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Table of Contents
Executive Summary .............................................................................................................................................................3
Introduction & Statement of Key Issues ......................................................................................................................4
SWOT Analysis .....................................................................................................................................................................4
Strengths ..............................................................................................................................................................................4
Weaknesses.........................................................................................................................................................................4
Opportunities .....................................................................................................................................................................5
Threats ..................................................................................................................................................................................5
Alternatives..............................................................................................................................................................................5
Alternative 1 Decline Feimas offer .....................................................................................................................5
Alternative 2 Accept Feimas offer for Industrial segment and other segments to Jinghua ............5
Alternative 3 Offer discounts to Feima from Ginos current contribution margin. ............................6
Evaluation of Alternatives .................................................................................................................................................6
Recommendation of Strategy ...........................................................................................................................................7
Action plan and Implementation .....................................................................................................................................7
Contingency Planning .........................................................................................................................................................8
Appendix 1 .........................................................................................................................................................................9
Appendix 2 .........................................................................................................................................................................9
Appendix 3 .........................................................................................................................................................................9
Appendix 4 ...................................................................................................................................................................... 10
Appendix 5 ...................................................................................................................................................................... 11
Appendix 6 ...................................................................................................................................................................... 12
Weaknesses
- Less market penetration in industrial
segment
- Growing power of distributors.
- Dependency on distributor for sales and
services.
- Distributor unable to manage Industry
segment demand.
- Less scope of growth in European
market.
- Ginos new strategy goals of OEM
accounts and penetration in industrial
segment are in direct conflict with
distributors goals.
Threats
- Losing any of the distributors is a major
threat as it directly impacts sales.
- Presence of large local manufacturer
having strong political connections in
area.
Appendix 2
Current
Domestic 10887
Commercial 1877
Industrial
137
2001 2002
12047 12288
2104 2210
238
286
Appendix 3
Resolve Jinghuas
Problem
Revenue and
Profitability
Alternative 1
(0.35)
1
Alternative 2
Alternative 3
(0.3)
1
Industrial
Segment
Penetration
(0.25)
2
Bargaining
power of
Distributors
(0.10)
1
2.9
1.85
Total
1.35
Alternative 1
Domestic
Comercial
Industrial
Industrial direct sell
10887
1877
137
2,500
9,000
65,000
27,217,500.00 16,893,000.00 8,905,000.00
6,804,375.00 4,223,250.00 2,226,250.00
34,021,875.00 21,116,250.00 11,131,250.00
$ 4,099,021.08 $ 2,544,126.51 $ 1,341,114.46
$819,804.22
$508,825.30
$268,222.89
Alternative 2
Domestic
Comercial
Industrial
Industrial direct sell Total
2,500.00
9,000.00
65,000.00
120,575.00
11810
2003
165
36
29,525,000.00 18,027,000.00 10,725,000.00
4,340,700.00 58,277,000.00
7,381,250.00 4,506,750.00 2,681,250.00
1,085,175.00 14,569,250.00
36,906,250.00 22,533,750.00 13,406,250.00
5,425,875.00 78,272,125.00
$ 4,446,536.14 $ 2,714,909.64 $ 1,615,210.84 $
653,719.88 $ 9,430,376.51
$ 889,307.23 $ 678,727.41 $ 484,563.25 $
196,115.96 $ 2,248,713.86
$
43,373.49
$
94,920.13
$
14,096.39
$ 889,307.23 $ 678,727.41 $ 484,563.25 $
43,725.96 $ 2,096,323.85
Alternative 3
Domestic
Comercial
Industrial
Industrial direct sell
2,500.00
9,000.00
65,000.00
11810
2003
198
29,525,000.00 18,027,000.00 12,870,000.00
7,381,250.00 4,506,750.00 3,217,500.00
36,906,250.00 22,533,750.00 16,087,500.00
$ 4,446,536.14 $ 2,714,909.64 $ 1,938,253.01
$ 444,653.61 $ 407,236.45 $ 387,650.60
Total
53,015,500.00
13,253,875.00
66,269,375.00
$ 7,984,262.05
$1,596,852.41
Total
60,422,000.00
15,105,500.00
75,527,500.00
$ 9,099,698.80
$ 1,239,540.66
Alternative 1
Domestic(2500RMB/8.3*1.484) Comercial(9000RMB/8.3*1.484) Industrial(65000 RMB/8.3*1.484)
Total
$1,946,185.54
$1,409,621.20
$430,002.41
$3,785,809.16
$2,522,256.46
$1,826,869.08
$557,283.12
$4,906,408.67
$576,070.92
$417,247.88
$127,280.71
$1,120,599.51
51%
37%
11%
Alternative 2
Domestic(2500RMB/8.3*1.484) Comercial(9000RMB/8.3*1.484) Industrial(65000 RMB/8.3*1.484)
Total
$2,261,312.05
$1,461,114.22
$395,137.35
$4,117,563.61
$2,930,660.41
$1,893,604.03
$512,098.00
$5,336,362.44
$47,157.23
$8,783.13
$622,191.14
$423,706.68
$116,960.66
$1,162,858.47
54%
36%
10%
Alternative 3
Domestic(2500RMB/8.3*1.484) Comercial(9000RMB/8.3*1.484) Industrial(65000 RMB/8.3*1.484)
Total
$1,946,185.54
$1,409,621.20
$430,002.41
$3,785,809.16
$2,226,436.26
$1,612,606.66
$491,922.76
$4,330,965.68
$280,250.72
$202,985.45
$61,920.35
$545,156.52
51%
37%
11%
10
11
Domestic
2,500.00
29,525,000.00
7,381,250.00
36,906,250.00
$
889,307.23
375.00
375.00
1,575.00
1,575.00
13,650.00
13,650.00
2,000.00
6,750.00
Comercial
9,000.00
18,027,000.00
4,506,750.00
22,533,750.00
$
678,727.41
Industrial
2,000.00
6,750.00
2,375.00
8,325.00
28,048,750.00 16,674,975.00
8,857,500.00 5,858,775.00
$1,067,168.67
$705,876.51
65000
10,725,000.00
2,681,250.00
13,406,250.00
484,563.25
120,575.00
3,978,975.00
994,743.75
4,973,718.75
$
179,772.97
Total
58,277,000.00
14,569,250.00
77,819,968.75
2,232,370.86
45,500.00
45,500.00
59,150.00
9,759,750.00
3,646,500.00
45,500.00
10,909.09
31,460.00
12,057.50
99,926.59
119,637.20
3,948,027.50
1,025,691.25
58,431,502.50
19,388,466.25
$439,337.35
$123,577.26
$2,335,959.79
13,650.00
6,060.61
19,710.61
Assumptions:
1. The Profit Margin is assumed as 25% of Contribution Margin to compute Variable &
fixed cost.
2. The initial investment or Sunk cost of RMB200,000 has been considered as fixed cost
to evaluate this years performance.
3. The Sales and Service contract has been assigned to existing distributer and paid
approximately 5% of product cost.
12
13