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Nom du client / logo

Nom du client / logo. Titre du projet. 6. Comment mettre en scène la nouvelle approche?. Les 5 points clés de la mise en scène. 1. La gestion du magasin. 3. 4. 4. Le mobilier et l’équipement du magasin. L’assortiment. Laurèl. 5. Merchandising. L’emplacement du magasin. 2.

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Nom du client / logo

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  1. Nom du client / logo Titre du projet

  2. 6. Comment mettre en scène la nouvelle approche? Les 5 points clés de la mise en scène 1 La gestion du magasin 3 4 4 Le mobilier et l’équipement du magasin L’assortiment Laurèl 5 Merchandising L’emplacement du magasin 2 Le personnel commercial 5 La vitrine du magasin • Les actions à mener pour faire vivre le magasin • La présentation et l’argumentation commerciale • La localisation du magasin • Les produits/services proposés, et les supports de présentation • L’agencement des produits/services

  3. 7. Quelle rentabilité? Quelle rentabilité à moyen et long terme? EXEMPLE

  4. Business Plan Positioning Strategy Differentiation between : 230 End consumer prices Calculation basis Retail prices 100 Cost prices (KBC) 50 Ø Sqm productivity : 3.000 DM (6.000 DM end consumer prices) Ø Investment per sqm : (shop, corner, display) 650 DM General calculation settings

  5. Business Plan Positioning Strategy Display Scenario • Investments : 50% x 2 sqm x 650 DM = 650 DM (50% is charged from customers) • Revenues: - Worst case: 60% x 6.000 DM x 50% margin = 1.800 DM (customers reach only 60% of the target) - Best case : 6.000 DM x 50% margin = 3.000 DM • Profit : - Worst case: 1.800 DM - 650 DM = 1.150 DM - Best case : 3.000 DM - 650 DM = 2.350 DM Germany France UK

  6. Business Plan Positioning Strategy Corner Scenario • Investments : 50% x 5 sqm x 650 DM = 1.625 DM (50% charged the customers) • Revenues: - Worst case: 60% x 15.000 DM x 50% margin = 4.500 DM (customers reach only 60% of the target) - Best case : 15.000 DM x 50% margin = 7.500 DM • Profit : - Worst case: 4.500 DM - 1.625 DM = 2.875 DM - Best case : 7.500 DM - 1.625 DM = 5.875 DM Germany France UK

  7. Business Plan Positioning Strategy Shop Scenario • Investments : - Cost: 50% x 10 sqm x 650 DM = 3.250 DM (50% charged the customers) - Quick delivery: 10% x 30.000 DM x 50% margin = 1.500 DM - Stock return: 10% x 30.000 DM x 50% margin = 1.500 DM => - Worst case: 3.250 DM cost + 1.500 DM delivery + 1.500 DM return = 6.250 DM - Best case : 3.250 DM cost = 3.250 DM • Revenues: - Worst case: (30.000 DM - 3.000 DM stock return) x 50% margin = 13.500 DM - Best case : (30.000 DM + 3.000 DM redelivery) x 50% margin = 16.500 DM • Profit : - Worst case: 13.500 - 6.250 = 7.250 DM - Best case: 16.500 - 3.250 = 13.250 DM Germany France UK

  8. Business Plan Positioning Strategy Top customer Scenario • Investments : - Cost: 50% x 20 sqm x 650 DM = 6.500 DM (50% charged the customers) - Quick delivery: 10% x 50.000 DM x 50% margin = 2.500 DM - Stock return: 10% x 50.000 DM x 50% margin = 2.500 DM => - Worst case: 6.500 DM cost + 2.500 DM delivery + 2.500 DM return = 11.500 DM - Best case: 6.500 DM cost = 6.500 DM • Revenues: - Worst case: (50.000 DM - 5.000 DM stock return) x 50% margin = 22.500 DM - Best case: (50.000 DM + 5.000 DM redelivery) x 50% margin = 27.500 DM • Profit : - Worst case: 22.500 - 11.500 = 11.000 DM - Best case: 27.500 - 6.500 = 21.000 DM Germany France UK

  9. Business Plan Positioning Strategy Mail order Scenario • Investments : 40% stock x 100.000 DM x 50% margin = 20.000 DM • Revenues: - Worst case: 60% pre-order x 100.000 DM x 50% margin = 30.000 DM - Best case : 100% pre-order + stock x 100.000 DM x 50% margin = 50.000 DM • Profit : - Worst case: 30.000 DM - 20.000 DM = 10.000 DM - Best case : 50.000 DM Germany France UK

  10. Business Plan Positioning Strategy Scenario sum up DISPLAY CORNER SHOP TOP CUSTOMER MAIL ORDER TOTAL (mDM) Normal calculation Central Karstadt + additional T/O with existant customer > 50.000 Number 820 220 79 43 1+13 1 - T/O 4,920 3,300 2,370 2,150 3,350 100 16,190 Investment - Worst case 494 494,5 20 1,899 533 357,5 0 - Best case 257 279,5 0 1,427 Revenues - Worst case 1,476 990 1.066,5 967,5 30 6,205 1,675 - Best case 2,460 1,650 1.303,5 1.182,5 50 8,321 Profit - Worst case 943 632.5 573 473 10 4.306.5 1,675 - Best case 1,927 1,292.5 1,047 903 50 6.894,5 Profit after year 1 represents between 4,3 mDM and 6,9 mDM

  11. International Diffusion Market Laurèl Strategy Laurèl Distribution Status Laurèl Distribution Planning Retail-/ Partnership Concept Business Plan Overview all countries (2/3) Profits and losses

  12. Product Policy Product Range Price Range High Price • Range Content «  Taylor made » solution ( limited range + full option possibility « à la carte ») «  Ready to ride » solution ( complete range ) « Take it or leave it » solution ( one shot range ) • Family • Share • Permanent • Range • Annual • Innovation • City • 15 % • 90 % • 10 % Medium Price • VTT • 20 % • 70 % • 30 % • VTC • 25 % • 50 % • 50 % • Racing • 25 % • 40 % • 60 % Low Price • Junior • 15 % • 90 % • 10 % • A full rational and flexible assortment • A comprehensive innovation policy

  13. Brand Assortment Matrix Number of models per familly and price level • City • VTT • VTC • Racing • Junior • Total • High Price • 3 • 5 • 6 • 8 • - • 22 • ( 28 % ) • Medium Price • 6 • 8 • 11 • 10 • 7 • 42 • ( 52 % ) • Low Price • 3 • 3 • 3 • 2 • 5 • 16 • ( 20 % ) • Total • 12 • (15%) • 16 • (20%) • 20 • (25%) • 20 • (25%) • 12 • (15%) • 80 Basis: 80 models (including sex, excluding size and colour) • Total Cycleurope brand assortment = 80 models • 80% assortment is high & medium price positioning

  14. Matrix of actions • New product development High investment • Emotional Cycleurope communication(image) • Logisticsorganization • Partnership conceptdevelopment • Sales argumentation „added value of Cycleurope products“ • Key Account conceptdevelopment Low Investment • Selection of trade partners • Brand positioning / product assortment definition Long term Short term

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