Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll Greenhouse+ Market...
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Transcript of Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll Greenhouse+ Market...
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
Greenhouse+
Market Economy
AGENDA• Michael Porters Market Model• The value Chain• Market Analysis• Marketing Planning
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
Greenhouse+
Michael Porter’s market
YOUR COMPANY
Competitor B
Competitor A Competitor C
Competitor D
The Invader
Supplier A Supplier B Supplier C Supplier D
47
12
3
6
5 Distributors
The Market
The Substitutes
CUSTOMERS – END USERS
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
Greenhouse+
Michael Porter’s Five Forces:
1. Supplier Power2. Buyer Power3. Competitive Rivalry4. Threat of Substitution5. Threat of New Entry
http://www.quickmba.com/strategy/porter.shtml
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
Greenhouse+
The Value Chain
Supplier Company Distributor End User
Val
ue
Cre
atio
n
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
Greenhouse+
Market AnalysisResearch• Who are the customers and the decision makers?• Where are they – how many? (Demographicals)• How much do they buy? (T/O in the market + trend)• Any important market drivers?• Competitors • Suppliers• Distributers + channels• The value chain• Analysis by MP5F + conclusions
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
Greenhouse+
Marketing PlanExecution• Preconditions for starting sales. • Activities to be concluded before going to market• Ressources needed (heads, facilites etc.)• Time schedule• Budget• Monitoring and adjustment systems
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
Greenhouse+
This stuff is a central part of the business plan!