Corporate strategy: Sensimor

Résumé du document

Sensimor AB's Headquarters is located in Västerås' Technology Park. It was set up in 2002 as the spin-out of ABB. The company's mission is to combine high-end laboratory equipment with front line industrial automation technology. In this project we will analyze Sensimor's adaptation to it's environment and reacting on market changes. We will also demonstrate how the company established itself in the market. In the analysis section of our project we will describe the position of the Comapny in one of the four perspectives of strategy. Furthermore we will also define the problem after the spin-out of ABB and its performance as an independent Company.

Extraits

[...] In this case a substitute seems not be given. The power of buyers is the impact that the buyers have on a producing industry. Regarding to the bargaining power of customers, we think, in one way there is a strong power at the buyer's side, because Sensimor has to follow the wishes of them by creating special solutions and adapting. Otherwise possibilities to switch to other companies are not as much, because with their small size and high flexibility Sensimor needs just a short time to react to changes. [...]

[...] Both buyers and suppliers having a bit more power, but caused by Sensimor's sub supplier strategy there is no domination, it is more seen as close relationship between the parties. The buyer's advantage could as well be transferred in an advantage for Sensimor, if they adapt exactly to customers' needs. However, their plan is to expand in the next years, but is possible for them to stay as flexible as they are now? Moreover Sensimor has to organize capital for growing up. [...]

[...] In fact, its major clients are located abroad: for example in Germany, USA and Taiwan. During last year Sensimor has taken part in some fairs to establish some contacts, but now the firm prefer to visit directly their potential customer in own factory SWOT Analysis of Sensimor Strenghts Concerning Sensimor's strengths we can say that the company has developed a core competencies arised from a collective learning and coordination skills behind the firm's product line such as the strong chemical competence and software communication (machine to machine). [...]

[...] Special knowledge of the semiconductor manufacturing process enable Sensimor to offer for the customers a unique OEM[1] gas detection system that reduces AMC uncertainties, detection complexity and cost of ownership for fab owners. The core competence of Sensimor is made up of three parts. First one is a strong chemical competence, which is presented by the gas analysis. The second one is the software communication, where the sensor unit is connected to the data communication unit. At last the adaptation to customers' demand is their main competence. They possess a basic product, but there is always the option to create an individual solution for each customer. [...]

[...] The only problem is that the company which is small and young suffers from a weak brand name and a poor reputation among customers. They are trying to build a stable foundation to go on, but now they cannot employ more people until they have more business. So the key issue is to attract customers and reinforce the brand awareness. The delay sales process takes a lot of time and space according to the competitors that have the same product. [...]