fashshs

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The firm¡¦s objectives can be met and a go¡Vahead is suggested subject to addressing the recommendations. Macrosegmentation of the market identified machinery, wood, base metals and plastics as target markets for the firm. Revenue expectation based on a 0.4% market share is $,000. Break even is $5,000 and requires contributions from 17 customer projects at an average billing of $15,000. The budget set for implementing the promotional mix is $100,000. Target ROI = 15%. The following recommendations must be considered before start-up 1. Protect service names and marks. . Conduct a microsegmentation analysis to refine market segment intelligence. . Develop multisegment targeting strategies for the chosen markets. 4. Ensure that funds are in place for first year¡¦s operation. 5. Develop a decision support system including customer details, candidates for networking and reciprocity. 6. Complete ¡V 4 assignments at cost to establish a credible portfolio. Use as a source of referrals. 7. Obtain ISO 000 certification ¡V ¡§walk the talk¡¨. Apply benchmarking standards. 8. Develop assessment and promotional tools using the firm¡¦s service. If the service is to work for the client it should work for the firm. . Finalize details of the promotional plan. 10. Develop influence as a trade mission co-ordinator. Organizational Mission The firm¡¦s mission is to provide innovative and effective global marketing services to British Columbia industries. They focus on E-business as a primary means of achieving client objectives and measure their effectiveness in terms of customer satisfaction and referral business. Market Opportunity Analysis Analysis of the size and sustainability of various market segments. The segmentation basis used is demographic. Primary descriptors are geography, customer type, growth rate and size. Demographics ¡V (BC Statistics) �y There are 1,700 small and medium exporters in BC ¡V 4.6% of all businesses in British Columbia. They account for $.7 billion or 1% of British Columbia¡¦s total export value. The average small and medium exporter typically exports $6,500 annually. �y Rising trend ¡V small and medium exporters „¶ 1000 per annum and export „¶ $00+ million per annum. �y British Columbia¡¦s small and medium exporters typically ship ¡§value added¡¨ products ¡V less susceptible to economic slowdowns. During a recent slowdown they actually increased their exports by $1 million. �{ 7% of small and medium exporters are dependent on the United States as their primary export market. Environmental Scan (Purchasing On-line) Social Forces �y Increasing competition is forcing higher standards in the global marketplace ¡V TQM, ISO 000. �y Globalization of trade increasing competitive pressure on domestic producers due to foreign competition ¡V simultaneously offering new opportunities for export. �y Small and mid-sized businesses often lack vision and resources to develop world class enterprises ¡V need help. Political/Legal Forces �y Various Governments are attempting to stimulate business on the Internet ¡V taxation moratorium, privacy protection, copyright protection and fewer regulations. Technology �y Dramatic increase in Internet use for business ¡V 7% of corporate buyers use the Internet. �y Opinion leaders such as IBM are shifting their entire purchasing systems onto the Internet. �y Vendor analysis is more efficient ¡V faster and more comprehensive comparison of supplier alternatives. �y Distribution improvement ¡V intermediaries become redundant as suppliers and buyers connect directly. �y Purchasing cycle time reduced ¡V RFQ¡¦s that used to take 0 days to process now take 0 minutes. �y Shipping/Logistics ¡V tracking, price brokering, inventory/shipping integration are streamlined. �y Real-time Supplier/Purchaser dialogue and co-operative design over the Internet eliminates waste, reduces costs and speeds up new product development.

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