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Business Plan Sample 3 Business Plan Prøve 3 CUSTOMER REQUIREMENTS Kundernes krav The most basic need of target retail customers is to differentiate their store from mass market stores and attempt to give customers a reason for shopping at their store and paying significant premiums for their products instead of getting a low-end product at a discount department store. De mest basale behov for at målrette detailkunder er at differentiere deres butik fra massemarked butikker og forsøge at give kunderne en grund til at handle i deres butik og betale betydelige præmier for deres produkter i stedet for at få en lav-end produkt på et discount stormagasin. These shops truly value stocking a line that isn’t sold at mass market accounts. Disse butikker virkelig værdi bestandstæthed en linje, der ikke sælges i massemarked konti. They also tend to appreciate dealing with an importer who is more committed to specialty stores exclusively, and not to any mass market accounts. De er også en tendens til at værdsætte beskæftiger sig med en importør, der er mere engageret i at specialkemikalier butikker udelukkende, og ikke til nogen massemarked konti. CUSTOMER BUYING DECISIONS KUNDEN købsbeslutninger In most cases, the buying decision is almost always made at an in-person sales presentation. I de fleste tilfælde af opkøb afgørelse er næsten altid gjort på en in-person salg præsentation. The personal touch appears to be most essential for moving buyers to action for this product because at this high end, retailers are very demanding about the product quality being stocked in their shops. Den personlige kontakt synes at være mest afgørende for at flytte købere til handling for dette produkt, fordi på dette høje ende, detailhandlere er meget krævende om produktkvalitet er på lager i deres butikker. They maintain upon seeing finished products, and not just mock-ups or catalog pages. De fastholder på at se de færdige produkter, og ikke bare mock-ups eller et katalog sider. Some purchases are made at trade shows, but only at a minimum percentage. Nogle køb sker til messer, men kun på et minimum procent. COMPETITIVE ANALYSIS Konkurrenceanalyse INDUSTRY OVERVIEW INDUSTRI OVERVIEW Throughout the US and Canada there are many firms that tend to distribute kites. I hele USA og Canada er der mange virksomheder, der har tendens til at distribuere kites. The vast majority nevertheless distribute only one or two low end kites as a very small part of their overall business of distribution. Langt de fleste alligevel distribuere kun en eller to lave ende kites som en meget lille del af deres samlede virksomhed som distribution. There are many distribution firms that tend to offer between a dozen and as many as one hundred kite products. Der er mange distribution virksomheder, der er tilbøjelige til at tilbyde mellem et dusin og så mange som hundred glente produkter. These firms represent many different products and the sale of kites represents a very small fraction of their business. Disse virksomheder repræsenterer mange forskellige produkter og salg af kites udgør en meget lille del af deres forretning. These firms also cater to a wide variety of outlets, mass merchant accounts included. Disse virksomheder også højde for en bred vifte af forretninger, masse handelsskibe konti inkluderet. INDUSTRY MODIFICATIONS INDUSTRI ÆNDRINGER The major modifications in the kite industry over the last few years has been the concentration of lower end kite sales in mass market accounts, together with a strengthening market for higher end kites in upscale specialty accounts. De største ændringer i glente industri i løbet af de sidste par år har været koncentrationen af lavere ende glente salg i massemarked regnskaber, sammen med en styrkelse af markedet for højere ende kites i opskalere specialkemikalier konti. Current distributors representing larger kite product lines whilst still selling to a wide variety of outlets, have tended to focus most of their efforts towards selling lower end products to mass market type accounts--where their revenue is a lot bigger. Nuværende forhandlere repræsenterer større glente produkt linjer, mens den stadig sælger til en bred vifte af forretningerne, har en tendens til at fokusere det meste af deres bestræbelser på at sælge lavere ende produkter til massemarkedet type regnskaber - hvor deres indtægter er meget større. OPPORTUNITIES MULIGHEDER Though the competition is well-established in, and gives lots of focus to, current major markets for this product, they are pursuing the higher end kite markets much less aggressively. Selvom konkurrencen er veletableret i, og giver masser af fokus på aktuelle store markeder for denne vare, de forfølger den højere ende glente markeder langt mindre aggressivt. This market offers amazing potential because it has significant growth potential, and the competition isn’t well-entrenched here. Dette marked tilbyder fantastiske potentiale, fordi det har betydelige vækstpotentiale, og konkurrencen er ikke godt forankret her. Further, this market tends to differ from the other markets in several important ways. Desuden er dette marked har tendens til at afvige fra de øvrige markeder i flere vigtige måder. Though this market might not be the largest, it nevertheless appears to be a very solid opportunity for a newer competitor. Selv om dette marked kan ikke være den største, men alligevel synes at være et meget solidt mulighed for en nyere konkurrent. THREATS AND RISKS Trusler og risici Due to the fact that we are a small firm, we don’t anticipate a meaningful or prompt reaction to our market entrance from our larger and more established competitors. Da vi er en lille virksomhed, vi ikke foregribe en meningsfuld eller hurtig reaktion på vores marked indgang fra vores større og mere veletablerede konkurrenter. We think that a strong reaction from existing distribution firms is particularly unlikely due to the fact that the primary competitors will derive only a very small percentage of their business from kite sales, and even that revenue will be largely from mass market accounts that we plan to be avoiding. Vi mener, at en stærk reaktion fra eksisterende distribution virksomheder er særlig sandsynligt skyldes, at den primære konkurrenter vil udlede kun en meget lille procentdel af deres virksomhed fra glente salg, og endda, at indtægterne vil være stort set fra massemarked konti, som vi planlægger at skal undgås. Nevertheless, we have developed certain contingency plans for certain reactions that competitors might make. Alligevel har vi udviklet visse beredskabsplaner for visse reaktioner, at konkurrenterne kan gøre. If a competitor tends to lower his prices on the exact same product we are offering, we will attempts to match their price on that product. Hvis en konkurrent har tendens til at sænke sine priser på nøjagtig samme produkt, vi tilbyder, vil vi forsøge at matche deres pris på dette produkt. But we intend as much as we can to place emphasis on products that our competitors haven’t been selling to start off with. Men vi agter så meget som vi kan, for at lægge vægt på de produkter, som vores konkurrenter ikke har været sælger for at starte ud med. More tips coming up! Flere tips kommer op! follow the link to the next page: Business Plan Sample 4 Følg linket til næste side: Business Plan Prøve 4 |
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