Analysis of our brands, ads, sales forces and offices, and factory/production-location

Thèmes abordés

Brands - Workhorse - Markets shares

Résumé du document

Traveller : Our first brand. We relied heavily on this segment and product to establish ourselves rapidly in several geographical areas. We have maintained our product to 76 judgment until we were able to invest in R&D. This investment went at the perfect timing, because we were losing markets shares (the investment was also possible thanks to the 3.5 million invested by the capitalist venture). It improved our product judgment to a really good 94.

Workhorse : This product creation was a hard task. Indeed, analysis of the market study does not allow us to reach a suitable product. We were forced to confront our ideas with those of competing products to not let us pass away (it was basically our 2nd target segment). We studied the reactions of markets to competitive products and to our product. The product has undergone several modifications, it improved quarter after quarter.

Extraits

[...] Indeed, analysis of the market study does not allow us to reach a suitable product. We were forced to confront our ideas with those of competing products to not let us pass away (it was basically our 2nd target segment). We studied the reactions of markets to competitive products and to our product. The product has undergone several modifications, it improved quarter after quarter. Innovators : This product was a pleasant surprise as a 3rd segment. Indeed, the study that we conducted allowed us to obtain a satisfactory product quickly. [...]

[...] Indeed, we were at 100 pieces and we upgraded to 150. This evolution changed radically our way to produce. ADS : tu peux faire un tableau du même type que pour les brands, ou autre chose comme tu le souhaites, avec un commentaire bidon. Si tu peux également faire un mot rapide pour la hausse de la production, genre quand on est passé de 100 unités par jour à 150 etc. Tu peux faire un graphique, ou pas. Tu peux aussi parler du fait que l'on a augmenté lorsque le marché nous demandait plus, et c'est en partie grâce au venture capitalist que nous avons pus augmenter la production à un moment critique Voila en gros, au pire on dit nique sa mère le dossier. [...]

[...] We wanted to wait to have enough basic R & D to create a product that fully meet the segment expectations. Nevertheless, we have been overwhelmed by the competition that has brought out a product a quarter ahead of us. Finally, our product meet the market expectations, although it was not the first to enter this segment. Sales Offices : Our overall strategy was to short and over run the competition. For this, we had identified as a major factor a greater geographic coverage than our competitors, and a faster coverage. [...]

[...] Sales force : Regarding our sales force, we can distinguish two types of organization. Initially, our mains offices, where sales were the most important thanks to a potential demand higher than in other areas. For these areas, we usually increased the number of sellers, especially for the most important segments. Then there are the more traditional offices, where demand was more or less similar to other cities : we determined a number of sellers for those cities regarding our main segments and ours ads campaign in those regions. [...]

[...] Analysis of our position in the game (over 2 years) : Analysis of our brands, ads, sales forces and offices, and factory/production-location. Brands : Our brand strategy was simple: we wanted products that meets the markets, get the most benefit out of it until we could invest in R&D. R&D was the last element that allowed us to create a product close to 100 (regarding the brand judgment). Traveller : Our first brand. We relied heavily on this segment and product to establish ourselves rapidly in several geographical areas. [...]