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Assessed Group Presentation - Corporate Strategy

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Nigel Wildgust

on 12 February 2013

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Transcript of Assessed Group Presentation - Corporate Strategy

Dyson Ltd SWOT ANALYSIS GAP Analysis Investment advertising and promotion & research and development GAP analysis compares the actual performance with the potential performance. Introduction We have used 4 different strategy models to assess and analyse Dyson

In our team we have discussed and drawn together our research and conclusions

We will present each of the models to you Our team has underataken a strategic assessment of Dyson Ltd

"At Dyson you acquire a point of view, that things could and should be better. It’s the great rational story of progress." From the conclusions we drew from our models we are going to make recommendations for your careful consideration to ensure Dyson continues to do things better ensuring growth and success. Handheld products account for 2% of the cleaner market
29% of households now have more than one vacuum cleaner
Increasing range of competing products in market
Dyson products lightweight and powerful due to the technology we employ Dyson Handheld
Vacuum Cleaners First launched in UK 2006
Continues to increase market share
“Eco-factor” benefits against warm air dryers and paper towel options
Streamline design appeals to users
Reduced running costs over traditional methods attractive to facility managers Dyson “Airblade”
Commercial Hand Dryers Products with low market share and low growth potential in declining or static markets.
“Dogs” can be a drain on a company’s resources.
The BCG usually suggests divestment of such products. Dogs Also referred to as “a problem child”
Potential in a growing market but yet to establish a high market share
Development will probably require heavy investment
Many “Question Marks” do not make it into “Stars” Question Mark A core product of the business, providing cash for the Company and for further investment in other product lines.
A “cash cow” is a product with a high market share in a low growth market.
“Cash Cows” may become “Dogs” as market growth and market share declines Cash Cow High growth, while attractive, may demand significant investment in order to develop the technology and/or expand manufacturing and distribution capacity.
A good corporate portfolio of products should be a balanced one, where high market share low growth products provide revenue for the development and promotion of high growth market products. State of the art space heater
Cutting edge design and technology – no visible blades
Dual purpose – heat or cool air function
Negative feedback concerning high retail price
No tangible benefits for high cost – same power consumption as comparable standard space heater.
Investment to develop product further
Investigate alternative pricing models Dyson Air Multiplier
“Hot” Fans Declining market – overall sales of cleaners in UK down by 13.5% since 2008
Cylinder cleaners now account for 52% of UK sales, Upright cleaners 44%
Consumer preference for laminate flooring
Dyson “multi-floor” products to meet this demand
New “Ball” technology has reduced size of units – easier storage. Dyson Upright & Cylinder
Vacuum Cleaners Further product development needed to address these issues
Increase consumer advertising to enhance perception of and desire for product Dyson Ultra-Light Cylinder Cleaners 90% of UK population now city dwellers
2.3 million UK homes less than 50sq m
Cylinder cleaners now account for over 50% of vacuum cleaner sales
Some negative consumer feedback relating to Dyson models. Dyson Ultra-Light Cylinder Cleaners A product with high market share in a high growth arena.
Further investment by the company in product development may be undertaken
Generally a “Star” should provide enough revenue from its sales to be self sufficient.
“Stars” may become the company’s “Cash Cows” of the future Stars Design classic incorporating stylish looks with cutting edge digital motor technology
No tangible benefit over existing products already available in market
Exceptionally high retail price – up to 3 times more than competitive products
Dyson dual purpose “Hot” range likely to take market share from “cool-air” range
This product unlikely to establish significant market share
Likely to become significant drain on company resources if product range continued Dyson “Air Multiplier”
Cool-air Fan Negative consumer feedback concerning short battery life and exceptionally high retails price
Aspirational product – majority of consumer testers would have one if “money were no object”.
Investment needed to improve our battery technology
Thought needed over current pricing model Dyson Handheld
Vacuum Cleaners Life expectancy of average vacuum cleaner now 6.3 years
Dyson core products with loyal consumer following
Aspirational products – scope for consumers to “trade up”. Dyson Upright & Cylinder
Vacuum Cleaners Some negative feedback in terms of accessibility for disabled persons and young children
Further product development required to address this issue Dyson “Airblade”
Commercial Hand Dryers Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Hand dryer LOW Market Growth HIGH HIGH Market Share LOW LOW Market Growth HIGH HIGH Market Share LOW Cash Cows



Dyson Upright and Traditional Cylinder Vacuum Cleaners Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Commercial
Hand dryer LOW Market Growth HIGH HIGH Market Share LOW Dogs



Dyson Air Multiplier
Cool air fans Question Marks
Dyson Handheld Vacuum Cleaner
DC34, DC35, DC44




Dyson Air Multiplier
Fan Heaters Cash Cows



Dyson Upright and Traditional Cylinder Vacuum Cleaners Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Commercial
Hand dryer LOW Market Growth HIGH HIGH Market Share LOW Question Marks
Dyson Handheld Vacuum Cleaner
DC34, DC35, DC44




Dyson Air Multiplier
Fan Heaters Cash Cows



Dyson Upright and Traditional Cylinder Vacuum Cleaners Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Commercial
Hand dryer LOW Market Growth HIGH HIGH Market Share LOW Strategy Presentation Let's take a look at the products! Handheld products account for 2% of the cleaner market
29% of households now have more than one vacuum cleaner
Increasing range of competing products in market
Dyson products lightweight and powerful due to the technology we employ Further product development needed to address these issues



Increase consumer advertising to enhance perception of and desire for product Dyson Ultra-Light Cylinder Cleaners Design classic incorporating stylish looks with cutting edge digital motor technology

No tangible benefit over existing products
Exceptionally high retail price
Unlikely to establish significant market share
Drain on company resources if product range continued Dyson “Air Multiplier”
Cool-air Fan Negative consumer feedback concerning short battery life and exceptionally high retails price

Aspirational product – majority of consumer testers would have one if “money were no object”.

Investment needed to improve our battery technology

Thought needed over current pricing model Dyson Handheld
Vacuum Cleaners Declining market – sales down by 13.5% since 2008

Cylinder cleaners now account for 52% of UK sales, Upright cleaners 44%

Consumer preference for laminate flooring

Dyson “multi-floor” products to meet this demand

New “Ball” technology has reduced size of units – easier storage. Dyson Upright & Cylinder
Vacuum Cleaners Some negative feedback in terms of accessibility for disabled persons and young children


Further product development required to address this issue Dyson “Airblade”
Commercial Hand Dryers First launched in UK 2006

Continues to increase market share

“Eco-factor” benefits against warm air dryers and paper towel options

Streamline design appeals to users

Reduced running costs over traditional methods attractive to facility managers Dyson “Airblade”
Commercial Hand Dryers The BCG Matrix may be used to analyse the market share and market growth of the various products offered by a company. The Boston Consulting Group (BCG) Matrix
Cutting edge design and technology

Dual purpose – heat or cool air function

Negative feedback concerning high retail price

No tangible benefits for high cost

Investment to develop product further

Investigate alternative pricing models Dyson Air Multiplier
“Hot” Fans Life expectancy of average vacuum cleaner now 6.3 years

Dyson core products with loyal consumer following

Aspirational products – scope for consumers to “trade up”. Dyson Upright & Cylinder
Vacuum Cleaners 90% of UK population now city dwellers
2.3 million UK homes less than 50sq m
Cylinder cleaners now account for over 50% of vacuum cleaner sales
Some negative consumer feedback relating to some Dyson models. UK Vacuum cleaner market Question Marks

Dyson Handheld Vacuum Cleaner
DC34, DC35, DC44




Dyson Air Multiplier
Fan Heaters Cash Cows



Dyson Upright and Traditional Cylinder Vacuum Cleaners Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Commercial
Hand dryer LOW Market Growth HIGH HIGH Market Share LOW Cash Cows



Dyson Upright and Traditional Cylinder Vacuum Cleaners Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Commercial
Hand dryer LOW Market Growth HIGH HIGH Market Share LOW Dogs



Dyson Air Multiplier
Cool air fans Question Marks


Dyson Handheld Vacuum Cleaner
DC34, DC35, DC44



Dyson Air Multiplier
Fan Heaters Cash Cows



Dyson Upright and Traditional Cylinder Vacuum Cleaners Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Commercial
Hand dryer LOW Market Growth HIGH HIGH Market Share LOW Dyson Handheld
Vacuum Cleaners Where do you want to be?

What is your ideal future state? Where do you want to be? GAP Analysis To become the World’s best-selling manufacturer of domestic appliances. Produce the most innovative, effective and stylish domestic appliances that meet the consumers’ needs. Convert more ideas into great products Bridging the gap The Gap In 2011, Dyson sold 85% of its machines outside the UK compared with 30% in 2005. Become the World’s best-selling manufacturer of domestic appliances. Top selling upright vacuum cleaner brand in the US, with a near 27% market share. Current Situation Patent infringements

China's two-speed patent applications process Develop political muscle

Raise awareness amongst consumers of damaging effects of patent infringement through advertising.

Clear strategy for challenging infringement Bridging the gap The Gap Current Situation Future State “The engineers are still in charge”

What motivates the engineers on the product team may not be the same thing that customers want. put our products in front of customers directly from the target market, and consider carefully their response and constantly strive to keep their perspective in mind. Separate usability testing or perform it much earlier in the product lifecycle. Produce the most innovative, effective and stylish domestic appliances that meet the consumers’ needs. Bridging the Gap The Gap Current Situation Future State The Dyson Foundation "We have great universities but we don't make the most of technology from them."

"Britain has a great heritage of invention and a thirst to adopt good technology." Bring Dyson and universities closer, so that their ideas can be commercialised. Encourage Government to help bridge this gap. Expand the support offered to students Convert more ideas into great products Political
Ethical
Legal PESTLE
Key drivers for change
Strategic position "It wasn't a failure" Leadership Iain Carruthers High growth, while attractive, may demand significant investment in order to develop the technology and/or expand manufacturing and distribution capacity.
A good corporate portfolio of products should be a balanced one, where high market share low growth products provide revenue for the development and promotion of high growth market products. First launched in UK 2006
Continues to increase market share
“Eco-factor” benefits against warm air dryers and paper towel options
Streamline design appeals to users
Reduced running costs over traditional methods attractive to facility managers Dyson “Airblade”
Commercial Hand Dryers Further product development needed to address these issues
Increase consumer advertising to enhance perception of and desire for product Dyson Ultra-Light Cylinder Cleaners Products with low market share and low growth potential in declining or static markets.
“Dogs” can be a drain on a company’s resources.
The BCG usually suggests divestment of such products. Dogs A core product of the business, providing cash for the Company and for further investment in other product lines.
A “cash cow” is a product with a high market share in a low growth market.
“Cash Cows” may become “Dogs” as market growth and market share declines Cash Cow The BCG Matrix may be used to analyse the market share and market growth of the various products offered by a company. The Boston Consulting Group (BCG) Matrix Negative consumer feedback concerning short battery life and exceptionally high retails price
Aspirational product – majority of consumer testers would have one if “money were no object”.
Investment needed to improve our battery technology
Thought needed over current pricing model Dyson Handheld
Vacuum Cleaners Handheld products account for 2% of the cleaner market
29% of households now have more than one vacuum cleaner
Increasing range of competing products in market
Dyson products lightweight and powerful due to the technology we employ Dyson Handheld
Vacuum Cleaners Declining market – overall sales of cleaners in UK down by 13.5% since 2008
Cylinder cleaners now account for 52% of UK sales, Upright cleaners 44%
Consumer preference for laminate flooring
Dyson “multi-floor” products to meet this demand
New “Ball” technology has reduced size of units – easier storage. Dyson Upright & Cylinder
Vacuum Cleaners Some negative feedback in terms of accessibility for disabled persons and young children
Further product development required to address this issue Dyson “Airblade”
Commercial Hand Dryers Also referred to as “a problem child”
Potential in a growing market but yet to establish a high market share
Development will probably require heavy investment
Many “Question Marks” do not make it into “Stars” Question Mark A product with high market share in a high growth arena.
Further investment by the company in product development may be undertaken
Generally a “Star” should provide enough revenue from its sales to be self sufficient.
“Stars” may become the company’s “Cash Cows” of the future Stars Design classic incorporating stylish looks with cutting edge digital motor technology
No tangible benefit over existing products already available in market
Exceptionally high retail price – up to 3 times more than competitive products
Dyson dual purpose “Hot” range likely to take market share from “cool-air” range
This product unlikely to establish significant market share
Likely to become significant drain on company resources if product range continued Dyson “Air Multiplier”
Cool-air Fan State of the art space heater
Cutting edge design and technology – no visible blades
Dual purpose – heat or cool air function
Negative feedback concerning high retail price
No tangible benefits for high cost – same power consumption as comparable standard space heater.
Investment to develop product further
Investigate alternative pricing models Dyson Air Multiplier
“Hot” Fans Life expectancy of average vacuum cleaner now 6.3 years
Dyson core products with loyal consumer following
Aspirational products – scope for consumers to “trade up”. Dyson Upright & Cylinder
Vacuum Cleaners 90% of UK population now city dwellers
2.3 million UK homes less than 50sq m
Cylinder cleaners now account for over 50% of vacuum cleaner sales
Some negative consumer feedback relating to Dyson models. Dyson Ultra-Light Cylinder Cleaners Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Hand dryer LOW Market Growth HIGH HIGH Market Share LOW LOW Market Growth HIGH HIGH Market Share LOW Cash Cows



Dyson Upright and Traditional Cylinder Vacuum Cleaners Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Commercial
Hand dryer LOW Market Growth HIGH HIGH Market Share LOW

Question Marks
Dyson Handheld Vacuum Cleaner
DC34, DC35, DC44


Dyson Air Multiplier
Fan Heaters Cash Cows



Dyson Upright and Traditional Cylinder Vacuum Cleaners Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Commercial
Hand dryer LOW Market Growth HIGH HIGH Market Share LOW Dogs



Dyson Air Multiplier
Cool air fans Question Marks
Dyson Handheld Vacuum Cleaner
DC34, DC35, DC44




Dyson Air Multiplier
Fan Heaters Cash Cows



Dyson Upright and Traditional Cylinder Vacuum Cleaners Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Commercial
Hand dryer LOW Market Growth HIGH HIGH Market Share LOW Recommendations R & D is key Preparing for life after Sir James Dyson Maintaining the reputation Develop the next generation of engineers Protecting IPR Questions? Marketing without James Dyson The Boston Consulting Group (BCG) Matrix Changing markets – opportunities for growth A good corporate portfolio of products should be a balanced one, where high market share,low growth products provide revenue for the development and promotion of high growth market products. Cutting edge design and technology – no visible blades

Dual purpose – heat or cool air function for all weather performance

Negative feedback high retail price with no tangible benefit– same power consumption as standard fan heater. Dyson Air Multiplier
“Hot” Fans
“Eco-factor” benefits compared with warm air dryers and paper towel options

Streamline design appeals to users

Reduced running costs over traditional methods

Dyson taking increasing market share Dyson “Airblade”
Commercial Hand Dryers Growing market sector - cylinder cleaners now account for over 50% of vacuum cleaner sales

2.3 million UK homes less that 50 sqm

Increase in laminate floors

Demand for powerful, easy to store, compact models Dyson Ultra-Light Cylinder Cleaners Design classic incorporating stylish looks with digital motor technology

BUT - no tangible benefit over existing products already available in market

Exceptionally high retail price – up to 3 times more than competitive products

Dyson’s own dual purpose “Hot” range may to take market share from “cool-air” range

Unlikely to establish significant market share Dyson “Air Multiplier”
Cool-air Fan Growing Market - handheld products account for 2% of the vacuum cleaner market

29% of households now have more than one vacuum cleaner

Dyson products lightweight and powerful
Aspirational product

However some negative consumer feedback – poor battery life - exceptionally high retail price Dyson Handheld
Vacuum Cleaners Average vacuum cleaner retention now just 6.3 years

Loyal “Dyson” following

Aspirational products – potential for consumers to “trade up” on replacement Dyson Upright & Cylinder
Vacuum Cleaners LOW Market Growth HIGH HIGH Market Share LOW Cash Cows



Dyson Upright and Traditional Cylinder Vacuum Cleaners LOW Market Growth HIGH HIGH Market Share LOW Cash Cows



Dyson Upright and Traditional Cylinder Vacuum Cleaners Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Hand dryer LOW Market Growth HIGH HIGH Market Share LOW Question Marks



Dyson Handheld Vacuum Cleaner
DC34, DC35, DC44 Cash Cows



Dyson Upright and Traditional Cylinder Vacuum Cleaners Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Commercial
Hand dryer LOW Market Growth HIGH HIGH Market Share LOW Dogs



Dyson Air Multiplier
Cool air fans Question Marks



Dyson Handheld Vacuum Cleaner
DC34, DC35, DC44




Cash Cows



Dyson Upright and Traditional Cylinder Vacuum Cleaners Stars



Dyson Ultra-Light Vacuum Cleaners
DC26, DC38


Dyson Airblade Commercial
Hand dryer LOW Market Growth HIGH HIGH Market Share LOW Combating the brain drain Competition R & D
Full transcript