dansk designs ltd
TRANSCRIPT
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PREPARED BYNILESH SEN
Dansk Designs LTD.
Submitted toProf. Joel Sarosh
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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/-
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Ted Nierenberg
(Founder President)
Lubell
(Administration,Finance,&
Manufacturing)
MBA’s Hired
Quistgaard
(Design product)
Additional Designers
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“To maintain a 20% growth rate per year in profit.”
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DDL planned to enter a new market area Houseware.
Assumed 3 times growth in new market
Mission
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Competitor
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Marketing
Burt Klapper
Sy. Baxter
Maria Wazeter
Use of Advertising
Sales Force
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Design
Jens Quistgaard Royalty
Gunnar Cryen
Niels Refsgaard
Supplier
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MANAGEMENT
Delegation Style
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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
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Weakness
1.No manufacturing operations 2.No research of market segment 3.No standard operating procedures 4.Aging corporate officers/Leadership
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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
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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
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The Revenue Gap
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Root Cause Analysis
Geographic separation of Headquarters
Entrenched Leadership
Unfamiliar with customer
base/market segments
Informal business practices
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Ownership
Nirenberg(100% Equity)
Lubell and Klapper
Acquired OR Public
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Development Process
In 1980 Development
Process
Possibility of Mfg.
Designing of Bowls &
Trays
Product Development
Activity
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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
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Thank You