哥伦比亚的定制鞋零售商商业计划书
发布时间：2024-03-23 09:33
本文旨在通过运用在ESIC和SISU的国际商业与管理硕士(IMBA)项目期间习得的所有知识,制定商业计划框架,提高项目可行性,最终项目能在未来某天落地。如今,不同行业对大规模定制产品的需求正在增加,哥伦比亚数字化工具逐步发展,互联网速度不断增加。作者发现,在哥伦比亚市场存在着一个商机,即定制鞋服务。该项目将分两个阶段进行。第一阶段在波哥大施行,该阶段需一年半时间;第二阶段公司将会把业务扩展至哥伦比亚其他城市(麦德林、卡利、巴兰基亚和布卡拉曼加)。本项目将制定企业社会责任计划,借此回馈更多的人。“企业社会责任”计划旨在为哥伦比亚偏远地区(如瓜希拉)贫困家庭的孩子提供校鞋。经过对商业模式进行分析,我们认为未来五年项目的渗透率能达到15%(社会地位4、5和6),收益可达2700万美元,净利润可达300万美元,内部收益率达37%。
【文章页数】：146 页
【学位级别】：硕士
【文章目录】：
Acknowledgement
摘要
Abstract
Chapter One Introduction
1.1 Background
1.2 Current Status
1.2.1 Colombian fashion market:
1.2.2 Footwear industry
1.3 Research implications
1.3.1 Theoretical implications
1.3.2 Practical implications
1.4 Research contents and methods
1.4.1 Research contents
1.4.2 Research methods
Chapter Two Literature Review
2.1 Literature review (applied to the new venture, academic literature used to frame the project)
2.1.1 E-commerce
2.1.2 Digital marketing
2.1.3 Customized products
2.1.4 Shoe Retailers
2.1.5 Corporate Social Responsibility (CSR)
2.2 Models/concepts/frameworks
2.2.1 Business Model Canvas
2.2.2 Value Chain Analysis
2.2.3 Five forces of Porter:
2.2.4 PEST+EL Analysis:
2.2.5 SWOT analysis:
2.2.6 Project schedule
2.3 Application of the relevant models/concepts/frameworks
Chapter Three The Opportunity and Innovation
3.1 Market research
3.1.1 The gap
3.1.2 Survey Results
3.2.Industry analysis:
3.2.1 Principal competitors:
3.2.2 Current competitive situation + PEST-EL:
3.2.3 Projected strategic moves by current players
3.2.4 Changes brought to the competitiveness of the industry by the new venture
3.3 Innovations brought to the industry by the new venture
3.3.1 Intellectual property/patents
3.4 Strategy
3.4.1 Sources of differentiation and competitive advantage:
3.5 Ethics and Sustainability
Chapter Four The Company and Team
4.1 Legal structure
4.2 Ownership
4.3 The advisory board
4.4 The management team
4.4.1 Expected contributions by each team
4.4.1.1 General Manager
4.4.1.2 Marketing Manager
4.4.1.3 Logistic Manager
4.4.1.4 Manager store staff:
4.4.1.5 Store staff
4.4.1.6 IT Expert
4.4.2 Expected salary
Chapter Five Marketing Plan
5.1 Identification of customers
5.2 Number of potential customers and potential sales revenues
5.2.1 Potential Customers
5.2.2 Expected Revenues
5.3 Requirements of various customer segments
5.3.1 Entrance segment
5.3.2 Middle segment
5.3.3 High segment
5.3.4 Rapid delivery
5.3.5 Importance of purchase convenience
5.3.6 Ways to effectively access each segment
5.4 Appropriate sales and promotion approaches
5.5 Analysis of how purchase decisions are made, and how/if his behavior can be changed
5.6 Customer price sensitivity
5.7 Cost of acquiring and retaining customers
5.8 Strengths and weaknesses of competitors and ways that competitors are likely to react when the company enters the market
5.8.1 Strengths
5.8.2 Weakness
Chapter Six Operating and Financial plan
6.1 Conversion of inputs into outputs that customers value
6.1.1 Supplier relationships
6.1.2 Inventory required
6.1.3 Manufacturing/service provision
6.1.4 In-house / outsourced operations
6.2 Financial Plan
6.2.1 Cost calculation
6.2.2 Projected Break Even Point
6.2.3 Projected Cash Flow
6.2.4 Analysis of risk, present value, IRR
6.2.5 Analysis of possible scenario and probability of occurrence
6.3 Contingency plans (linked to scenarios in 6.2.5)
6.3.1 Triggers/thresholds to change courses
Chapter Seven Conclusions
7.1 Main research conclusions:
7.2 Limitations and future research directions
References
Appendixes
Table of Figures
Index
本文编号：3935724
【文章页数】：146 页
【学位级别】：硕士
【文章目录】：
Acknowledgement
摘要
Abstract
Chapter One Introduction
1.1 Background
1.2 Current Status
1.2.1 Colombian fashion market:
1.2.2 Footwear industry
1.3 Research implications
1.3.1 Theoretical implications
1.3.2 Practical implications
1.4 Research contents and methods
1.4.1 Research contents
1.4.2 Research methods
Chapter Two Literature Review
2.1 Literature review (applied to the new venture, academic literature used to frame the project)
2.1.1 E-commerce
2.1.2 Digital marketing
2.1.3 Customized products
2.1.4 Shoe Retailers
2.1.5 Corporate Social Responsibility (CSR)
2.2 Models/concepts/frameworks
2.2.1 Business Model Canvas
2.2.2 Value Chain Analysis
2.2.3 Five forces of Porter:
2.2.4 PEST+EL Analysis:
2.2.5 SWOT analysis:
2.2.6 Project schedule
2.3 Application of the relevant models/concepts/frameworks
Chapter Three The Opportunity and Innovation
3.1 Market research
3.1.1 The gap
3.1.2 Survey Results
3.2.Industry analysis:
3.2.1 Principal competitors:
3.2.2 Current competitive situation + PEST-EL:
3.2.3 Projected strategic moves by current players
3.2.4 Changes brought to the competitiveness of the industry by the new venture
3.3 Innovations brought to the industry by the new venture
3.3.1 Intellectual property/patents
3.4 Strategy
3.4.1 Sources of differentiation and competitive advantage:
3.5 Ethics and Sustainability
Chapter Four The Company and Team
4.1 Legal structure
4.2 Ownership
4.3 The advisory board
4.4 The management team
4.4.1 Expected contributions by each team
4.4.1.1 General Manager
4.4.1.2 Marketing Manager
4.4.1.3 Logistic Manager
4.4.1.4 Manager store staff:
4.4.1.5 Store staff
4.4.1.6 IT Expert
4.4.2 Expected salary
Chapter Five Marketing Plan
5.1 Identification of customers
5.2 Number of potential customers and potential sales revenues
5.2.1 Potential Customers
5.2.2 Expected Revenues
5.3 Requirements of various customer segments
5.3.1 Entrance segment
5.3.2 Middle segment
5.3.3 High segment
5.3.4 Rapid delivery
5.3.5 Importance of purchase convenience
5.3.6 Ways to effectively access each segment
5.4 Appropriate sales and promotion approaches
5.5 Analysis of how purchase decisions are made, and how/if his behavior can be changed
5.6 Customer price sensitivity
5.7 Cost of acquiring and retaining customers
5.8 Strengths and weaknesses of competitors and ways that competitors are likely to react when the company enters the market
5.8.1 Strengths
5.8.2 Weakness
Chapter Six Operating and Financial plan
6.1 Conversion of inputs into outputs that customers value
6.1.1 Supplier relationships
6.1.2 Inventory required
6.1.3 Manufacturing/service provision
6.1.4 In-house / outsourced operations
6.2 Financial Plan
6.2.1 Cost calculation
6.2.2 Projected Break Even Point
6.2.3 Projected Cash Flow
6.2.4 Analysis of risk, present value, IRR
6.2.5 Analysis of possible scenario and probability of occurrence
6.3 Contingency plans (linked to scenarios in 6.2.5)
6.3.1 Triggers/thresholds to change courses
Chapter Seven Conclusions
7.1 Main research conclusions:
7.2 Limitations and future research directions
References
Appendixes
Table of Figures
Index
本文编号：3935724
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