Vestas: Methodology

Résumé du document

Industry analysis: The analysis will take its offspring in Porters five forces to analyze how the competitive forces structure the industry. We will then define and analyze the actual structure of competition in the industry by applying Market form (monopoly – pure competition) and Market position (market leader - niche). Competitor analysis: For the competitor analysis we will use Jobber's five steps in order to analyze the objectives and strategies of the key competitor. Benchmarking process: In order to come up with a recommendation for a global benchmarking process we will use the model Development in benchmarking Eco.

Scope: For this analysis we have decided to include all global markets as all of the key players in the industry operate on a global basis. This might however decrease the validity of our analysis with the fear of it becoming to general and not specific enough. If we had focused on a single country or even a continent would have allowed us to go more into depth with that specific market. On the other by focusing on the global market we are able to define common characteristics (opportunities and threats) across the markets and give recommendation on how to deal with these.

Extraits

[...] This will support the validity of the results in the benchmarking excercise.[19] Bibliography - Business Marketing Management, 11th ed. Michael D. Hutt & Thomas W. Speh - Business-to-Business Marketing, ch R. Vitale, J. Giglierano, W. Pfoertsch Pearson Education - Clusters and the New Economics of Competition by Michael E. Porter Harvard Business Review Nov-Dec 1998 - Competitor Analysis: Understand Your Opponents Harvard Business Press Chapters, Nov Prod. 2572BC-PDF-ENG - Integrating Market Orientation and Competitive Benchmarking by M. [...]

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[...] Haverty & M Gorton Total Quality Management, vol no October 2006, pages 1077-1091 - How companies are reinventing their Idea?to?Launch methodologies by Dr. Robert G. [...]

[...] Competeting against Vestas needs innovative ideas. This leads us to a money issue because these ideas usually cost money and has extra expenses in development etc. Due to that Gamesa had aimed for two other initiatives. Gamesa believes that service holds a competitive advantage especially in this industry where operations and maintenance is a great aspect of concern.[15] They have therefore allocated resources to improve this area. In order to gain more capital Gamesa's focus in 2013-2015 is therefore to work with cost reduction and internal processes (working capital and CAPEX; industrial buildings or equipment, etc.) that should help them perform more efficient. [...]

[...] Multi-MW: Mainly off-shore markets and mature onshore market. Germany, Sweden and Finland) Differential advantages: Gamesa believes that differential advantage is achieved in close relationship and great collaboration with the customer. They have three main objectives in the business mission 2012-2013; improve CoE (Cost of energy), globalisation and efficiency.[18] Furthermore they have developed a sustainable strategy; the main objectives of Gamesa's sustainability strategy are to create value for stakeholders, achieve business targets and contribute to risk management. Through its strategy and action plans, the company aims to establish its own unique business and management model committed to value creation and sustainable development. [...]