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ThreatsOfNewEntryMarketingEssay

ThreatsOfNewEntryMarketingEssay
INTRODUCTION2
MAINBODY
TASK138
TASK2815
TASK31516
CONCLUSION17
BIBLIOGRAPHY18
VIPERREPORT19
INTRODUCTION
PerusahaanOtomobilNasionalBerhadwhichisknownforthebrandnameofProtonwas
incorporatedonMay7,1983tomanufacture,assembleandsellmotorvehiclerelatedproducts,
includingaccessories,sparepartsandothercomponents.
Protoniscommittedtomanufacturequalitycars,andknockdownsparepartsthatsatisfycustomer
requirementsandmeettherequiredsafetyandenvironmentalstandardsofthemarket.Toachieve
thiscommitment,Protonsetanobjectivetoensuresqualityasthenumberoneworkethics,establish
effectiveandefficientsystem,provideadequateskillsandknowledgetoalllevelsofpersonnel
throughsystematicandstructuredtrainingprogramandprovideaconducive,safeandwealthy
workingenvironment.ItsfirstmanufacturingplantinShahAlamSelangorbytheMalaysianprime
ministerDatoSeri.Dr.MahathirMuhammad.(Histomobilen.dPMproject1985)
Atfirst,allofthecomponentsofthecarwereentirelymanufacturedbyMitsubishibutthelocalpart
hasbeenabletobeused,astechnologiesweretransferredandskillwasgained.(histomobile
January1986).

MAINBODY
ThestrategystatementforthismarketingplanistointroduceandpositionProtonExora2withnew
enhancementfeaturesasthepremierMPVcarinMalaysiaandinternationalmarketbyearlyofyear
2011bydevelopingmarketingstrategiesandplan.Themarketingstrategyapproachwillseekto

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createcustomerawarenessonProtonExora2offeredandthendevelopthecustomerbase.Hence,
ProtonwillcommunicatethenewconceptcarviaitspromotionactivitiessuchasProtonswebsites
andadvertisementsplacedinnumerousindustrymagazines.
1.Fromexternalenvironmentprotoncompetitorsarethoseorganizationswhichprovidesimilargoods
orservicestothesamesetoffcustomersorthatvieforthesameresourcesneededbythe
organization.Mostorganizationshaveatleastonecompetitor(usuallymorethanone)andmust
considerallpotentialcompetitors.(MillerFredericP,2009).
After10yearsofProtonestablishmentitsnewlocalrivalenteredthemarketwithgoodfuelefficient
cars.ThatwasabigthreattoProton.Itprovidedmultipurposevehiclestofulfillthedifferentneedsof
Malaysiancustomers.ItalsohadanengineeringlegacyfromDaihatsuwhichisaJapanesecar
manufacturer.
MarketresearchprovedthatProduawasalittleaheadinqualityinupholstery,engineefficiencyand
reliabilityofelectronicscomparedtoProton.OtherthanlocalrivalToyotaisitsglobalcompetitorwho
istheonlyoneinautomotiveindustrywhichishavingLEANmanufacturing.Nowitbecomesvery
muchimportanttoformulatesomestrategyforProtonsothatitcansurviveinthemarket.
1.2Theporterfivearebeenappliedformoreclearlybecausethecompetitiveenvironmentnotonly
aboutthecompetitor.Thatisthreatofnewentry,buyerpower,supplierpower,threatsofsubstitution,
competitiverevelry.Itcanbeabouttheeconomicrecession,naturaldisasterandetc.Accordingtothe
modelofPortersfiveforcesitisworthwhileenteringwebdesignindustry.Mostoftheforcesareweak
andeventhestrongonesarenotimpossiblehurdles.
1.2.1Competitiverevelry
InMalaysia,thereisnottoomuchcompetitoraroundaffordablecar.ThelowcostcarasImentioned
above(cheapmaintenance)isnothavealotofcompetitoringenerally.Theaffordablecarin
Malaysiaalso,getsmorepotentialtosellcomparedtoluxurycar.Theluxurycarisonlycertain
peopleused.AsweseetheenvironmentinMalaysia,1familywillhavemorethan1car.Forsure,the
firstcartheywillchoosethecheapercarandaffordablecar.(Mr.Joshuasalesmaninprotonbranch
2013)
1.2.2Threatsofnewentry
TheeconomicrecessionwillbeabigthreatforProton.Asweknow,allbigcompanywillfacingover
budgetordoesnotachievethesaleforthatyear.Thegovernmentwilllosealotofmoneycauseof
policyandshareholders.Bytheway,economicdownturnactuallycomessuddenlywithoutnotice.
1.2.3Threatsofsubstitution
SubstitutesalsowillbeabigthreatforProton.Malaysiahastonationalcar.TheFirstautomobileis
ProtonandsecondlyPerodua.Thesubstituteswillhighintermofcarmodelsomeofcarmodellooks
similar,andcarsparepart.
1.2.4Supplierpower
Thesuppliersperformancehasagreaterimpactontheproductivity,qualityandcompetitivenessof
Proton.Thecompanyhasofferedandperformedvariousfunctionsandactivitiestodevelopthe
componentpartsmanufacturersfurtherthantheycouldconceivablyachieveontheirown.Protons
managementsupportsthephilosophyofsourcingfromoutsidesuppliers.Protonssupplier
developmentprogramsstartswiththeidentificationofpartstobelocalizedandpotentiallocal

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supplierstoundertakethemanufacturingofthesepartslocally.Normallythedecisionisgovernedby
theperceptionofthesuppliersabilitytomeetsatisfactoryquality,quantity,delivery,price,and
service.(WattsandHahn,1993).
1.2.5Buyerpower
Thebargainingpowerofthecustomersinthisindustryissomewhathighduetothehomogenousor
almostthesameproducts,whichdividethenumberofsalesfromhugenumberofcompetitors.Butit
canbemaintainedduetothehugenumberof
buyers,primarilyindevelopedcountries,asidefromthefactthatthebuyersarefragmented.Above
all,theimportanceofqualityoftheproductsandservicesareimportantfactorswhichaffectthepower
ofthebuyer.
1.3PESTAnalysis
PESTanalysisisananalysisoftheexternalmacroenvironmentthataffectsallfirms.P.E.S.T.isan
acronymforthePolitical,Economic,Social,andTechnologicalfactorsoftheexternalmacro
environment.Suchexternalfactorsusuallyarebeyondthefirm'scontrolandsometimespresent
themselvesasthreats.Forthisreason,somesaythat"pest"isanappropriatetermforthesefactors.
However,changesintheexternalenvironmentalsocreatenewopportunitiesandtheletters
sometimesarerearrangedtoconstructthemoreoptimistictermofSTEPanalysis.
Politicalfactorsentailgovernmentpolicies,regulationsandlegalissuesinthecountryofoperation.
Thesefactorsdefineformalandinformalruleswhichthecompanymustadhereto.Examples
include:Employmentlaws,taxationpolicy,monopolieslegislation,environmentalregulations,
governmentstabilityandtraderestrictionsandtariffs.
Economicfactorsinfluencethestateofthetradingeconomyinthecountry.Theygreatlyaffectthe
purchasingpowerofpotentialcustomersandthecostofcapitalofthecompany.Andforexample
Longtermgrowthprospectsofacountry,economicgrowth,unemployment,businesscycles,GNP
trends,andenergyavailabilityandcost.
Socialculturalfactorsencompassbeliefs,attitudes,language,genderrolesandreligion.These
factorsinfluencecustomerneedsandthesizeofthepotentialmarket.Examplessocialcultural
factorsinclude:Socialmobility,agedistribution,healthconsciousness,careerattitudes,consumerism,
levelsofeducationandetc.
Technologicalfactorsconsidertheadvancementintechnologyandthepotentialwithinthemarket.
Thesefactorshavethepotentialtolowerbarrierstomarketentry,reduceefficientproductionlevels,
andinfluenceoutsourcingdecisions.Forexample,Governmentspendingonresearch,new
discoveriesanddevelopments,governmentandindustryfocusontechnologicalendeavor,
automation,technologyincentivesandrateoftechnologicalchange.
1.3.1PoliticallythegovernmentofMalaysiaistryingtorestructuretheirautomotiveindustrymarketby
encouragingtheproductionofalargenumberofcarstomeetgrowingdemandofconsumers.
GovernmentofMalaysiaisalsoprovidinga50%refundonexcisetaxfordomesticautomakers.Other
thanthatMalaysiahassomepoliticalpoliciesinfavorofcarproducers.Thereareexportpolicyand
protectionismpolicy.Exportpolicyfortoprotectlocalcarmanufacture.Andtheprotectionismpolicyto
protectlocalcarmanufacturerfromanunhealthycompetitionfromoutsidethedomesticboundary.
1.3.2Furthermore,byeconomically,theimprovementinperformancetodateistheresultof
cumulativeinitiativeslaunchedoverthelastfouryears,particularlyintheenhancementofproduct
portfolio,costmanagementandstrengtheningoftheautomotiveecosystem.(ProtonHoldingsBerhad
ChairmanDatoMohd.NadzmiMohd.Salleh).
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Throughaggressivemarketingandemphasisonoperationalefficienciesamidstaneconomically
challenging2009whilebeingfacedwiththechallengesofacontractingdomesticTotalIndustry
Volume(TIV),Protonwasabletomaintainanincreaseinrevenue,profitbeforetax,saleofcarsand
domesticmarketsharefortheyeartodate.
1.3.3Sociallythegrowingpopulationinthecountryisoneofthefactorswhichcanaffectthe
automobileindustry.ThetotalpopulationofMalaysiais28,728,607(July2011).Thiswillgivea
greaternumberofmarkets.Theratioofcarownershipishighaspeopleconsidercarsasimportant
thingintheirlives.Peopleareexpectedtoputoffbuyingdifferentmotorvehiclesbecauseof
theemploymentmarketuncertaintybecauseoftheglobalandlocalfinancialcrisis.Theimpactofthe
imagetotheloyaltyofthecustomerisalsoanotherfactor.
1.3.4Otherthan,technologicallyprotonintellectualproperty,becauseitisconsideredasasignof
authenticityanduniqueness.Duetothedifferenttechnologies,primarilythehelpofcomputerandthe
Internet,thepotentialforinnovationanddevelopmentisincreasing.Technologiesthathelptosurvive
incompetition.PESTanalysisisthetooltoknowthecurrentopportunitiesthatcanbeutilizedorthe
threatsthatcanbeovercome.(ProtonchairmanDatukSeriKhamilJamil.)(LO1)
2.Furthermore,bythesideofprotonsinternalenvironment,Malaysiasautomarketisdominatedby
itsnationalcars,PROTONandPeroduawhichinyear2000accountedformarketshareofroughly90
percentofthevehiclessoldannually.Some25othermanufacturerscompetefortheremaining10
percent.Butcomparewithlast2years,marketshareofthenationalcarmakershasdeclinedto
roughly63percent.(MalayaUniversity)
Onceknownasthekingoftheroad,hasseenprotonitsfortunesdwindleduetogrowingcompetition
fromlocalandforeigncompetitorsasMalaysiaopensupitsautomarket.MalaysiaisSoutheastAsia's
largestpassengercarmarketwith497,459vehiclessoldintheyear2008.(AnnualReportProton
2008)
2.1Chainanalysis
FromthesideofprimaryactivitiesinboundlogisticProtonordersrawmaterialsandcertainalready
madeproductsthatareneededtomanufacturecarsfromseveralsuppliersthroughasystem.There
willbeaqualitycontrolcheckbeforefurtheringtothenextactivity.Purchasesareonlymadeif
neededandallstocksarekeptinProtonswarehouselocatedatthemanufacturingplant.
Allinall,theyearunderreviewsawProtonEdarSdnBhdmountingaseriesofaggressivesalesand
marketingcampaignsencompassingtradeinvalues,financialassistancepackages,stepup
financing,insurancesubsidies,freepetrol&servicevouchersandconsumercontestsnationwide
duringthefestiveseasonwhentraditionally,carsalesareatitspeak.
Anadditionalinoperationstage,Protonstartsitsassemblylineusingrawmaterialsandcertainmade
productsbyproducingthecarskeleton,engines,andsoforththatisneededforcarsproduction.
Duringthisoperation,manpowerandroboticsareinvolved.
Otherthanthat,fromoutboundlogisticProtonpassestheresponsibilitiestoProtonEdar,allcarsthat
arecompletedwillbesenttoProtonEdarswarehouseslocatedaroundMalaysia.Carsthatare
completedinproductionwillnotbekeptinthemanufacturingplantbutbeingdistributedtoProton
Edarandtheamountdependingontherequest.
AtthemarketingandsalessideProtonEdarisresponsibletomarketandselltheavailablecarstocks
fromProton.Anynewmodelsthatareoutwillgothroughseveralmarketingchannelslikenewspaper,
radio,brochures,andalsoadvertisementontelevision.Inadditiontothat,ProtonEdarhasitsown
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salesrepresentativesandalsoallowsotherappointedsalesrepresentativestopromoteandsell.
Protonhasbeenallthemorecommittedandadamantinourmarketingeffortstopositionthebrand
andourproductsaheadofourcompetitors.Proton'smarketingteamwasabletocapitalizeonthese
introductionstoattractpotentialbuyers.
Onceaftersaleservice,Protonnotonlymanufacturesandsellscarsbutalsoofferafterpurchase
services.Carsnowandthenneedtobeservicetoprolongitsusage."ProtonService"offersservice
andmaintenancefortheircustomersProtonandtheysellgenuinespareparts.
Morethanthat,fromsideofinfrastructureProtonsFinancialServicesplaysapartincontrolling
Protonsfinance.Thispeoplewillplanandtakelegalissuesintoconsideration.Inaddition,thereare
alsoProtonsInvestee&Associatesthatallowsinvestmentandpaysattentiontoitssupplier
(Associates).Lastbutnotleast,YayasanProtonthatprovideswelfaretothecommunity.
HumanresourcemanagementsideProtonhasneverneglecteditshumanresourcebutinsteadthey
providebenefitsthatsaluteandrecognizeitshumanresources.Workersaregivenallkindsofleave
likeannualleave,companionateleaveandalsomaternityandloadsmorebenefitstobelisted.
AnadditionalR&DitmeansresearchanddevelopmentremainsanintegralplatformforProtonto
improveitscapabilitiesofdevelopingproductsandofferingservicesthatmeetdomesticandglobal
marketrequirements.ExperienceisacrucialfactorforourR&Dteam,moresoinanoperating
environmentwhereashortlearningcurveisimperative.Assuch,duringtheyearunderreview,our
stateoftheartR&DfacilitieswereputtoproductiveusebothinternallytosupportProton'sinitiatives
aswellasforexternalclients.
TheGovernmentofMalaysiaispromotingnaturalgasasasupplementtopetrol,andProtonistaking
aleadpositioninthedevelopmentofaNGV(NaturalGasVehicle)aimedatprivatebuyersaswellas
oneaimedatfleetusage,currentlytheprimaryusersofnaturalgasasamotorfuel.
NationalcarmakerProtonissettorecordaturnoverofseveralbilliondollarsinthepastsixyears
fromitsjointventurewithChinesecarmanufacturer,YoungmanAutomobileGroupLtd.Co.Proton
managingdirectorDatukSyedZainalAbidinsaidtheagreementtoexport30,000carsassembled
Exora.2toYoungmanoverthenext20monthswillresultinroyaltyrevenueofRM937millionand
RM102million.IsmorelucrativelicensingagreementsignedonJuly15ontheCamproengine,which
willsell150,000unitsofProtonknockeddowninthelastsixyears,hesaid.(Bernamaautonews
ShahAlam27JulybyMikhailRajAbdullah)
2.2.1SWOTanalysis
SWOTisanacronymforStrengths,Weaknesses,OpportunitiesandThreats.Bydefinition,Strengths
(S)andWeaknesses(W)areconsideredtobeinternalfactorsoverwhichyouhavesomemeasureof
control.Also,bydefinition,Opportunities(O)andThreats(T)areconsideredtobeexternalfactors
overwhichyouhaveessentiallynocontrol.
SWOTAnalysisisthemostrenownedtoolforauditandanalysisoftheoverallstrategicpositionofthe
businessanditsenvironment.Itskeypurposeistoidentifythestrategiesthatwillcreateafirm
specificbusinessmodelthatwillbestalignanorganizationsresourcesandcapabilitiestothe
requirementsoftheenvironmentinwhichthefirmoperates.(Kotler,P.andKeller,K.L.2009)
Inotherwords,itisthefoundationforevaluatingtheinternalpotentialandlimitationsandthe
probable/likelyopportunitiesandthreatsfromtheexternalenvironment.Itviewsallpositiveand
negativefactorsinsideandoutsidethefirmthataffectthesuccess.Aconsistentstudyofthe

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environmentinwhichthefirmoperateshelpsinforecasting/predictingthechangingtrendsandalso
helpsinincludingtheminthedecisionmakingprocessoftheorganization.(Kotler,P.andKeller,K.L.
2009)
Strengthsarethequalitiesthatenableustoaccomplishtheorganizationsmission.Thesearethe
basisonwhichcontinuedsuccesscanbemadeandcontinued/sustained.Strengthscanbeeither
tangibleorintangible.Strengthsarethebeneficialaspectsoftheorganizationorthecapabilitiesofan
organization,whichincludeshumancompetencies,processcapabilities,financialresources,products
andservices,customergoodwillandbrandloyalty.Examplesoforganizationalstrengthsarehuge
financialresources,broadproductline,nodebt,committedemployees,etc.(Kotler,P.andKeller,K.L.
2009)
Weaknessesarethequalitieshatpreventusfromaccomplishingourmissionandachievingourfull
potential.Theseweaknessesdeteriorateinfluencesontheorganizationalsuccessandgrowth.
Weaknessesarethefactorswhichdonotmeetthestandardswefeeltheyshouldmeet.Forexample,
examplesoforganizationalweaknessesarehugedebts,highemployeeturnover,complexdecision
makingprocess,narrowproductrange,largewastageofrawmaterials,etc.(Kotler,P.andKeller,K.L.
2009)
Opportunitiesarepresentedbytheenvironmentwithinwhichourorganizationoperates.Thesearise
whenanorganizationcantakebenefitofconditionsinitsenvironmenttoplanandexecutestrategies
thatenableittobecomemoreprofitable.Organizationscangaincompetitiveadvantagebymaking
useofopportunities.Opportunitiesmayarisefrommarket,competition,industry/governmentand
technology.Increasingdemandfortelecommunicationsaccompaniedbyderegulationisagreat
opportunityfornewfirmstoentertelecomsectorandcompetewithexistingfirmsforrevenue.(Kotler,
P.andKeller,K.L.2009)
Threatsarisewhenconditionsinexternalenvironmentjeopardizethereliabilityandprofitabilityofthe
organizationsbusiness.Theycompoundthevulnerabilitywhentheyrelatetotheweaknesses.
Threatsareuncontrollable.Whenathreatcomes,thestabilityandsurvivalcanbeatstake.Examples
ofthreatsareunrestamongemployeeseverchangingtechnologyincreasingcompetitionleading
toexcesscapacity,pricewarsandreducingindustryprofitsetc.(Kotler,P.andKeller,K.L.2009)
ProtonIndustrySWOTanalysis
Straights
Competitivelypricedproducts
Extensivenationwidedistributionnetwork
Goodcorporategovernance
InfluenceofpatriotismasProtonisnationalcarmaker
Governmentsupport
Weakness
Reputationofpoorproductperformanceandfunctionality
Highcosttoexpandtheiroperationbyadvancedtechnology
Shorthistoryinautomotiveindustry
Vulnerabletoincreasingmaterialcost(steel,etc)
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Opportunities
Highdemandontheproducts
Opportunitytogrowtheirbusinessglobally
R&DDevelopment
Governmentsupport
Aftersalesservices
Collaborationswithinautomotiveindustry
Threats
Competitorslocal&internationalbrands
Alotofsubstituteproductsinmarket
Fastchangingandadvancedengineeringtechnology
Economicdownturndecreaseofcarsales
(MalayaUniversityTehChyeBengM.B.A2010)Figure1.1

2.2.2Strength
Protonsstrengthliesinitscompetitivelypricedproduct.Itsextensivenationwidedistributionnetwork
helpstheindustrytomoveforwardwiththesupportfromMalaysiangovernment.Thecompanyalso
hasgoodcorporategovernance,andhighlyregardedbymanyMalaysiansoutofpatriotismtheyfeel
forthiscountryasprotonisthenationalcarmaker.

2.2.3Weaknesses
Inexperience,apparentlyduetoshorthistoryincarmakingcertainlycouldnotbeanexcusefor
protontocomeoutwithlowqualityproducts.Thiscouldcostprotonveryhighasovertime,itmight
jeopardizeprotonsreputation.Poorproductperformanceandfunctionalityissomethingthatcannot
beallowedtohappenandqualityalwaysneedstobemonitoredandassuredtothecustomers.Other
thanthat,operationalcostandotherexpensesisalwaysachallengetoanyindustryandforthecase
ofproton,itismorevulnerabletoincreasingrawmaterialcostsuchassteelparticularly.

2.2.4Opportunities
Thedemandforcarsinanysegmentisalwaysthere,exceptformoretryingtimeslikeduring
economiccrisis.Therearealwaysopportunitiesforprotontobeaglobalplayer.Nobodyeversaythat
carsshouldonlybemanufacturedbyJapan,Germanyandotherwesterncountriesthoughofcourse
thesecountrieshavethereputationofmakinggoodcarslongbeforeprotonandMalaysiacomesinto
thepicture.Collaborationswithinindustryplayerscouldenableprotontodomanythings.Through
researchanddevelopmentmoreinnovativeproductscouldbeinvented,andensurethatprotonasa
brandnameremainsintheindustry.(MalayaUniversity)

2.2.5Threats
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Malaysian2ndnationalcarmaker,setupafterPROTONstartedtochallengePROTONsmarket
shareinMalaysia.Peroduaactuallydidbetterinrecentyearsandoutperformedprotonviatheirmost
wellsellingmodelsofar,MyViandgrabmorethan30%ofoverallmarketshare.(AnnualReport
Proton2011&TehChyeBengM.B.A2010)(LO2)
3.Therearethreeoptionsthatarerepresentedintrianglewhichareconsideredatthestartingpoint
onthedialogueforthedevelopmentofastrongvision.(Haxandwild112003)
Duetothecurrentconditionofthecompanyregardingtheircompetitiveadvantagewhichpertainson
thequalityoftheirproducts,itwillbeimportanttofocusonthebestproductpositioning.Thisis
becauseofthefactthatthebestwaytoattract,satisfyandretaincustomersisthroughtheinherent
characteristicsoftheproductitself.Thepositionisratherinwardandnarrowbasedupon,the
prevailingproducteconomics.Thusthemagicstrategicdrivingforcesarethedevelopmentofan
efficientsupplychainthatwillguaranteelowcostinfrastructureaproveninternalcapabilityfornew
productdevelopment.(ProtonHoldingsSdn.Bhd)
Atthesametime,itwillhelptheproperrenewaloftheexistingproductlinethatwillhelptosecurethe
distributionchannelsthatwillhelptotransfertheproductstothetargetedmarketsegmentation.(Hax
andWild112003).
Thiswillfocusontheresearchanddevelopmentandinnovationprocessofthecompany.Inorderto
maintaintheprocessofengineeringanddesigningpassengercarwhichwillsuitthetasteand
preferenceofthecustomersthisisaffectedbydifferentdemographics,economics,andsocialfactors.
Duetothegrowingproblemofglobaleconomiccrisis,itwillbeimportantfocusonlowcostor
differentiationoftheproducts.(HaxandWild11,2003)
AndIwanttoproposeabetterstrategytoincreasetheirvalueandtheirincomeorprofitgrowth.
Protoncandevelopastrongmanagementteambecauseabusinessplanisonlyasgoodasthe
peopleresponsibleformakingthebusinesssucceed.Identifywhowillrunthebusiness,their
achievementsandabilitytomakethebusinessasuccess.Getcommitmentsfromqualifiedpersonnel
foroperations,financialmanagement,development,marketingandsales.Ifnotyetidentified,make
noteofthosekeypositionsforwhichmustidentifyandrecruittheappropriateindividualwhoretains
thenecessaryeducationandexperience.
Anadditional,itsbetterBeFlexiblewithInvestorsonIssuesofControl.Becausedontfocuson
retainingcontrolofyourcompany.Focusonwhatmakestheprotoncompanyprofitable.Investors
needtoseethattheyarewillingtoassumesomelevelofriskandarenotintentonhoarding
stock.Greatbusinesseshavebeenbuiltbyentrepreneursthatunderstoodtheirlimitationsandhired
executiveswhoknewmorethantheydid.Focusingonprofitscreatescapitalopportunities.Focusing
oncontrolcreatespotentialbarrierstoinvestors.
FinallyProtonasthefirstMalaysiancarmanufacturerhasestablishedaverystrongidentificationin
theMalaysiaautomotivemarket.However,theconsumersperceivedthatithasnotdeliveredwhatis
promisedandexpected.Asaresult,Protonisunabletocreatepositiveresponseintheheadand
heartofitsconsumers.Protonstillhastremendouspotentialandcapacitytoperformbetterinoffering
itscustomersproductsandservicesofpremierquality.
ThenewconceptofProtonMPVExora2,ishopethattheenhancedandnewbrandimagesand
recommendationswillbeabletohelpProtonestablishapositiveresponseintheconsumersmemory
whichwillleadthecompanytoachieveitsvisionofbecomingaLifeCompanionforitsconsumer.This
willeventuallyenhancedandstrengthenitsourcesofbrandequityinordertocompeteahead.

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Basedonitsrecentperformance,Protonhasindeedworkingveryhardtoliveupitsworking
philosophyofproducingtherightcarattherighttime,fortherightmarket,attherightprice.

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