institut for produktion og ledelse danmarks tekniske universitet john heebøll greenhouse+ market...

Institut for Produktion og LedelseDanmarks Tekniske Universitet

John Heebøll

Greenhouse+

Market Economy

AGENDA• Michael Porters Market Model• The value Chain• Market Analysis• Marketing Planning

Institut for Produktion og LedelseDanmarks Tekniske Universitet

John Heebøll

Greenhouse+

Michael Porter’s market

YOUR COMPANY

Competitor B

Competitor A Competitor C

Competitor D

The Invader

Supplier A Supplier B Supplier C Supplier D

47

12

3

6

5 Distributors

The Market

The Substitutes

CUSTOMERS – END USERS

Institut for Produktion og LedelseDanmarks Tekniske Universitet

John Heebøll

Greenhouse+

Michael Porter’s Five Forces:

1. Supplier Power2. Buyer Power3. Competitive Rivalry4. Threat of Substitution5. Threat of New Entry

http://www.quickmba.com/strategy/porter.shtml

Institut for Produktion og LedelseDanmarks Tekniske Universitet

John Heebøll

Greenhouse+

The Value Chain

Supplier Company Distributor End User

Val

ue

Cre

atio

n

Institut for Produktion og LedelseDanmarks Tekniske Universitet

John Heebøll

Greenhouse+

Market AnalysisResearch• Who are the customers and the decision makers?• Where are they – how many? (Demographicals)• How much do they buy? (T/O in the market + trend)• Any important market drivers?• Competitors • Suppliers• Distributers + channels• The value chain• Analysis by MP5F + conclusions

Institut for Produktion og LedelseDanmarks Tekniske Universitet

John Heebøll

Greenhouse+

Marketing PlanExecution• Preconditions for starting sales. • Activities to be concluded before going to market• Ressources needed (heads, facilites etc.)• Time schedule• Budget• Monitoring and adjustment systems

Institut for Produktion og LedelseDanmarks Tekniske Universitet

John Heebøll

Greenhouse+

This stuff is a central part of the business plan!