EPS@ISEP | The European Project Semester (EPS) at ISEP

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report [2018/06/26 09:54] – team3report [2018/06/26 13:21] (current) – team3
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 </WRAP> </WRAP>
  
-**Weaknesses**  +Out of the swot analysis we can conclude the project had some weaknesses. First of all, none of the team members really have had any serious business experience and since the product did not have direct competitors, they could not study their marketing strategies. The team members come from different countries and did not speak the same native language, which could represent a weakness to communicate with one another and made their points of view clear. The team only had a very limited time to complete the project compared to her competitors which is also a weakness. As for last weakness, the team only has a budget of 100 € in order to build a small prototype. The project also had many strengths, the team had different expertise on five important topics related to the project. The team is very small and a free structure which grants the team a lot of flexibility compared to her competitors. Billy has a unique selling point that it not only warns people on how bad the air pollution is in one area but also gives indications on where the pollution is worse and where it is better. Also, Billy does not only warn people about pollution but also gives advice what people can do to improve the air quality yourself. The team needed to take advantage of the opportunity to succeed in the market. One of the big opportunities for Billy is the growing focus of the European Union on the problem of air pollution. This growing focus resulted in a law for the European countries that their level of air pollution could not exceed a certain level of pollution. This is an opportunity for Billy because it can measure the air pollution for governments and also help them improve the air quality to stay within legal levels, to avoid fines from the European Union. Except for opportunities the project also had threats. One of the big threats for Billy is the fast and dynamic market the team wants to enter. In this market, technology is a key for a competitive advantage, because the more a billboard can do for the customer at a lower price the better the competitive advantage. There are a lot of ideas of air improving billboards in progress, which puts a lot of pressure on the project to keep innovating to stay ahead of the competition. One of the biggest treats for Billy is the development of an application on smart phones whit can do the same things as Billy.
-The project had some weaknesses. First of all none of the team members really have had any serious business experience and since the product did not have direct competitors, they could not study their marketing strategies. The team members come from different countries and did not speak the same native language, which could represent a weakness to communicate with one another and made their points of view clear. The team only had a very limited time to complete the project compared to her competitors which is also a weakness. As for last weakness, the team only has a budget of 100 € in order to build a small prototype.  +
- +
-**Strengths** +
-The project also had many strengths, the team had different expertise on five important topics related to the project. The team is very small and a free structure which grants the team a lot of flexibility compared to her competitors. Billy has a unique selling point that it not only warns people on how bad the air pollution is in one area but also gives indications on where the pollution is worse and where it is better. Also, Billy does not only warn people about pollution but also gives advice what people can do to improve the air quality yourself.  +
- +
-**Opportunity** +
-The team needed to take advantage of the opportunity to succeed in the market. One of the big opportunities for Billy is the growing focus of the European Union on the problem of air pollution. This growing focus resulted in a law for the European countries that their level of air pollution could not exceed a certain level of pollution. This is an opportunity for Billy because it can measure the air pollution for governments and also help them improve the air quality to stay within legal levels, to avoid fines from the European Union.  +
- +
-**Threats** +
-Except for opportunities the project also had threats. One of the big threats for Billy is the fast and dynamic market the team wants to enter. In this market, technology is a key for a competitive advantage, because the more a billboard can do for the customer at a lower price the better the competitive advantage. There are a lot of ideas of air improving billboards in progress, which puts a lot of pressure on the project to keep innovating to stay ahead of the competition. One of the biggest treats for Billy is the development of an application on smart phones whit can do the same things as Billy.+
  
 ==== - Strategic Objectives ==== ==== - Strategic Objectives ====
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 ==== - Strategy/Positioning ==== ==== - Strategy/Positioning ====
-After the SWOT-analysis it is time to make choices on Billy`s strategic course. There are two ways to make strategic choices, from an inside-out point of view or from an outside-in point of view. Inside out focuses on the strengths of the company and looks for a market which fits their needs. Team Billy has chosen for the outside-in point of view, in which the company looks at a market and identifies its opportunities and how to take advantage of them. A great thinker on this point of view is Michael Porter. He describes three different strategies a company can use from an outside-in point of view. +After the SWOT-analysis it is time to make choices on Billy`s strategic course. There are two ways to make strategic choices, from an inside-out point of view or from an outside-in point of view. Inside out focuses on the strengths of the company and looks for a market which fits their needs. Team Billy has chosen for the outside-in point of view, in which the company looks at a market and identifies its opportunities and how to take advantage of them. A great thinker on this point of view is Michael Porter. He describes three different strategies a company can use from an outside-in point of view.
  
   - Cost leadership strategy   - Cost leadership strategy
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 **Cost leadership strategy** **Cost leadership strategy**
-The strategy whereby the company with as low as possible production and distribution costs keep the price as low as possible. The goal will often be to obtain the largest possible market share. The low selling price must be compensated by a higher sales volume. +he strategy whereby the company with as low as possible production and distribution costs keep the price as low as possible. The goal will often be to obtain the largest possible market share. The low selling price must be compensated by a higher sales volume.
  
 **Differentiation strategy** **Differentiation strategy**
-The differentiation strategy focuses on differentiating the organisation In regards to competitors. By differentiating and thus creating value, the image of an organisation can be distinctive compared to competitors. Because value is created, for example, the product gets more unique features and loyal customers, which makes them more willing to pay more for the product than for other products. +The differentiation strategy focuses on differentiating the organisation In regards to competitors. By differentiating and thus creating value, the image of an organisation can be distinctive compared to competitors. Because value is created, for example, the product gets more unique features and loyal customers, which makes them more willing to pay more for the product than for other products.
  
 **Focus strategy** **Focus strategy**
 The focus strategy focuses on competing in one specific segment of the market rather than the total market. With the generic competitive strategy focus strategy, there is, therefore, specialisation by focusing on a specific part of the market. A low-cost strategy (cost leadership) or differentiation strategy can be applied to the part of the market that is being focused on. Within the focus strategy, there is then a cost focus or differentiation focus. The focus strategy focuses on competing in one specific segment of the market rather than the total market. With the generic competitive strategy focus strategy, there is, therefore, specialisation by focusing on a specific part of the market. A low-cost strategy (cost leadership) or differentiation strategy can be applied to the part of the market that is being focused on. Within the focus strategy, there is then a cost focus or differentiation focus.
 +
 +** Strategy for Billy**
 +The team has chosen to position Billy with a differentiation strategy, which focuses on the USP of being able to detect air pollution, provide advice where to go and what people can do against air pollution in their city`s.
  
 ==== - Adapted Marketing-Mix ==== ==== - Adapted Marketing-Mix ====

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