MPO Fenêtres

1. Conduct an internal and an external diagnosis of the company. Use the

SWOT tool to synthesize this information.
MPO Fenêtres started their journey since 1970 in Alençon (Orne). Company’s internal and
external diagnosis are analyzed through SWOT tool. Here Strength and Weakness point’s
stands for company’s internal factors and opportunity and threat are for the external factors.

Internal Factors:
MPO Fenêtres
Strengths:

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They adjusted with the outside condition, they changed over the dangers in the outer
condition to open doors as they took the risk of the change in legislative principles and

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controls and the expanding attention to individuals on the earth to an open door for their
business to end up noticeably better, thus they met the prerequisites of the legislature, and the

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general population. They adjusted with the evolving condition, made enhanced items and
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benefits, and survived emergency time. Another quality of the organization is they had
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accessibility of crude materials and assets, enough innovation and can redo their items.
Weakness:
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The organization couldn't institutionalize their item for a worldwide market as they just created a
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neighborhood item. They were not fiscally solid, in this way required bank credits. They didn't have
great acknowledgment in the market and needed great dispersion channels

External Factors:
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MPO Fenêtres Opportunity:

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 Customer evolved about sustainability and ecofriendly.

 Improve technology according to environmental changes
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 Aluminum share is increasing as compared to PVC but PVC is still dominant and the
company is already more professional in PVC so by increasing technology they can
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remain dominant.
 New legal regime
 Technical and technological innovations
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 Better insulating materials

 Focus on customization
 Specialize in production/manufacturing

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 MPO Fenêtres Threat:
 Customer Price Consciousness
 Large tax rate could be a huge threat for the company in terms of making revenue.
 Energy prices, industrial relocations cost etc. could increase companies overall cost
structure.
 Global marketing expense.
 Strict regulations and legislations.

2. Identify the Key Factors for Success from the diagnosis.

MPO Fenêtres has large popularity in the market due to their honesty, creativity and quality
assurance products. Hence, some of the key factors in terms of getting success from the
diagnosis are given below:
a) Key Factors: Grow and extend all around and universally.

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b) Maintain high caliber and meet prerequisites set by the administration and the general
population.

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c) Efficiency underway.
d) Sustainable advancement, as the clients know about eco-accommodating items.

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e) Surviving monetary emergency.
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f) Customization,
g) Marketing,
h) Brand name,
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i) Eco friendly products.

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j) Experience gained through many years in the window business.

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k) Wide range and high quality products.

l) Specialize in public and collective markets.
m) Sale to individual customers
n) Perfection, Creativeness and Honesty
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o) Proper waste management

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3. Write a sales pitch for the company. Prepare sales claims to be

presented to sellers. Remember to take into account the potential
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objections of customers: provide the employees with arguments to

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counter customers’ misconceptions.

Most reliable key notes are came for the companies pitch from the company’s employee and
different sources of social media. Sales claims for sellers are product replacement after some
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time or upon seller request, services claim, their benefits claim as per deal. Objections
regarding quality and services must be taken in account. Usually consumer preferences are
vary from one country to another, it is very difficult to market a standard product globally,
which partly explains the customization this phenomenon. In addition, overall 89.99% of
windows are custom made, which further limits the importation of materials. Which raise and

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 arguments to counter customers’ misconceptions. The company’s focuses on the potential
savings in energy costs for homeowners over the long term. The Company is focusing on
developing products within the frame-work of sustainable development, from design to
installation. The company controls of the entire supply chain management system, during
from the order to delivery to the customer and sometimes installation. Triple-glazed products
are better in terms of insulation and sophistication.

4. Suggest incentives to stimulate the sales force (bonuses, collective or

individual incentives, etc.) to encourage their continued training and to
support sales of this product.
Many consumers are willing to spend large sums on products which produce immediate
benefits. Expenditure on housing (including joinery) often involves substantial outlay, from
which the expected savings are less obvious to individuals. Yet such investment is an

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effective way to reduce energy costs significantly. Thus, the company’s marketing should

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focus on the potential savings in energy costs for homeowners over the long term.

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Types of incentives that company can offer to stimulate the sales force:

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Financial incentives: A financial incentive may be a monetary benefit that a company offers
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its customers or employees. Bonuses, commissions, salary increment, profit sharing, stock
option.
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Individual Incentive: It consists on monthly basis according to their sale (Product/target

incentive) and services according to their assign targets and area of services.
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Collective Incentive: It consists on yearly basis at company sales target and it goes to
everyone in sales staff.
Training and Sales support
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Sales Support: Trainings, incentives are also the sales support but company also focus on
how they can provide more recreational activities, Broachers, as well equipment’s related to
field.
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5. Determine the optimum size of a business team for an agency, using the
information provided in the case study. Consider the effectiveness of an
agency’s sales team and the commercial influence that the agency can
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exercise in its area of operation.

The current team of agency is extremely less about three thousand C/Sales man it should be
at least 1000C/Sales man. Or sales team should divide with different tasks for instance some
have generates leads, meetings and follow up, some have complaint handling and after sales

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 services. The company distributes its products through two distribution channels: a central
department in charge of “key accounts” and “communities”, and a network of eight agencies
deployed in northeastern France, all owned by the company. These agencies are the
cornerstone of the distribution network. Each agency employs fifteen salespersons, as the
control of about 15% of its market area, and operates in a sales territory of approximately
45,000 customers. The company’s salespeople actively seek potential clients, especially at
trade fairs and exhibitions. These events are of paramount importance: they afford
opportunities to expand the client base and win new contracts. Up to 25% of the annual
turnover of an agency can be attributed to contacts made during these events.

6. Assess the feasibility of a commercial promotion offering “triple-glazed

windows for the price of double glazing” for the product launch.
MPO Fenêtres has obtained certification, permitting the corporate to showcase its

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commitment to property development, from product style through to its installation. MPO
Fenêtres highlights its long-run commitment by guaranteeing that the joinery product it sells

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are environmentally friendly. MPO Fenêtres give a commitment to spontaneous maintenance
and development of their product including products with triple glazing, which allow an

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increase in performance of over 40% compared to the best double-glazing on the market.
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This commitments are reflected on all companies’ activities, as stated above, but MPO
Fenêtres has also improved its installation and waste treatment along ecological lines,
including waste recycling.
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