Senin, 13 Juni 2011

Estimating Market Potential

by: Kent Wolfe
Published : Center Report 06-08, September, 2006

Estimating Market Potential Check-List
Estimating the market or market potential for a new business or business expansion is critical in determining the economic feasibility of a venture. Estimating the market potential will determine if the market is large enough to support your businesses. This check-list will address a number of questions that need to be answered before an estimate can be calculated.
What type of customer will buy the product or service?
Where are these customers located?
How many potential customers (N) are there?
How often do they consume or use it?
What is the Competition?
What are people paying?
What is the Potential for the Market to Develop?
What is my share of the Market?

This check-list will walk you through estimating the market potential for your business and/or estimating the retail trade area market potential if you have a retail establishment by going through these questions and providing examples.

Estimating Market Potential
Estimating the market potential for a business is critical in evaluating its viability and provides an estimate of the maximum total sales potential for a given market. Once the estimated market
potential has been calculated, it is possible to determine if the market is large enough to sustain your proposed business or sustain an addition competitor in the marketplace. It is important to remember that the estimated market potential sets an upper boundary on the market size and can be expressed in either units and/or sales. Unless there are no direct or indirect competitors, a business will capture a share of the total estimated market potential not all of it.
The following provide the steps and data necessary to estimate the market potential. These will be discussed in detail later.
Key Steps in Estimating Market Potential:
1. Define your target market and market segments.
2. Define the geographic boundaries of your market.
3. Derive an average selling price.
4. Determine the average annual consumption.

Estimating the market potential for a business requires specific information on the number of people or potential buyers, an average selling price, and an estimate of consumption or usage for a specific period of time. Once this information has been collected, it can be plugged into the following formula to derive the estimated market potential.

Estimating Market Potential:
MP= N x O x Q

However, the better the information that is being plugged into the formula, the better the estimate of the market potential. The variables in the above formula will be described in more detail as well as more specific information on the types of information required will be provided later.. . . . . . (baca_selengkapnya)

Artikel lengkap dikompilasi oleh/hubungi :

Kanaidi, SE., M.Si (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management). e-mail ke : kana_ati@yahoo.com atau kanaidi@poltekpos.ac.id

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MARKETING PRACTICES OF PROFESSIONAL ENGINEERING CONSULTING FIRMS: IMPLEMENT OR NOT TO IMPLEMENT?

by : Mastura Jaafar, Abdul Rashid Abdul Aziz, Andy Lian Shin Wai
Published : JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 2008, 14(3): 199–206

Abstract.
This article explores the necessity of applying marketing practices by engineering consulting firms that serve the construction industry. Most construction professionals perceive marketing as an unimportant management function.
The present study provides support to similar previous studies conducted in other countries which found marketing is more ‘trappings’ rather than ‘substance’. Stiff competition drives civil and structural engineering (C&S) firms in Malaysia to suit their marketing practices in ensuring survival. In relation to this, company profile or characteristics such as firm organization, operational structure and nature of environment help providing an explanation on the readiness of these firms to fully implement marketing practices. The results also suggest that these firms use minimal marketing with the professional image projected by the directors or principals as playing an important role.
Keywords: marketing practices, civil and structural consultancy firm, construction industry

1. Introduction
Since the 1990s, Malaysia’s engineering consultancy sector has been facing challenges brought about by globalization, the restructuring of the economy with the emergence of the petrochemical and environmental sectors, the rapid changes in project procurement and implementation process, and the pervasive utilization of information and communication technologies (ICT). The evolving market has also brought external pressures on these firms to become more competitive and operate in more technically challenging domains. . . . . . .. (baca_selengkapnya)

Artikel lengkap dikompilasi oleh/hubungi :

Kanaidi, SE., M.Si (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management). e-mail ke : kana_ati@yahoo.com atau kanaidi@poltekpos.ac.id

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Evaluating Logistics Suppliers in the Slovenian Market

by : Bruno Završnik, Damjana Jerman, Goran Vukovi
Published : Organizacija,Volume 40 Research papers Number 5, September-October 2007

ABSTRACT
This paper focuses on logistics performance of companies in the Slovenian market. The research is analysing the point of view of managers in production, trade and services oriented companies about their logistics needs.Specifically, we examined their perception of different characteristics of a logistics provider and their evaluation in the process of outsourcing. There are few logistics functions that have been outsourced.
This paper presents the outsourcing process with of outsourcing characteristics. The authors also identify elements of a successful outsourcing strategy, basing their conclusions on the research on the sample of 150 the biggest Slovenian companies.
The authors will intend to answer the following question in the research: Which indicators do customers use to evaluate their suppliers? It would be expected that in purchase decision processes, customers give strong consideration to the resources and the competence of the supplier as criteria to provide higher quality and more reliable and efficient transportation of goods.
One of the aims of research will be to measure the perception of respondents about the different characteristics of logistics provider. Within any organization, there will be differences of opinion about key buying factors, their importance, and how well the company performs on each factor.
Key words: Logistical services, Outsourcing, Logistical provider, Logistics

1 Introduction
Operating conditions in logistic industry with the accession to European Union change considerably. Slovenia has already joined to European Union, but also other transition countries in the Former Yugoslavian countries will face the time of accession to the European common market.Therefore, for companies operating in those markets primary goal is to extensively prepare for the new business environment. Slovenian logistical companies have stressed the issue of adjusting the number of employees to the scope and structure of operations following Slovenia’s accession to the European Union.
Competition among logistical companies is increasing because of these changing market conditions in the Former Yugoslavian countries. Slovenian logistical companies are adapting to new common European market. They are reacting to strong competition in logistics industry by
becoming more involved in the supplier selection process, by outsourcing logistical services and by becoming more critical, detailed, and comparative in their supplier evaluation.
Logistics . . . . .. (baca_selengkapnya)

Artikel lengkap dikompilasi oleh/hubungi :

Kanaidi, SE., M.Si (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management). e-mail ke : kana_ati@yahoo.com atau kanaidi@poltekpos.ac.id

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