CS_THOMAN_GR02_PGTC
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
COMPETITIVESTRATEGY<br />
ST514E(GROUP2)<br />
MEHDI<br />
FARAJALLAH<br />
VLAD<br />
POPELCA|RO|<br />
JIBU<br />
JACOBJOY|IND|<br />
DENISA<br />
BOSANSKA|CZK|<br />
KASTRIOT<br />
SHABANI|GER|<br />
JOANNA<br />
DOMANSKA|PO|<br />
KAANT<br />
ARORA|IND|<br />
ERWAN<br />
THOMAS<br />
SALAUN|FR| THOMAS<br />
FRETIN|FR|<br />
MUSIKHAUS<strong>THOMAN</strong>NGMBH<br />
09/04/2018
TEAM<br />
Bonded<br />
Trustwothy<br />
FUN
AddingBRICKSsince1954<br />
64
DIGITALSTRATEGY<br />
What?<br />
Why?<br />
How?<br />
Withwhom?<br />
When?<br />
Where?<br />
Wecanlookatalofthisfrom theperspective<br />
ofnon-digitalstrategiesaswel.
Wedream foraworldwhereonlinemusicretailserves<br />
thecustomerbydeliveringanuniqueexperiencethrough<br />
onlineinnovation,high-endtechnologyandbycreating<br />
togetherthebeste-commercecontext.
S<br />
STRENGTHS<br />
•EXTENDEDANDADVANCEDDIGITALSTRATEGY;<br />
•ACTIVESOCIALMEDIAPRESENCE;<br />
•3YEARS<strong>THOMAN</strong>NWARRANTYAND30DAYSMONEYBACK<br />
GUARANTEE<br />
•FREESHIPPINGFROM149EURO<br />
•EUROPE’SLARGESTWAREHOUSEANDSERVICECENTRE<br />
•LARGEPRODUCTDIVERSITY<br />
•EUROPE'SMOSTWIDELYREADPUBLICATIONFORMUSICIANS<br />
VARIETYOFPAYMENTMETHODS
W<br />
WEAKNESSES<br />
•LACKOFTOUCHANDFEELEXPERIENCE.<br />
•ABSENCEOFINSTALMENTPAYINGOPTIONS.<br />
•CAPITALSTRUCTUREPOLICYDRIVENBYTHEMANAGEMENT.<br />
•OPERATIONSLIMITEDTOEUROPE.<br />
•PHYSICALABSENCEINTHECUSTOMERSEYES.<br />
•INCREASEINDISPOSABLEINCOME
O<br />
OPPORTUNITY<br />
•INCREASEINDISPOSABLEINCOME<br />
•TOENTERNEW EMERGINGMARKET<br />
•INCREASEINTHEMUSICFESTIVALANDLIVEPERFORMANCE
T<br />
THREATS<br />
•DIFFERENCEINCURRENCIES.<br />
•DIGITIZATION<br />
•HACKING.<br />
•DEPENDENCYONTHEASIANMANUFACTURES<br />
•LOW ENTRYBARRIER<br />
•QUICKCHANGEINTECHNOLOGIES.
THREATOF<br />
NEW ENTRANTS<br />
BARGAINING<br />
POWEROF<br />
BUYERS<br />
BARGAINING<br />
POWEROF<br />
SUPPLIERS<br />
COMPETITIVE<br />
RIVALRY<br />
THREATOF<br />
SUBSTITUTION<br />
musicmarket<br />
growsandis<br />
profitability<br />
everyyear<br />
thanksdigitalizationmusicis<br />
moreaccessible<br />
anyentryor<br />
exitbariers<br />
threatishigh<br />
onlyassociates<br />
theproductsin<br />
oneplaceand<br />
selsthem<br />
adjusttheoffer<br />
tolocalpreferences<br />
bargaining<br />
bargaining<br />
powerishigh<br />
hugeamount<br />
suppliersper<br />
product<br />
nouniqueness<br />
ofsuppliersservice<br />
bargaining<br />
powerislow<br />
newelectronic<br />
instrumentsx<br />
thepriceishigh<br />
PORTER’S5FORCES<br />
manymajorplayers,e.g.Woodbrass,<br />
Musicstore.de<br />
UKisleadingmusic<br />
marketinEurope<br />
theUSrankedas<br />
theleadingcountry<br />
intermsofglobal<br />
musicproductsales<br />
numberofcompaniesishighxthe<br />
brandloyaltyishigh
TARGETBUSINESSMODEL
EXPANSIONTOASIA<br />
SERVICEIMPROVEMENT<br />
MARKETREPOSITIONING<br />
RECREATING<br />
THEGERMAN<br />
SHOP<br />
VR/AR<br />
TECHNOLOGY<br />
ALLOWANCEOF<br />
INSTALLMENTPAYMENTS<br />
•DRIVEONTHE<br />
HIPE(TOURIST<br />
ATTRACTION)<br />
•SELLSOUVENIRS,<br />
TSHIRTSWITH<br />
LOGOANDGIFT<br />
COUPONS<br />
COUPONS<br />
•SELLINGTHE<br />
GEARSINA<br />
PRICERANGE<br />
OF20-40€<br />
•CUSTOMER<br />
INCENTIVETO<br />
BUYTHEGEARS<br />
BUYTHEGEARS<br />
ISEXISTING<br />
BEFORE<br />
PURCHASE<br />
•ENLARGEDCUSTOMERBASEWILL<br />
OVERWEIGHTTHEINHERENTRISK<br />
OFTHATPAYMENTMETHOD<br />
•RISKCANBEEASILYHEDGEDON<br />
THEMARKETS<br />
<strong>THOMAN</strong>NWAREHOUSE<br />
SYSTEM<br />
ENHANCINGDELIVERYSYSTEM<br />
•OUTSOURCETHELOGISTICALPART<br />
ANDREDUCEWITHTHATCOSTS<br />
•REDUCTIONOFDELIVERYRISKS<br />
<strong>THOMAN</strong>NAUDIO<br />
PROFESSIONAL<br />
AAASTRATEGY<br />
•RISKREDUCTIONTHROUGH<br />
DIVERSIFICATION(3RDPILLAR<br />
WITHINTHEEXPANSION)<br />
•EVENTMANAGEMENTANDLEISUREACTIVITIESCANBEUSEDTO<br />
ADVERTISE,IMPROVEAWARENESS,ANDGATHERFEEDBACK<br />
•REVENUESCANBEINCREASEDBYSTRONGLOYALTY<br />
•CROSSSELLINGANDUPSELLING(VERYIMPORTANTFOR<br />
REVENUES)<br />
•IMPLEMENTINGANICHEMARKETTHROUGHCOMBINATIONOF<br />
MUSICINSTRUMENTRETAILANDEVENT/LEISUREMANAGEMENT<br />
MUSICINSTRUMENTRETAILANDEVENT/LEISUREMANAGEMENT<br />
(ITENABLESALSO<strong>THOMAN</strong>NTOBUILDUPMARKETENTRY<br />
BARRIERS)<br />
•USETHEPSYCHOLOGICALTRANSITIONINSOCIETYANDTHE<br />
BOOMINGEVENTMANAGEMENTMARKET(MOREREVENUES)<br />
•OPTIMIZEPACKAGING,WEIGHTANDDELIVERYROUTES<br />
TOREDUCECOSTSANDINCREASEEFFICIENCY<br />
•SMARTANDWELL-DESIGNEDPACKAGING(E.G.<br />
ECOFRIENDLY)WILLSHOW CUSTOMERCENTRICITYAND<br />
ENVIRONMENTALCOMMITMENT->CUSTOMERSREADINESS<br />
TOPAYHIGHERPRICES;<strong>CS</strong>R;BETTERIMAGE;CUSTOMER<br />
LOYALTY<br />
LOYALTY
MARKETINGSEGMENTATION<br />
GEOGRAPHIC<br />
Peoplewhodoesnotplayanymusicalinstruments;<br />
Urbanpopulation.<br />
DEMOGRAPHIC<br />
Youngpopulation(16to34years);<br />
Beginners;<br />
Customersfrom middleandhighincomeclass.<br />
BEHAVIOURAL<br />
Dependsonpaternsof:<br />
Buying:interestinlowinvolvementvshighinvolvementproduct<br />
(higherlevelofloyalty);<br />
Using:artistvsamateur;<br />
Spending:wealthyvsimpecunious.<br />
PSYCHOGRAPHIC<br />
Atitude:<br />
Highinterestinmusic,experts:artistandmusicschool;<br />
Musicasahobby.
STRATEGI<strong>CS</strong>EGMENTATION<br />
PRODUCTMANUFACTURING<br />
OwnmusicalinstrumentlineundertheThomannbrand(achance)<br />
PRODUCTDELIVERY<br />
Fairdeliverytime<br />
PRODUCTMAINTENANCE<br />
Highqualityofmaintenanceeachinstruments<br />
RETAIL<br />
Widelyknownlargeonlineretailoperation<br />
TOURISTPOINT<br />
Consulting<br />
Entertainment<br />
EDUCATIONANDSPONSORSHIP<br />
Supporttalentedchildrenandteenagers<br />
Financingofmusicalevents(achance)<br />
SOCIALMEDIAPRESENCE<br />
Provideoffulextendofinformationthroughsocialnetworksandmobileapplications
ATTRACTIVENESS<br />
CALCULATIONOFTHEHHI<br />
COMPANY<br />
<strong>THOMAN</strong>N<br />
FNAC<br />
CULTURA<br />
WOODBRASS<br />
SONOVENTE<br />
BAXSHOP<br />
OTHERSMALLPLAYERS<br />
ANDUNORGANIZEDSECTOR<br />
TOTAL<br />
TRAFFI<strong>CS</strong>HARE<br />
0.2211<br />
0.1879<br />
0.1789<br />
0.0953<br />
0.0488<br />
0.0357<br />
0.2323<br />
1<br />
SQUAREDTRAFFI<strong>CS</strong>HARE<br />
0.048885<br />
0.035306<br />
0.032005<br />
0.009082<br />
0.002381<br />
0.001274<br />
0.053963<br />
0.182898<br />
HHI=.182898X10000=182898<br />
MODERATECONCENTRATION
5YEARDECISIONPLAN<br />
1<br />
ASIAEXPANSION(1TO3YEARSOBJECTIVE)<br />
Asiaisahugeupcomingmarketregardingmusicinstruments.EspecialyChina.<br />
OpportunitytoenlargeourinfluencezonesothatThomanntrulybecomeaglobalcompany.<br />
THISEXPANSIONWILLINCLUDE:<br />
RecreationoftheiconicThomanninstrumentgermanshopinoneofthebiggestcityofChina.<br />
Adapttheinternetwebsitetoasianmarketrequirements.<br />
Bring/buildlogisticalknowledgeandhardware.<br />
ACTIONPLAN<br />
EXPANDTOASIANMARKET<br />
RecreationoftheGermanShop;<br />
ThomannWarehouseModelImplementation;<br />
ThomannProfessionalServicesImplementation.<br />
DECISION+ACTIONPLAN
5YEARDECISIONPLAN<br />
2<br />
SERVICEIMPROVEMENT:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
ACTIONPLAN<br />
SERVICESIMPROVEMENT<br />
<br />
<br />
<br />
<br />
DECISION+ACTIONPLAN
5YEARDECISIONPLAN<br />
3<br />
MARKETREPOSITIONINGFROM “BIGGEST”TO“BEST”<br />
ThestrategyofThomannsofarwastobethebiggestmusicinstrumentsretailers,asleastinEurope.<br />
Sofarsogood,butifwewantthecompanytokeepitsmarketsharesandtocontinuegaining<br />
some,wehavetofocusthestrategytobecomethe“best”retailer.Thisgoesalongwiththeother<br />
decisions,andherewetrytorelateournewstrategytothecustomers.<br />
INORDERTODOTHAT,WEWOULD:<br />
Supportartiststhrougheventcreation<br />
Promotingourservicesthroughadvertising<br />
Awarenessthroughatractiveness<br />
ACTIONPLAN<br />
MARKETREPOSITIONINGFROM“BIGGEST”TO“BEST”<br />
ArtistSupportthroughEventCreation;<br />
Advertising;<br />
AwarenessthroughAtractiveness.<br />
DECISION+ACTIONPLAN
The<br />
KPI<br />
AKPIorKeyPerformanceIndicatorisameasurablevaluethat<br />
demonstrateshoweffectivelyacompanyisachievingkeybusiness<br />
objectives.<br />
TheKeyPerformanceIndicatorsthathavebeenusedtoelaborate<br />
theprojecthavebeenselectedaccordingtoeachdecision:<br />
THEASIANEXPANSION<br />
RecreationoftheGermanshop:<br />
Marketshare(Increasein)revenues<br />
Marketvolume<br />
ThomannWarehouseModelImplementation:<br />
Inventoryturnover<br />
Erorratio<br />
ThomannProfessionalServicesImplementation:<br />
Customerfeedback<br />
Numberofcontracts
The<br />
KPI<br />
SERVICEIMPROVEMENT<br />
Alowinginstalmentpayments:<br />
Receivablesturnover<br />
Sales<br />
Grossprofit<br />
Paymentmethodused<br />
IntroductionofARandVRtechnologiesfortheonline<br />
shop:<br />
Websitetraffic<br />
Bouncerate<br />
Conversionrate<br />
Customercentricity,cultureofmetricsandcustomer<br />
loyaltyprograms<br />
Conversionrate<br />
Numberofaccountsopened/closed<br />
Customervolume<br />
5starratings<br />
Numberofnewsleters/blogsubscriptions<br />
Numberoffacebookshares<br />
Deliverysystem improvement<br />
Deliverytime<br />
Returnvolume
The<br />
KPI<br />
MARKETREPOSITIONINGFROM “BIGGEST”TO“BEST”<br />
ArtistSupportthroughEventCreation<br />
Numberofparticipants<br />
Numberofviewers<br />
Numberofevents<br />
Numberofpurchasesfrom eventparticipants<br />
5starrating<br />
Advertising<br />
Numberofinteractions<br />
Numberofblogsharing<br />
AwarenessthroughAtractiveness<br />
Numberofnewclients<br />
Numberofpurchases<br />
Numberofrepurchases<br />
Numberofupseling/cross-seling
GANTTchart
GANTTchart<br />
1Y 2Y 3Y 4Y 5Y 6Y
GANTTchart<br />
1Y 2Y 3Y 4Y 5Y 6Y
THIS<br />
WAS<br />
IT!
Change language