Capsim Strategy Plan

By upgrading their brand, it will help to identify the qualities of the products that set it apart from the competition. They have to make the

Andrews plans to introduce one high-tech sensor, Alpha, in 2022. When launching this new sensor, Andrews will build low-tech labor intensive factories. Although this strategy will increase the dependency on labor, Alpha will be flexible for frequent updates. This characteristic is important to have in the high-tech market because consumers want the highest updated quality.

The sensor industry is an attractive industry due to its’ rapid growth rates and high entry barriers. Additionally, there are no close substitute products. The bargaining power of suppliers is not a factor affecting the sensor industry at this time. However, the bargaining power of buyers is extremely strong, due to the fact that switching costs are low, and most product segments are fairly standardized. The sensor industry is also characterized by intense rivalry among six strong competitors.

Reliable products for low technology customers: Our brands offer value. Our stakeholders are bondholders, stockholders, customers and management.

Chester chose to enter the sensor industry in 2016 as the niche cost leader. Our mission is to providing trustworthy products to our customer base. Our goal is to offer these products at a cutting edge price, with low overhead, at a high volume. By focusing on the Traditional and Low End segment of the market, Chester’s ability to achieve our mission made it possible to gain market share. Many aspects went into the logistics of the supply chain in order to carry out our operation. While the cost leader strategy is not always an opportune circumstance for the traditional segment, it allows us to offer lower prices to entice customers to purchase our products over other companies in the industry.

During the course of the simulation, my team’s strategy was to adopt and stick to the Niche Differentiator strategy. To accomplish our mission, we focused on high end, performance and size sensors and hoped to seize a dominant presence in the industry. This approach allowed us to reduce prices in low end and traditional while positioning to better take over High End and Performance industry segments.

All segments are critical for the implementation of our company’s strategy because we chose to be broad cost leaders. Cost leaders maintain a presence in all market segments by focusing on low production costs and competitive pricing. With that in mind, one segment is considered to be slightly more important than the others: the low end segment. We will compete in every market segment, but this is one of the most important due to the fact that price is the main consideration of the buying criteria at 53% importance. Our costs will be much lower than our competitors which translates into a lower market price for this product, which is ideal for our customers.

I am writing this memo as a member of the Andrews management team to notify you of the developments made on a preliminary business strategy that we are anticipating to be both successful and exciting. The sensor industry has experienced increasing product demand recently, as well as a universal desire for smaller and faster sensors in both the low and high tech market segments. Through the conduction of an external analysis, we have identified five major competitors within this industry, all sharing a similar control of suppliers and buyers to our company. The main goal of our strategy is to gain an advantage

* 1. Understand business strategy and competitive environment. - There is plenty of room for growth of this market, only 5% of the market has been penetrated and Sensormatic is the leader in security surveillance system sales. To invest in throw away tags would be an innovative position relative to cost.

We at ALMS Consulting Co. have been hired to analyze the way product lines and product managers are being evaluated at the Thomas J. Lipton, Incorporated (“Lipton” or the “Company”) entity. We will review the performance metrics utilized at the corporate level of Lipton, explain the current methodology utilized to evaluate the individual product lines, and then detail the benefits and potential downfalls of the methodology proposed by Don Logan. Finally, we will provide our own recommendations and opinions as to how

On the other hand, prices are the most insignificant buying criterion in High End, Performance and Size segments. No matter how high the prices are, customers in these segments are more preferable to high-tech product. In particular, for the High End and Size segments, ideal position occupies 43% and products’ ideal age is 29%. Furthermore, reliability is the most important consideration to customers in Performance segment. Hence, Niche Differentiation is a proper alternative for these three segments.

This gain value and addresses a key decisive achievement factor in the industry (Grant,2010). As position is important to offer convenience and a deep assortment, An extra unique intangible resource would be their brand representation and customer loyalty, this is vital since it can attract or attract consumers and it could be necessary to build the brand image .

Important environmental forces that are affecting our company in the present quarters are our companies’ market share, brand demand, profitability, pricing, and media placement. In the current market Zeus Technology holds about 47% of the market share, this statistic is valuable to hear because it displays that the environment that our business is in is a superior one for our business to grow. Partnered with this, Zeus Technologies is also holding a 59% market share in our primary target market which is Workhorse; evidently this is indeed a positive step towards the development of our company. Through the performance report from our last two quarters, the consumer presence segmentation and the evolution of them is now clear to our company. Furthermore, Zeus Technologies did not initially meet the expectations for our

'We held on to the company, in part, by promising a big winner. Sensor was a symbol

The figures below show the declining market shares of Western Europe, in spite of Germany’s strong overall position in the sensors market. The main reason for this is the fact that Western European sensor buyers are found mostly in the established industries, while the USA and Japan lead in information and communication technology—the main growth sector for the future sensors markets.