dansk designs ltd

PREPARED BYNILESH SEN

Dansk Designs LTD.

Submitted toProf. Joel Sarosh

HistoryDansk Designs LTD. was founded in 1965. In 1st year of it’s operation sales was $1,00,000/-In 1980 Sales grew to $10,00,000/-In 1980 product catalogue listed 600 items.In 1980 Profit after tax was $ 7,50,000/-

Ted Nierenberg

(Founder President)

Lubell

(Administration,Finance,&

Manufacturing)

MBA’s Hired

Quistgaard

(Design product)

Additional Designers

“To maintain a 20% growth rate per year in profit.”

DDL planned to enter a new market area Houseware.

Assumed 3 times growth in new market

Mission

Competitor

Marketing

Burt Klapper

Sy. Baxter

Maria Wazeter

Use of Advertising

Sales Force

Design

Jens Quistgaard Royalty

Gunnar Cryen

Niels Refsgaard

Supplier

MANAGEMENT

Delegation Style

Strength

1..Marketing/Strong brand recognition

2.Product development

3.Strong consumer loyalty

4.Industry leader

Weakness

1.No manufacturing operations

2.No research of market segment

3.No standard operating procedures

4.Aging corporate officers/Leadership

Opportunity

1.Expand market segment with new housewares product line, Dansk Gourmet Designs Ltd

2.Recruitment of formally educated management

3.New materials and technology

Threats

1.New suppliers for raw materials and manufacturing to handle expansion

2.Financing resource

3.Rivalry among existing

competitors in new pricing market and customer segments

4.Global marketplace SWOT

Weakness

1.No manufacturing operations 2.No research of market segment 3.No standard operating procedures 4.Aging corporate officers/Leadership

Opportunity

1.Expand market segment with new housewares product line, Dansk Gourmet Designs Ltd 2.Recruitment of formally educated management 3.New materials and technology

1.New suppliers for raw materials and manufacturing to handle expansion 2.Financing resource 3.Rivalry among existing competitors in new pricing market and customer segments 4.Global marketplace

The Revenue Gap

Root Cause Analysis

Geographic separation of Headquarters

Entrenched Leadership

Unfamiliar with customer

base/market segments

Informal business practices

Ownership

Nirenberg(100% Equity)

Lubell and Klapper

Acquired OR Public

Development Process

In 1980 Development

Process

Possibility of Mfg.

Designing of Bowls &

Trays

Product Development

Activity

Recommendation

No research on customer needs and

desires

Concentrated on a specific

buyer group in a specific

market

New divisions for research,

advertising, and sales

Top management should determine an organization’s

goals, strategy and design

Look for different suppliers

Initiate standard operating

procedures

Thank You