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Marketing Strategy Proposal
Course Title: BMAN31302 Strategic Marketing Management
Course Coordinator: Dr Judy Zolkiewski Seminar Leader: Andreas Mebert
Group Members: Anthony Donbavand, Ana Florescu, Ross McCallum, Joshua Roberts,Andrada Sabin and Irena Shehaj
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Outline Market Analysis
o External Analysis
PESTLE
Porters 5 Forces
o Internal Analysis
SWOT
Scenario Analysis
Segmentation andTargeting
Competitor Reactions
Chronological
implementationo
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RivalryamongExistingFirms:
High level;large number
of other
architects withsimilar servicesin Manchester
and the UK
Potential Entrants:Foreign Firms fromChina and India
Substitutes: LuxuryFashion houses (Gucci),new forms of practices
Buyers:
increased powerof buyers; lowswitching costs
Suppliers:
Low power dueto low demandfor architects
Threat of NewEntrants
BargainingPower of
Buyers
BargainingPower ofSuppliers
Threat of SubstituteProducts or Services
Porters 5ForcesAdapted from: Porter (2008)
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Owner Value wascreated
Consistent sales
Product
Range
Entrepreneurship/Flexibilit
y
Originality & CostAdaptabil
ity
Andrew Wallace Partnerships withartists and engineers
Reputation
Awards
Customer
Credibility
ArchitectureInterior DesignGreenArchitecture
Corecompetences/ CompetitionCentered:
Relianceon WoM
26nationalandregionalawards
Customer/Company ValueAdded:
Quality
Service
Low cost
Differentiation
Company
Reputation
STRENGTHS
Although fallingdemand forarchitects
Best Low BudgetProject (2007)
RIBA EmergingPractice Award(2008/2009)
Adapted from: Coman andRonen (2008)
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WEAKNESSES
Lack of/littlePR
UnfocusedMarketingStrategy
Slow reactionto marketchanges
Low
awareness
Losing out oncapitalizationopportunities(consulting)
Not enoughmarket
orientation
customer
Low
awareness
customer
Coreweaknesses/CompetitionCentered:
Customer/Company ValueLost:
Out of date
productoffering
Customer/company
company
Networksand
Relationships
Use ofMarketin
g
MarketMonitorin
g
Professio
nalmyopia
Lack ofmediaexposure
JustWoM
Website &brochuresdo notreflectchanges incustomerpreferences
AndrewWallace
Firms Market Value is insufficientAdapted from: Coman andRonen (2008)
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OpportunitiesAdapted from: Meredith (2007)
Short Lead Time Medium Lead Time Long Lead Time
Low
Informa
ti
onLevel
Mediu
mInform
ation
Level
High
Inform
ation
Level
ProductRedefinitio
n
Wordof
Mouth
University
Brand
Monitoring
Alliances Targeted
Marketing
Lobbying
Expansion
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ThreatsAdapted from: Meredith (2007)
Short Lead Time Medium Lead Time Long Lead Time
Low
Informa
ti
onLevel
Mediu
mInform
ation
Level
High
Inform
ation
Level
IndirectSubstitutes
DerivedDemand
Technology
SupplyBasedThreats
ChannelBased
Threats
Complementary Products
DirectSubstitut
es
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Scenario Analysis:Proposed Strategy
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Scenario Analysis:Proposed Strategy
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andrew wallace greendesignersScenario Analysis:
Proposed Strategy
Climate Change Act(2008)GreaterManchester - LCEA
for the BuiltEnvironment (2009)Localism Bill(2010/2011)GM CombinedAuthority (1st April)GM LocalEntrepreneurship(1st April)
ClimateChangeAct- zerocarbon new
homes
ClimateChangeAct- zerocarbon
buildings
EstimatedShortfallof
750,000homes
LocalismAct
Autumn:FirstGreenDeals
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andrew wallace greendesignersScenario Analysis:
Proposed Strategy
ClimateChangeAct- zerocarbon new
homes
ClimateChangeAct- zerocarbon
buildings
EstimatedShortfallof
750,000homes
LocalismAct
Climate Change Act(2008)GreaterManchester - LCEA
for the BuiltEnvironment (2009)Localism Bill(2010/2011)GM CombinedAuthority (1st April)GM LocalEntrepreneurship(1st April)
Autumn:FirstGreenDeals
Mission statement:
Andrew Wallace is dedicated to providing its
clients with tailored innovative andsustainabledesign solutions, through theemployment ofprofessionalism,localknowledge and resources.
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andrew wallace greendesignersScenario Analysis:
Proposed Strategy
ClimateChangeAct- zerocarbon new
homes
ClimateChangeAct- zerocarbon
buildings
EstimatedShortfallof
750,000homes
LocalismAct
Climate Change Act(2008)GreaterManchester - LCEA
for the BuiltEnvironment (2009)Localism Bill(2010/2011)GM CombinedAuthority (1st April)GM LocalEntrepreneurship(1st April)
Autumn:FirstGreenDeals
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Competitor Reactionandrew wallace green
designers
The Red
QueenEffect
Barnett and Hansen,1996
Charitou and Markides,2003
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andrew wallace greendesignersScenario Analysis:
Proposed Strategy
ClimateChangeAct- zerocarbon new
homes
ClimateChangeAct- zerocarbon
buildings
EstimatedShortfallof
750,000homes
LocalismAct
Climate Change Act(2008)GreaterManchester - LCEA
for the BuiltEnvironment (2009)Localism Bill(2010/2011)GM CombinedAuthority (1st April)GM LocalEntrepreneurship(1st April)
Autumn:FirstGreenDeals
andrew wallace
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Segmentationandrew wallace green
designers
B2C -Short termInnovators and Early Adopters- between 30-59 years of age- have higher education and income of 30,000-58,000 pounds per household - professionals- have one or two children
- have houses with more rooms than thenational average- married- are more interested in their health and current
issues
Size of segment:17,000 residences. In the medium term
forecasts for the market show an increase ofaround 6% to 18,000 residences.
Not only a market but a key place forcommunity leaders to help spread innovation.
Neighborhoods: Chorlton, Didsbury East and
Didsbury West.
Medium Term
Early Majority
Customer Profile
- between 35 and 65 of age- have higher education and income
of 25,000 45,000 - workers- married- have 1 or 2 children- are less preoccupied with health
and current issues
Size of segment: 6,300 houses.
Neighborhods: Moston
andrew wallace
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Segmentationandrew wallace green
designers
B2B
Short Term
Innovators and Early Adopters
a) Hospitality and Tourism
1) Restaurants and Hotels in the Chorlton, Didsbury East and West area
2) Niche restaurants targeted at eco-friendly students in the Northern Quarterand Fallowfield area
b) Retail: Shops in and around Arndale, Spinningfields and Picadilly that have
green image
Medium Term
Early Majority
andrew wallace green
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Short Term: Impact on the7Ps
andrew wallace greendesigners
andrew wallace green
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Medium Term: Impact on the7Ps
andrew wallace greendesigners
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Forming relationships
Specialise in urban regeneration
High synergy = increasedcompetitive advantage (Dyer etal, 1998)
Adding value to the final outputthrough knowledge sharing
(Ulaga, 2003)
One-stop-shop strategy
Use of connections with MSASustainable design project
Making use of a fresh perspectivefrom the architects of the future blurring the boundaries of boththe firm and the university drivesinnovation
(Lockton, 2005) Cheap Source new employees Possible promotional tool
andrew wallace greendesigners
andrew wallace green
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Long Term Strategyandrew wallace green
designers
andrew wallace green
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Limitations
Tools Used: PESTLE
Porters 5 Forces
SWOT
Scenario analysis
Segmentation notuseful in predictinggreen behaviour inconsumers
andrew wallace greendesigners
AssumptionsMade:
Andrew Wallace Architects: Who are the Clients?
Personal motivation
Networks does he alreadyhave establishedrelationships with localpartners?
Staff engineers? architects?
Data only available forManchester not GreaterManchester
Risks:
andrew wallace green
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Thank you
for your attention!
andrew wallace greendesigners
andrew wallace green
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References: Addington, M., and Schodek, D.L. (2005). Smart Materials and New Technologies. Burlington: Architectural Press
Barnett, W. & Hansen, M. (1996) The Red Queen in organizational evolution, Strategic Management Journal, Vol 17, pp 139-157
Brindley, R. (2009). Overcast With Sunny Spells, The Magazine of The Royal Institute of British Architects. Available at:http://www.ribajournal.com/index.php/feature/article/overcast_with_sunny_spells/
[Accessed on 14th March 2011]
Charitou, C. & Markides, C. (2003) Responses to disruptive strategic innovation, MITSLOAN Management Review, vol. 44, No.2
Dyer, Jeffrey H. & Harbir, Sing (1998), The Rational View: Cooperative Strategies and Sources of Interorganizational Competitive
Advantage,Academy of Management Review, Vol. 23 (4), pp.660-679.
Grundy, T. (2006). Rethinking and reinventing Michael Porters five forces model, Strategic Change, 15, pp. 213-229.
Lockton (2005), How can we strengthen links between entrepreneurial companies and entrepreneurial universities in the UK?,http://www.danlockton.co.uk (Last updated March 2005).
Available online at: http://www.danlockton.co.uk/research/Lockton_Entrepreneurial_Universities.pdf
[Accessed on 2nd of March 2011].
Mintzberg, H., Ahlstrand, B, and Lampel, J. (2009). Strategy Safari. 2nd ed., London: Prentice Hall.
Nelles, J. & Vorley, T. (2008) Entrepreneurial Architecture in UK Higher Education Institutions: consolidating the third mission. Paperpresented at the DRUID 25th Celebration Conference 2008 on Entrepreneurship and Innovation organizations, institutions, systemsand regions, Copenhagen, Denmark, June 17-20.
"One-Stop Shop Definition." Investopedia.com - Your Source For Investing Education. Web. 27 Mar. 2011..
Orfano, F. (2011)Components of a PESTLE Analysis,
http://www.brighthub.com/office/project-management/articles/51754.aspx
andrew wallace greendesigners
http://www.brighthub.com/office/project-management/articles/51754.aspxhttp://www.brighthub.com/office/project-management/articles/51754.aspxhttp://www.ribajournal.com/index.php/feature/article/overcast_with_sunny_spells/http://www.danlockton.co.uk/research/Lockton_Entrepreneurial_Universities.pdfhttp://www.brighthub.com/office/project-management/articles/51754.aspxhttp://www.brighthub.com/office/project-management/articles/51754.aspxhttp://www.danlockton.co.uk/research/Lockton_Entrepreneurial_Universities.pdfhttp://www.ribajournal.com/index.php/feature/article/overcast_with_sunny_spells/