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Copy of Two-in-one furniture company

2NE1 organizational structure and features
by

on 18 February 2014

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Transcript of Copy of Two-in-one furniture company

Made its entrance in 1972
Supplied: wall units, kitchen cabinets
Subcontracted: bedroom sets and dining sets
FACTS:
• owned by Mr. Chua, Mr. Leong, and Mr. Lim
• Aside from the usual local suppliers, Dahlia turned towards imported furniture from France,Japan, and Belgium.
• Perceived customers are those middle and upper income group with a taste in western designs
• Due to its imported
furniture being displayed, Dahlia’s image improved as a high quality furniture store.



DAHLIA'S FURNITURE PRIVATE LIMITED
AREAS OF CONSIDERATIONS
RECOMMENDATION
Focus on:
Local suppliers
Own Production (Orchard)
The Furniture Industry
STATEMENT OF THE PROBLEM
Furniture began as a natural extension of sawmilling
Turned into a leading local industry with market estimated at $300 million
How will Dahlia Furniture Private Ltd. maintain its sales in a highly competitive market?
Competition
Maintain Sales
Increase Sales

Alternative Solutions
Increase importation of furniture.


Uphold the image of being high quality retailer
EXHIBIT 1
EXHIBIT 2
SALES FIGURE
Purchase of Sales by Retail Outlets
Plan of Action
 Trends on consumer preference
 Assign general manager with expertise



 Establish Marketing Strategy
 Monitoring and Controlling
Expanding its production unit
SWOT ANALYSIS
• Good reputation and good image
• Incomparable to local producers
• Owners are risk-takers
• Good at foreign furniture retailing
• Furniture can be prepared on order

1. Strengths:
2. Weaknesses:

• Increase sales in importing furniture
• Young generation tends to change their furniture every 2-5 years.

3. Opportunities
4. Threats
How did Dahlia's Furniture entered the market?
COMPANY BACKGROUND
DAHLIA FURNITURE
CHING LIN
DIETHELM
RETAILING
FIRST SHOWROOM
1978
1979 - 1981
1978 - 1982
HOUSING ESTATE
Found to be unsuitable because of:
HIGH QUALITY AND PRICE
PEOPLE RESIDING WERE MAINLY FROM LOWER INCOME GROUP

ORCHARD AREA
$4 per square foot (rent was more expensive)
Orders come in very quickly
Turnover reached $5 million per annum
ANG MO KIO AND UPPER THOMSON
Ang Mo Kio cost $400,000
-rented out on a monthly basis to furniture makers
-dining sets and custom-made kitchen cabinets
Upper Thomson cost $300,000

BUKIT TIMAH AND UPPER THOMPSON
acquired 2 more Showrooms
Dahlia Furniture wants Strategies on how to sustain:
Increase IMPORTATION
Expand production=more workers
DISADVANTAGES
Could turn out costly if the imported furniture took a longer time to sell (incur cost overtime for storage)
Not be able to cater to the mass market.

ADVANTAGES
Growing demand and growing number of people who could afford imported furniture
Generate higher profits to the company
The image of being high quality will retain
Free from the problems posed by hiring additional labor

DISADVANTAGES
Difficult to manage
Training is time-consuming
Additional overhead cost will be incurred
ADVANTAGES
Cater to the mass market
Create sales for Dahlia
Quality of furniture will be assured

STRENGTH
WEAKNESS
OPPORTUNITIES
THREATS

• Lim’s management wasn't good enough
• Needs better management
• No job regularization

• Competition is high
• Threat on foreign firms

Importers
Export
Total Export

1981
84.4
163.0
173.0

1982
112.0
141.0
160.0

1983
140.0
151.0
173.0

1984
NA
154.0
179.0

Categories of Sources of Income
Own production
Subcontractors
Local suppliers
Imports
Miscellaneous

1984
30%
10%
40%
15%
5%

1980
$4,800,000
1981
$5,500,000
1982
$4,000,000
1983
$289,000
1984
$3,000,000
DAHLIA'S FURNITURE
RETAIL OUTLETS
Orchard area
Area: 2,500 ft.^2
Rent: $13,000 per month
% of Sales: 60%
Bukit Timah area
Upper Thomson area
Area: 900 ft.^2
Rent: $2,500 per month
% of Sales: 30%
Area: 1,130 ft.^2
Rent: $2,700 per month
% of Sales: 10%
PLAN OF ACTION
Full transcript