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Tiger in China

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Submitted By Kildefar
Words 2207
Pages 9
1 eksterne eksamen
International markedsføring inkl. StatistikØkonomiErhvervsretKommunikation, organisation og ledelse
24 timer
10-11 dec. 2013Michael Kildegaard
Daloon

Indholdsfortegnelse

Indledning 3Disposition 3Besvarelse af spørgsmål 4,5,6,7,8Konklusion 9Litteraturliste 10

IndledningDaloon er en virksomhed, der i en del år har lidt under manglede indtjening og manglende omsætning, på de forskellige markeder de opererer på. Som andre virksomheder er de blevet hårdt ramt af finanskrisen fra 2008 og fremefter. De vil nu forsøge at rette op og sætte kursen mod en lysere fremtid, hvilket jeg i denne opgave vil forsøge at strikke en plan sammen for. Disposition


Porters Five Forces:Til at starte med vil jeg gerne definere markedet som jeg analyserer. Daloon opererer primært på det skandinaviske, det tyske og det engelske marked. Derfor har jeg valgt at indsnævre min analyse til at omhandle frosne færdigretter generelt på det europæiske marked. Leverandørers forhandlingsstyrke
Daloon er en produktionsvirksomhed og producerer fødevarer. Derfor er virksomheden meget afhængig af de generelle fødevarepriser, og her menes primært priser på hvidkål, mel og oksekød.Daloon konsumerer 25 % af den samlede hvidkålsproduktion i Danmark og står derfor med gode kort på hånden, hvis en leverandør vælger at hæve prisen eller på anden vis vil gøre aftalen mindre gunstig for Daloon. Der er mange udbydere af både mel og oksekød i Danmark så her har Daloons leverandører en meget lille styrke overfor Daloon. Oksekød er blevet en mere stabil handelsvare frem for tidligere, hvilket skyldes Europakommisionens reform af landbrugspolitikken fra år 2000, som regulerede priserne på oksekødet, frem for tidligere hvor det var meget svingende. Dette er hovedsageligt en fordel for Daloon da de kan forudsige deres omkostninger mere præcist. Melet som Daloon bruger til at lave dejen, bliver som bekendt lavet af korn og her er der også faste EU-takster for, hvad denne vare skal koste og ligeså som med oksekød, så er det en fordel på den lange bane for Daloon, at kunne forudsige sine omkostninger.Daloon har også leverandører af reservedele til deres livsvigtige maskine, der producerer forårsruller mm. Det er virksomhederne Intego og Pronor industri teknik. Mindre specialiserede virksomheder, der betegner Daloon som en stor kunde så her er forhandlingsstyrken for leverandørerne meget lille.

Aftagernes forhandlingsstyrkeDaloon skal fokusere på to forskellige aftagere og disse skal tages hensyn til samtidigt. B2C og B2B. På B2B er der sket en udvikling i detailhandlen der har medført større kæder og deraf større kraft overfor en virksomhed som Daloon. I Europa skal Daloon overbevise indkøbere fra enorme kæder som Carrefour, Lidl, Tesco, Aldi, COOP og Dansk Supermarked i Danmark. Dette er to og trecifrede milliard omsætninger i hele Europa og har derfor en enorm forhandlingsstyrke overfor så ”lille” en virksomhed som Daloon. Disse kæder har mulighed for at skære enkelte produkter fra og erstatte dem med private labels, hvilket de har en lavere omsætning på, men en langt højere indtjening. Daloon har dog en gylden mulighed nu, da den anden store europæiske virksomhed Findus er blevet svækket, pga. hestekødsskandalen. Den anden aftager er B2C hvor kunden er den reelle slutbruger, der står nede ved fryseboksen i supermarkedet og skal træffe sit valg. I disse tider er der meget stor fokus på sundhed, hvilket forårsruller tidligere ikke har været kendt for, men Daloon har tilpasset sig markedet og trenden i samfundet og fået nøglehulsmærket produkterne. Her differentierer Daloon sig fra andre fryseretsproducenter, hvilket kan være det udslagsgivende i kundens købsbeslutning.
Truslen fra nye indtrængerePå markedet for fryseretter er der meget høje indgangsbarrierer, da der skal en stor produktion i gang, før stordriftsfordele bliver sat i kraft og man derved kan sælge produkterne til supermarkedskæderne billigt. Udover stordriftsfordelene er det værd at betragte at brandværdien hos de eksisterende udbydere er meget høj. Det er etablerede brands som Findus, Daloon, Sunrise Foods osv. Det vil også kræve en meget stor investering i form af kapital, da de nuværende brands på markedet er store og veletablerede.Truslen fra substituerede produkterDet er klart at en forårsrulle ikke er raketvidenskab, så derfor vil et skifte fra den ene fryseretsproducent til den anden ikke være et stort skifte for den enkelte kunde. Man kan dog argumentere for at produktet er en anelse unikt, da det er nøglehulsmærket og at det er derfor kunden til sidst vælger Daloon og truslen fra substituerede produkter er ret lille.Skal man se på det helt ned til købsbeslutningen, er en Daloon forårsrulle et hurtigt alternativ til aftensmad og der vil man i disse tider fokusere på økonomien og vælge den billigste. Rivalisering i branchenPå fryseretsmarkedet er den største konkurrent Findus, som er den største udbyder i Europa.Det er den helt store spiller og er derfor denne virksomhed som Daloon skal kæmpe med markedsandele mod. Kritik af Porters Five ForcesPorters Five Forces giver et billede af hvordan omverdenen ser ud nu, mange markeder ændrer sig konstant, hvilket denne ikke giver et billede af. Modellen belyser styrkeforholdet mellem leverandører og kunder og jo stærkere man står overfor disse jo bedre er man stillet, ifølge Porter. Dog kan man argumentere for at man som virksomhed skal fokusere på at skabe lige stor værdi for kunden og ens leverandører, da man i samarbejde kan skabe langvarigeog analysere dette. og gode relationer, frem for kortvarig profit. Konjunktursvingninger En virksomhed som Daloon producerer som bekendt fødevarer, men dog ikke livsnødvendige fødevarer. Produktet kommer meget langt nede i opfyldelsen af et menneskes behov, og er derfor let at skære fra når pengene hos den enkelte kunde bliver mindre. Grunden til at pengene hos den enkelte kunde er blevet mindre, eller frygten for at den bliver det, er konjunktursvinger. Som det ser ud lige nu på det europæiske marked, hvor Daloon opererer, så opleves der kraftige konjunkturudsving. Flere lande har været i recession, men en lille vækst opretholdes af de store økonomier såsom Tyskland. Hvis EU kan holde væksten i gang, vil det samtidig frigive flere penge til investeringer, medfører flere arbejdspladser og til sidst kunne sætte gang i forbruget, hvilket hermed må forventes at sætte skub i omsætningen for Daloon.
Nøgletalsanalyse
Afkastningsgrad-1,7 %Afkastningsgraden viser os hvor god virksomheden er til at forrente den samlede kapital, og i Daloons tilfælde er det blevet værre de seneste 5 år. De startede ud med plus og ligger nu desværre i minus. OverskudsgradDet første nøgletal jeg vil kigge på er overskudsgraden for at belyse Daloons evne til at frembringe et overskud. Overskudsgraden lå i 2008 på 1.9 % og toppede med 5.2 % i 2010, men for regnskabsåret 2012 er de nede at ramme -1.3 % hvilket fortæller at de er ramt hårdt på indtjeningen.SoliditetsgradDette nøgletal viser hvor meget virksomheden reelt er værd, eller hvor meget den er belånt. Hos Daloon har de været dygtige til at holde på likviditeten, da deres soliditetsgrad ligger på 39.5 %, så hvis virksomheden skulle sælges så kunne man efter alle kreditorer er betalt hive 176,673 mio. hjem. Ansoffs vækstmatrix Daloon har brug for at skabe mere vækst, hvilket alle virksomheder hungrer efter. Mit forslag til dem er at benytte sig af metoden koncentrisk diversifikation og nu skal jeg forklare hvorfor. Det europæiske marked er stort set mættet for fryseretter, så derfor skal de finde et helt nyt marked at indtrænge, og hvorfor ikke starte hvor ingen andre nævneværdige virksomheder befinder sig; nemlig Afrika. Daloon skal i et strategisk samarbejde med Red Barnet udvikle og forske i produkter, som er tilpasset fattige afrikanske børns maver. De færreste afrikanske familier har mulighed for at tø noget op i en mikroovn, men hvis man kunne udvikle en forårsrulle som ikke behøvede at blive stegt, ville det være fantastisk publicity og ikke mindst vil deres CSR konto stå i plus resten af deres levetid. Produktet har allerede fået et navn: SpringAfrica. Spring betyder forår, men associeres samtidig også med forandring. Dette er selvfølgelig ikke med henblik på at oprette en kæmpemæssig indtjening, da det vil være uansvarligt, men hvis omsætningen bliver forhøjet af dette er det samtidigt et plus. Daloon producerer til Red Barnet i Danmark og de sørger så for at distribuere det ned til Afrika. I fremtiden vil Daloon, udover at have gjort noget godt for andre mennesker, have et større indblik i det afrikanske marked, som på et eller andet tidspunkt bliver et enormt vækstmarked. Som bonus kan Daloon skrive Red Barnet på deres emballage, og hvilken kunde ville ikke vælge det nøglehulsmærkede produkt OG det produkt som støtter Red Barnet med en krone pr. solgt æske eks. Når dette samarbejde får en masse omtale i medier såsom Ekstra Bladet og BT så vil interessen automatisk stige yderligere for Daloons produkter. Samarbejdet vil med garanti også medføre at andre nødhjælpsorganisationer, vil kigge interesseret efter Daloons nyskabende og revolutionerende produkt og de har hermed fuldført en komplet koncentrisk diversifikation, da de er gået ind på et nyt marked med et nyt produkt, men hvor der stadig er sammenhæng mellem den eksisterende portefølje af produkter.Og hvordan skal de så finde frem til data om afrikanere? Det er besværligt da det ikke er særligt udviklede lande, men Red barnet vil uden tvivl have data liggende der kan bruges og her bliver det så sekundær desk research. Der skal dog også laves kvalitativ primær field research da Daloon selv må opsøge information om de afrikanske børn, f.eks. I form af interviews med læger og selv lave medicinske studier. Dette kræver selvfølgelig en del investeringer i fagfolk, men investeringer skal der til for fremtidig ny indtjening.
Delkonklusion på spørgsmål 1Jeg kan konkludere ved hjælp af min Porters Five Forces analyse af Daloons nuværende situation, at Daloon står svagt på det europæiske marked hvis de ikke gør noget drastisk. Noget drastisk, innovativt og modigt kunne være den vækststrategi jeg fremførte ved hjælp af modellen Ansoffs Vækstmatrix. Ved hjælp af denne innovative strategi kan de erobre nye fremtidige vækstmarkeder og samtidig øge deres CSR markant. Spørgsmål 2LedelseskarateristikJeg har valgt at fokusere på adm. Direktør Hemming Van, da det er den eneste man kan få nogenlunde informationer omkring. Til at starte med analyserer jeg hans ledelsesstil ud fra Jack Bobo. Hemming Van har arvet virksomheden og har derfor store følelser for den, så han er derfor også mere tilbøjelig til at tage beslutninger, som ikke altid er populære. Derfor vil jeg karakterisere ham som aktivisten i Jack Bobos ledelsesstile.
Til at analysere hvilken ledelsesrolle Hemming Van har jeg valgt at benytte mig af Adizes ledelsesroller. Her vil jeg vurdere at Hemming Van fokuserer meget på lang sigt og på sit samlede produkt. Dette gør ham til Entrepreneurrollen, hvilket passer overens med at hans far opbyggede virksomheden, og han selv tog over. Han tænker strategisk i forhold til at han valgte at lukke 2 fabrikker for at skære ned på omkostninger. Ydermere er han samtidig meget risikovillig da han har investeret over 50 mio. kr. i et andet fødevareselskab. Til at bedømme hans ledelsesform har jeg valgt at fokusere på teorien af Lewins ledelsesformer. Det er dog meget svært at bedømme ham ud fra denne, da det handler meget om den daglige adfærd, og den har vi desværre ikke adgang til. Man kan dog sige at han har lidt en blanding af autoritær ledelsesform og demokratisk, da han lytter til sine medarbejdere, men er han ikke enig så er det ham der egenrådigt træffer beslutningen. KonklusionJeg kan ud fra de foregående analyser konkludere at virksomheden Daloon i fremtiden får svært ved at opretholde samme omsætning og indtjening som nu. Baseret ud fra min analyse af Daloons nuværende situation i Porters Five Forces, så er den største trussel at supermarkedskæderne bliver større og større og derfor bliver sværere at forhandle med. Derfor skal Daloon f.eks. ved hjælp af en blanding af min vækststrategi og en dygtig iværksætter som Hemming Van fokusere på helt nye vækstmarkeder.LitteraturlisteHjemmesiderhttp://www.daloon.dk/da/Forbrugerservice/Om-os/Historien.aspxhttp://www.dkef.dk/default.asp?Action=Details&Item=913&title=2012-05-08-Daloonhttp://ec.europa.eu/agriculture/publi/fact/beef/beef_da.pdfhttp://www.food-supply.dk/article/view/108335/daloon_svaere_forhandlinger_i_sigte.Uqg0tNLuKSohttp://www.food-supply.dk/article/view/45842/findus_mister_ikea_som_kunde.UqbsmtJWySohttp://www.findus.dk/omfindus.htmlhttp://politiken.dk/udland/ECE1814099/eurostat-eurozonens-oekonomi-er-i-recession/http://www.business.dk/navne/daloon-arving-sejrede-med-spareknivenBøgerHollensen, Svend. Global Marketing, Fifth EditionJobber, David. Principles And Practices Of Marketing, Seventh Edition Grell, Henrik, Makroøkonomi. 4. udgave. Trojka, Organisation. 5. udgave.

Side af

Michael Kildegaard (280490-1291)
CPHBusiness Nørrebro11. dec. 2013

Spørgsmål

Fag
Model/teori
Model/teori bidrager til besvarelse af spg. X
Fagelementer fravælges fordi:
Spg. 1: Analyse og vurdering af Daloons situation
Markedsføring, Makroøkonomi, Mikroøkonomi og Erhvervsjura
Porters Five Forces, NøgletalsanalyseKonjunktursvingninger, EU-lovAnsoffs vækst matrix
Hvordan de makroøkonomiske faktorer har betydning for potentialet
De ikke er relevante
Spg. 2:
Organisation
Jack Bobos ledelsesstileAdizes ledelsesrollerLewins ledelsesformer
Til at vise hvilken type leder Hemming Van er
Fordi de ikke er relevante http://www.daloon.dk/da/Forbrugerservice/Om-os/Historien.aspx http://www.dkef.dk/default.asp?Action=Details&Item=913&title=2012-05-08-Daloon http://ec.europa.eu/agriculture/publi/fact/beef/beef_da.pdf http://www.food-supply.dk/article/view/108335/daloon_svaere_forhandlinger_i_sigte.Uqg0tNLuKSo http://www.food-supply.dk/article/view/45842/findus_mister_ikea_som_kunde.UqbsmtJWySo http://www.findus.dk/omfindus.html http://politiken.dk/udland/ECE1814099/eurostat-eurozonens-oekonomi-er-i-recession/ http://www.business.dk/navne/daloon-arving-sejrede-med-sparekniven http://www.business.dk/navne/daloon-arving-sejrede-med-sparekniven

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Iron Road Film Review

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