in the system.

3. Financial Projections

3.1 Sales Estimate and Forecast (for five years)

Four basic assumptions play a key role in our calculations. First, we will

assume that in 15 years, solar energy panel usage will indeed provide for 1/3rd of

the energy demand in Greece based on information provided by HELAPCO. Our

second assumption is that residential consumption is approximately 35% of

overall energy consumption in Greece. Third, we must assume our product is a

key player or has the potential to be in the residential market. Lastly, we will

assume a 2.5% rate of increase in electricity consumption in Greece. With these

assumptions in mind, following is the sales forecast of this system for three years:

Year Sales Forecast

2010 450.000€

2011 585.000€

2012 760.000€

2013 950.000€

2014 1.190.000€

3.2 Budget

All the available strategies demand the split of the available resources in

marketing programs (Zotos, 2000).

ES can have a budget of around €45.000 for different marketing programs

over next year (almost 10% of its annual sales), split in:

Total advertisement budget: €45.000

Print media €25.000.

Internet €10.000

Sales promotion €10.000

Total: €45.000


25

This advertising budget is selected in order to support the suggested

marketing plan and make ES compete in terms of advertising budget.

3.3 Performance Analysis

For the next five years of marketing plan implementation the following

results are expected:

(in €) 2010 2011 2012 2013 2014

Sales 450.000 585.000 760.000 950.000 1.190.000

- Cost of

Sales

250.000 315.000 395.000 535.000 680.000

Gross

profit

200.000 270.000` 365.000 415.000 510.000

-

Manageri

al

Expenses

45.000 55.000 65.000 75.000 110.000

-Sales

Expenses

35.000 45.000 55.000 65.000 75.000

Profits

before

taxation

130.000 180.000 245.000 275.000 325.000

4. Implementation Controls

4.1 Greek PV Market

Many of the bureaucratic problems that have hindered the development of

the market are being resolved, and many new projects are being authorized. That

opens a window for more aggressive development in the coming years.

In 2009, as well as in the coming 2 years, the most important segment will

be the ground-mounted systems with an average size of 100 KWp. MW-size

systems will take the lead after 2011. Due to a very promising FIT regime for

rooftop systems that was introduced last June (0.55 €/kWh guaranteed for 25 years

plus relaxed authorization procedures), we also expect the residential and small

commercial market to flourish in the near future.


26

Prices are going down very fast. So far, it is indeed the administrative

procedures that drive the market, not prices. If there is any adjustment in the near

future, we guess it will be related to the grant scheme (up to 40% of total system

cost), which is now available for commercial systems on top of the feed-in tariffs.

We believe that this extra incentive will be abolished in the next couple of years.

Grid parity is expected in 2013-2017 for rooftop commercial applications, in

2015-2017 for residential systems, and after 2014 for utility scale systems.

4.2 HRM

With a marketing plan management has a comprehensive system to perform

their jobs. This includes selecting, developing and knowing how to retain

employees who want the company to be successful. Working systems in every

department give the company and its personnel a new confidence and a sense of

achievement with which people want to be associated.

ES must develop a strong sales team in order to achieve the goals mentioned

above. Also, a strong technical and productive team need to be present. This is

necessary in order to keep quality in high levels and be competitive in the market.

4.3 Project Structure & Tasks

For the proper implementation of an integrated marketing plan, a team is

needed to address and implement this plan. In addition, a marketing manager is

required, who will be responsible for the plan. To implement the marketing

strategies, the manager should coordinate the actions of people in sales,

production, research and development, and advertising companies, distributors and

intermediaries.

The success of the plan will depend to a large extent on the ability of the

director to convince colleagues and associates about the benefits of the proposed.

4.4 Crisis Management

A possible case which could create crisis and would require management

involvement is the following:

A. Operational crisis because of malfunctioning product


27

Photovoltaic panels are a product affected by weather conditions and require

high quality production. If a problem occurs, the company should immediately

withdraw (product recall) all the pieces of the product from the market.

In parallel, a marketing-communication campaign would be necessary in

order to inform customers and remind them that the company is committed to

product quality and customer safety.

4.5 Defining Benchmark Indices – Measuring Methods

To monitor the effective implementation of this plan, gathering and

examining of primary and secondary information is essential in throughout the

project.

Secondary data will include sales information, feedback from the sellers,

ordering information and costs. Necessary primary data are, for example, the

research of market segments (consumer group - customers), market shares, prices,

distribution, penetration of distribution channels, advertising and promotional

spending by competitors.

All this information will be compared against internal indicators which will

be applied. These indicators are a) sales ratio, b) an index of market share, c)

brand awareness rate for the company/products/services. If the data show

deviation from the objectives of the company, then corrective measure should be

taken.

5. Conclusions

Solar photovoltaic systems in Greece are an emerging market encouraged by

favorable laws, regulations, and financing of the Greek government and the

European Union. Greece is an excellent market for solar photovoltaic systems for

residential use due to its relatively high per capita income, its membership in the

European Union and the Euro, its geographic properties that make it more difficult

to provide electricity from a central grid system, and its favorable weather

conditions.

Marketing under the new marketing plan will have following

responsibilities:


28

• Research and studies on local/global market: demand, competition,

technologies, policies.

• Analyze the international environment regarding solar photovoltaic

products and technologies.

• Identify market segments and choosing the most profitable segments for

the company.

• Assist in building business strategies and policies.

• Know the needs of existing and future clients and collaborating with clients

for suggesting the best concepts for using products and technologies.

• Build and use relevant marketing mixes for different market segments

• Build and maintain the company’s image and reputation.

• Develop manufacturer identity and brand.

• Establish the presence of the company on the Internet. Conceive E-

marketing strategy, programs and campaigns, identify and use the e-marketing

tools.

• Build and maintain the network with suppliers, clients, regulating

authorities, professionals, ecologist organizations

• Organize the presence of the company to international seminars and

conferences regarding PV products, technologies, green energy and social

responsibility.

• Establish the network of sales offices and representatives in target

countries.

• Develop social responsibility programs

• Supervise and assist the sales force. Build direct marketing campaigns.

• Coordinate with other departments of the company

D. A Critical Comparison of the Differences observed - Discussion

The comparisons and differences observes are made in a triangular rationale; by

this we mean that first the differences in format and content between the

Academic Marketing Plan that we produces is compared with the Actual

Marketing planning and results for Energy Solutions and then both these two with

the marketing Planning of Schuco which is the Market leader in the Sector.


29

With respect to the findings from our interviews with the Marketing and Sales

Managers of Energy Solutions it became clear that the company is viewed by its

top managers as a rather new but growing company. Executives mentioned that

despite its existence for five years now both the company and its target market can

be thought of as rather immature in many respects. The main point that was made

during the interviews was that Energy solutions cannot afford to fail in the Greek

market because it is basically its core market together with Bulgaria and therefore

the company does not possesses the cash reserves that its bigger competitors have.

Strategically speaking this came up during the interview repetitively as the size of

the company on the one hand functions as an advantage that offers flexibility and

on the other hand as a disadvantage of financial power which translates into

limited ability for an extensive advertising program in the media.

A Marketing plan is not strictly followed both in terms of format and methodology

but also in terms disciplined implementation, which surprised our research team.

A general strategic guidelines type of Marketing plan is put together and then the

company executives guarantee an action by action marketing actions plan

throughout the year. A justification for that was given which included the fact that

demand for Photovoltaic systems in Greece is artificially created according to state

regulations as these products do not constitute necessity goods. The manager also

stressed that according to his marketing experience the model of thinking that his

company follows is the IDA (interest, desire ,action) which in this case shows a

pattern of fluctuating demand dependent on state legislations and subsidies by the

government. With respect to Energy Solutions competitors, it was his view that

Schuco follows the basic principles that apply only in the German Market (that is

an emphasis on roof top systems) which cannot be applicable in Greece as houses

in Greece are mainly apartments. This very fact creates according to the Marketing

manager an extra difficulty for roof top systems. Many apartment owners have to

negotiate among them the installation in every block of flats and also the

efficiency of the installation is reduced due to decreased surfaces that can exploit

solar energy. The Company’s strategy is now focused towards small to medium

size photovoltaic parks which is an investment affordable by the more affluent

citizens of Greece. More specifically it was mentioned that this is the actual target

market for energy solutions as these parks require an investment of about 150,000

Euros and can turn back to the investor about 30,000 annually. Similarly, the top


30

executive targeted industrial roof tops in industrial areas all over Greece, which

tend to remain unutilized and which are also constructed as metal structures,

friendly to the installation of such systems. During the discussion on a Swot

analysis it was also mentioned that new technologies can prove to be a major

threat for the company because although ES has the ability to produce at low cost

in Bulgaria and also through the support of VIOHALCO group, it could at some

point find itself in a difficult position if it cannot follow technological

breakthroughs in time. Examples of such threats were mentioned to be the

amorphous panels and mobile bases for photovoltaic cell structures that move

according to the position o the sun. An interesting comment that can be classified

under the heading of potential threats is that ES has not managed to find a solution

on who is going to place (install) these photovoltaic structures on buildings. It is

still an unanswered question for the company management whether to assign this

task to aluminum technicians or electricians’ crews as both technical

specializations are in fact involved in the installation procedure. This problem has

also a serious strategic implication that Schuco appears to have resolved (see

below) in that ES cannot decide how to expand its distribution network; If it is to

be expanded through aluminum technicians retail stores or electricians who are

indispensable in the process.

With respect to the findings from our interviews with the Marketing and Sales

Managers of Schuco, it became clear both during the interviews and later in the

analysis of our notes that the Market leader has already taken their decision to

move towards the rooftop systems in the Greek market. This strategic decision is

actually being implemented systematically at the moment by the company’s

directive to massively expand its local exhibitions of rooftop systems in more than

200 sales points all over Greece. Significantly enough Schuco seems to be

abandoning its aggressive approach towards ground mounted systems, something

that we also concluded in our Academic Marketing plan. This is an important

piece of information because once again it provides strong support gor the market

leadership position of Schuco and its ability to discern opportunities and form the

appropriate strategies in Marketing.

Schuco International Hellas had an impressive presence in INFACOMA 2010

were we observed that the rooftop systems were indeed prominent in its product


31

display. A specific 12 pages long brochure was distributed to visitors that analysed

all the benefits from installing such systems in Greece. Both the Sales department

Director and the Marketing Manager emphasized this shift in the Company’s

Marketing Strategy and also drew our attention towards the primary message

given by the advertising material which was the support of the Greek state

towards individuals who will undertake this investment. This should be thought of

as a critical communication strategy point especially for Greek consumers who

want to avoid the complexities and traps of bureaucracy. This point was

mentioned in the Academic Marketing plan but not as a core communication

strategy. Communication wise the benefits to the environment can only be seen on

page 5 of the Brochure that Schuco distributes something that is in full accordance

with the Academic plan consideration about the advertising messages.

With respect to the methodology and Marketing Plan format used by Schuco it

became clear during the interviews that the Marketing Plan is mostly a

combination of a more general approach that gives the market overview and trends

to the local Marketeers of the company and then the Marketing people in Greece

put together a year plan of Marketing actions that is not so much a strict

implementation of an initial design but instead a more week by week apply and

control approach, that resembles more a marketing actions plan than a total

planning procedure that is first designed and then applied methodically.

Top executives said during the interview that Schuco’s mentality on that is to

think GLOCAL (GLOBAL plus LOCAL). Interestingly enough, they mentioned

that there is not a strictly defined format for Marketing plans and that the majority

of decisions are taken on the run through e-mail communication instead of long

term planning procedures. It was their view that Academic type Marketing plans

are totally out of touch with reality and that in fact changes in markets and

customer needs are so rapid that strictly formatted marketing plans are too slow to

react efficiently in such environments. These continuous changes are related to all

levels of Marketing as a point they made was that even the general budgeting

limitations they receive from the headquarters in Germany can be altered at any

moment if noticeable changes take place; these noticeable changes as they

mentioned have mainly to do with the controls and weekly sales volumes.

Marketing in Greece for Schuco appears to be an overlapping activity with sales


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execution without any clear-cut boundaries between the two sectors of business

management.

With respect to the comparison between Schuco and Energy solutions, a first

impressive difference can be seen in the layout and organisation of the two

companies’ internet sites. Schuco’s site is better organized with an excellent

extroverted orientation towards the client and readily available. In contrast to these

characteristics the internet site of Energy solutions is very technical and gave our

team the impression that it was slightly “shallow” with respect to content size.

Schuco’s internet site also possesses an online magazine and the whole layout

conveys a consistent Marketing strategy if not a very aggressive one via the

internet. Schuco appears to have a clear-cut strategy formed in favour of roof top

systems whereas ES a clear-cut orientation towards small to medium size

photovoltaic parks. Schuco relies on the strength of its parent company with

respect to marketing and advertising promotional activities and budget whereas ES

operates as a start up company that wishes to build up its position in the market at

a gradual pace. With respect to the product mix, pricing emerged as the dominant

factor with trying to reduce prices by achieving a cost advantage and Schuco

relying on its autonomy in producing Photovoltaic cells that can be manufactured

vertically in its plants. As far as Marketing plans are concerned they both seem to

lack in depth, long term planning and mostly rely on a continuous process of

reevaluation of their position and marketing actions effectiveness. In comparison

to our team’s Academic Marketing plan the differences are more that obvious as

our research team followed a completely different approach; in other words a long

term, in depth analysis that attempted to predict future events and after thorough

consideration to lead a team of executives towards careful implementation. Both

Schuco and Energy Solutions essentially have rejected this rationale in practice

and seem to have been moving into this relatively new market by incremental

steps that are reexamined and reassessed every week, lacking however a central

intelligent plan that has made long term projections and remains steady and

consistent throughout its implementation period. Which of the two companies is

going to dominate in a couple of years from now is a question we cannot answer at

this point due to our project’s limitation in not being in the format of a

longitudinal study, and this is a focal point discussed in the next and final section.


33

E. Conclusion and Recommendations

The general conclusion of our study is that marketing departments and the

specialized executives that work in them on a daily basis do not seem to follow the

rules and guidelines they are taught at universities, on a to one basis. Although this

conclusion cannot be generalised due to the fact that this specific study was

occupied with only two specific companies, there are indications that this a view

shared among executives in the field. The top executives interviewed mentioned

this as part of informal views shared by many other colleagues and professionals

in their field. Similarly, a major conclusion that was derived during the study is

that marketing executives both in Schuco and Energy solutions operated mostly on

the basis of a marketing actions plan instead of a detailed project management

Implemented according to the specifics of a well designed Marketing plan. Their

approach to conquering new markets seems to be based mostly on a see and react

rationale that is governed by strict controls and statistics of sales trends. Due to

this fact as we mentioned earlier their role as either marketing managers or

marketing executives also overlaps very much with that of salespeople, which

sometimes can be confusing for them also.

Another point that has to be stressed is that the Academic Marketing plan that our

team composed, reached similar conclusions with respect to the strategy that has

to be followed as the two companies under examination. It appears that Marketing

plans in these two companies at their initial stage of compilation actually serve as

a very generic strategic compass that only at a later stage becomes “decentralized”

and transformed into a marketing actions plan described as a yearly plan of actions

which are however controlled and rechecked every single week.

There are two points to be made with respect to these conclusions: First, the fact

that these two companies do not follow strict marketing plan formats and

procedures does not necessarily constitute an indication of Academic fallacies in

the field. On the contrary it could be claimed that the rigor and discipline of

Academic type of planning is hard to follow due to its demanding nature and that

probably executives try to avoid its methodology. Secondly, the fact that three

plans concluded more or less the same strategic results does not mean that a more

Academic and disciplined approach would not give a serious advantage to the

company that would have adopted it. In other words, attention to detail and


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concentrated planning may indeed offer a significant advantage to the company

that would be willing to undergo such a rigorous procedure. As far as the essence

of the Marketing plans is concerned we are not in position to make

recommendations on what the companies should actually do (apart from the views

expressed through our marketing plan) without examining the results of these

companies and their success in a time frame of at least a year, as the study at this

point has been mostly a descriptive analysis on approaches and an observation

based comparison.

With respect to the limitations of this study, it cannot be doubted that the difficulty

a researcher is met with when real confidential information of any company is

required for the purposes of such a study, cannot easily be overcome. Ideally, our

team would have to have in direct comparison all the three version of Marketing

plans in order to make comparison section by section. Should that be possible, it

would have been extremely interesting to examine how each marketing plan was

led to a misjudgment or a false estimation by comparison to what actually

happened in the market in real terms. In fact this very point shows the necessity

for this kind of study to have been conducted as a longitudinal study for a period

of over 2 years. This by itself is the major recommendation (in relation to the

methodological part of a possible project in the future) we could make for our

project, because with sufficient time frames and a guarantee from the companies

involved that all data would be handed in for the purpose of academic research,

the conclusions to be reached could potentially be impressive. This ambitious aim

could not be reached without a significant increase in the sample of companies

under examination because a sample of two would definitely be insufficient for

the purposes of such a comprehensive study. Finally, a study of this kind could

include a company in the role of the experimental group. This company would

receive weekly consulting and assistance (independent variable) on the basis of the

Academic Marketing Plan and then its efficiency, results and targets attainment

(dependent variables) would be compared in order to accept or reject a clearly

stated experimental hypothesis.


35

F. References:

o Cohen, W. A. (2006) The Marketing Plan 5th Ed., USA: John Willey & Sons.

o Coita D.C.(2008), “A Marketing Strategy On Photovoltaic Market” , Annals of

Faculty of Economics, University of Oradea, Faculty of Economics, vol. 4,

issue 1, pp. 822-827.

o www.energysolutions.gr

o Hiebing Jr., R. G. & Cooper, S. W. (2003) The Successful Marketing Plan – A

Disciplined and Comprehensive Approach, USA: McGraw-Hill.

o HELAPCO-Hellenic Association of Photovoltaic Companies (2003), “The

photovoltaic market in Greece”. At:

http://www.helapco.gr/library/The%20PV%20Market%20in%20Greece-

eng.pdf , 10/02/2010.

o Johnson, B. W. (2004) Powerhouse Marketing Plans – 14 Outstanding Real-Life

Plans and what you can Learn from them to Supercharge your own Campaigns

o Kotler, P. & Keller, K. L. (2009) Marketing Management 13th Ed., New Jersey:

Pearson Education.

o http://www.knowthis.com/principles-of-marketing-tutorials/how-to-write-a-

marketing-plan/

o Mc Donald, M. (1996) Marketing Plans: How to prepare them – how to use

them 3d Ed., Oxford: Butterworth – Heinemann

o Papadopoulos M. and Karteris M.(2009), “An assessment of the Greek incentives

scheme for photovoltaics”, Energy Policy, vol. 37, issue 5, pp. 1945-52.

o Psomas St. (2009), “Entries in Solar Energy”, 28 August 2009. At:

http://www.globaldemandconference.com/blog/tag/solar-energy, 10/02/2010

o http://www.schueco.com/web/gr/home_owners/products/product_overview

o Siomkos, G. (2004) Strategic Marketing, Athens: Stamouli Editions

o Siomkos, G. and Czepiel, J. A. (2007) Competitive Marketing Strategy,

Athens: Stamouli Editions

o Stevens, R. E., Loudon, D. L., Wrenn, B. and Mansfield, P. (2006) Marketing

Planning Guide, Oxford: Best Business Books

o Tsoutsos T., Mavrogiannis I., Karapanagiotis N., Tselepis St., and Agoris

D.(2004), “An analysis of the Greek photovoltaic market”, Renewable and

Sustainable Energy Reviews, vol. 8, pp. 49–72.


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o Wood, M. B. (2008) The Marketing Plan Handbook, New Jersey: Pearson

Education.

o http://www.ischool.utexas.edu/~ssoy/usesusers/l391d1b.htm


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H. Appendix

Interview Questionnaire A general research on how, a manufacturer of P/V products approaches the implementation of a Marketing Plan in the Greek Market.

1. Σ’ ότι αφορά την προώθηση των Φ/Β προϊόντων στην ελληνική αγορά, υπάρχει κάποιο συγκεκριµένο Marketing Plan της εταιρίας σας?

2. Τι περιλαµβάνει το πλάνο? Ακολουθείται µια συγκεκριµένη µεθοδολογία και

ποια είναι αυτή?

3. Σ’ ότι αφορά την πολιτική Marketing, υπάρχει µία γενική στρατηγική που εξειδικεύεται ανά περιοχή / Χώρα ή µία ολοκληρωµένη στρατηγική Marketing που ορίζεται από την κεντρική διοίκηση και ισχύει χωρίς παρεκκλίσεις για όλες τις περιοχές / Χώρες?

4. Έχει γίνει κάποια έρευνα αγοράς σχετικά µε: - τον ανταγωνισµό - τα ποιοτικά χαρακτηριστικά της αγοράς - τα target groups (markets) - το νοµικό πλαίσιο

5. Τι πιστεύετε γενικά για την συγκεκριµένη αγορά των Φ/Β και τι προβλέπετε για τα επόµενα χρόνια? Υπάρχει κάποια ανάλυση SWOT για την εταιρία σας?

6. Ποιο είναι το Product Mix του προϊόντος (4Ρ)?

7. α) Υπάρχει κάποιο συγκεκριµένο budget για την προώθηση των Φ/Β στην Ελλάδα? β) Συνδέεται άµεσα µε το Product Mix ή τις πωλήσεις (ή και τα δύο)? γ) Υπάρχει κάποιος µηχανισµός ελέγχου σχετικά µε την εκτέλεση του budget?

8. Πόσο ρεαλιστική και εφαρµόσιµη θεωρείται την θεωρητική γνώση που παρέχει το πανεπιστήµιο στην κατάρτιση και εφαρµογή ενός Marketing Plan µιας εταιρίας?


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Schuco Internet screen shots (3)


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Energy Solutions Internet Screen shots (2)


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