Analysis of our brands, ads, sales forces and offices, and production

Thèmes abordés

Traveler - Brand strategy - Workhorse

Résumé du document

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).

Traveler : 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

[...] We purchased R&D before and mass produced then. Globally, during two years we achieved a good development concerning the manufacturing. Ads : Our strategy regarding the ads was at the beginning to focus on the local advertising because to us regional advertisement was useless as long as we did not have enough sales offices. Following our development, we gradually shifted from local advertisement to regional advertisement. This allowed us to have better coverage and disclose a positive image of our product on a larger scale. [...]

[...] We had to deal with the competitors while trying to stick as closer as possible to the demand. As it said before, the market had grown efficiently during the last quarters. Globally, we understood what was the customers' expectations. We had difficulties penetrating the cost cutters market. Concerning this brand, we had a mark of 76 for the last quarter and one of best on the market. It has been a deception discovering the poor results we got back. KTPJ and ICC control 80% of the market. [...]

[...] Analysis of our position in the game (over 2 years) : Analysis of our brands, ads, sales forces and offices, and production. 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). Traveler : Our first brand. We relied heavily on this segment and product to establish ourselves rapidly in several geographical areas. [...]

[...] So we decided to increase our production capacity as soon as the market seemed Thanks to venture capitalist, we were able to increase our production. We improved, during the last quarters from 100 to 150 units a day. This improvement was strategically a good move because it allowed us to match more effectively the customers' demand. The funds received permitted to reach a production of 32500 per quarter. It came at a perfect timing with the increase of the demand. [...]

[...] We decided to cover before the end of the simulation all the markets. For this, it seemed logical that we should invest heavily in opening of sales offices, and we had to increase the number of sales offices quarter after quarter. Each quarter, an amount of money was reserved for the new offices opening. 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. [...]