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  • Content: - Landscape A/S Distribution Model - P/L If Using Express - Additional Reason Why Xpress

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    ariela oktafira
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    - Landscape A/S is considering adopting Express's distribution model to gain new customers, integrate its value chain, and gain a new internet-based business model. - Using Express could provide high possibility to gain new customers, share knowledge, and trading capabilities. It may integrate A/S's value chain and provide a new platform. - Key opportunities include gaining new customers through Express's RFQ and delivery systems, sharing growth categories and delivery capabilities, and accessing basic offers and sales through the Express platform.

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    - Landscape A/S is considering adopting Express's distribution model to gain new customers, integrate its value chain, and gain a new internet-based business model. - Using Express could provide high possibility to gain new customers, share knowledge, and trading capabilities. It may integrate A/S's value chain and provide a new platform. - Key opportunities include gaining new customers through Express's RFQ and delivery systems, sharing growth categories and delivery capabilities, and accessing basic offers and sales through the Express platform.

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    Download as PPTX, PDF, TXT or read online from Scribd
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    7 views9 pages

    Content: - Landscape A/S Distribution Model - P/L If Using Express - Additional Reason Why Xpress

    Uploaded by

    ariela oktafira
    - Landscape A/S is considering adopting Express's distribution model to gain new customers, integrate its value chain, and gain a new internet-based business model. - Using Express could provide high possibility to gain new customers, share knowledge, and trading capabilities. It may integrate A/S's value chain and provide a new platform. - Key opportunities include gaining new customers through Express's RFQ and delivery systems, sharing growth categories and delivery capabilities, and accessing basic offers and sales through the Express platform.

    Copyright:

    © All Rights Reserved
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    Flag for inappropriate content
    of 9

    Content

    • Landscape A/S Distribution model


    • P/L if using Express
    • Additional Reason why Xpress
    Landscape A/S Distribution
    Threat of Substitute
    Services
    Various distributor which offers cheaper product price
    Easily to choose other distributor

    Bargaining Power of Rivalry Among Bargaining Power of


    Suppliers Existing Competitors Buyers/Customers

    Win in stndzd & Propty product  MS Profit EOM Distribution /Trading Book and Ship

    Represent New Tech to A/S customers Value Added

    Phantom Inventory

    Financial Incentive (Price Protection &


    Limited Return Previllages)
    Threat of New
    Getting Additional Value(Design Win and Jump Ball)
    Entrants
    Relatively low entry barrier
    Adapted from Porter (1980), Competitive Strategy
    P & L A/S IF Using Express
    Optimist Pessimist
    Reason Why Partnership with Express
    • High possibility to gain new customers
    – Why …..

    • Integrated Value chain for A/S


    – Why …..

    • Gaining new business model towards internet business


    model.
    – Why …..
    Opportunity to gain new customers

    Source : McKinsey Survey

    New platform in business model

    Hitungannya ???
    Distribution EOM business Model Value Chain

    Firm Infrastructure
    5 Divisions - organic growth, US$ 2.07 Bio

    Human Resources
    Technical Expertise, Dedicated to product Management

    Val
    Technology

    ue
    Solid relation with existing customers

    Procurement
    JIT procurement System

    Inbound Operations Outbound Marketing Services


    & Sales
    RFQ Managing Deliverable Credit offers
    Distribution Maintains

    lue
    The existing client Design Win
    Channel

    Va
    Thru :
    • Book & Ship JUMP
    Small Demand
    • Value Added Trading
    Gaining MS (Design Win) System
    • Phantom Inventory BAS
    VAS
    Intro New Tech

    Adapted from Porter (1985), Competitive Advantage


    Distribution EOM business New Model with Xpress
    Based on Brief
    Firm Infrastructure
    5 Divisions - organic growth, US$ 2.07 Bio

    Human Resources
    Technical Expertise, Dedicated to product Management

    Val
    Technology

    ue
    Solid relation with existing customers

    Procurement
    JIT procurement System

    Inbound Operations Outbound Marketing Services


    & Sales
    RFQ Managing Deliverable Credit offers
    Distribution Maintains

    lue
    Channel The existing client Design Win

    Va
    Thru :
    Small Demand • Book & Ship JUMP

    • Value Added Trading


    Gaining MS (Design Win) System
    • Phantom Inventory BAS
    Intro New Tech Xpress Sales VAS

    Adapted from Porter (1985), Competitive Advantage


    Distribution EOM business New Model with Xpress
    Strategic Partnership Idea
    Xpress: Growth Category Firm Infrastructure
    5 Divisions - organic growth, US$ 2.07 Bio

    Xpress: Sharing Knowledge Human Resources


    Technical Expertise, Dedicated to product Management

    Val
    Technology

    ue
    Xpress: trading Based
    Solid relation with existing customers

    Procurement
    JIT procurement System

    Inbound Operations Outbound Marketing Services


    & Sales
    RFQ Managing Deliverable Credit offers
    Distribution Maintains

    lue
    The existing client Design Win
    Channel

    Va
    Thru :
    Xpress RFQ Xpress Share • Book & Ship JUMP
    Small Demand Delivery System
    • Value Added Trading
    Gaining MS (Design Win) System
    • Phantom Inventory BAS
    Xpress Sales VAS
    Intro New Tech

    Adapted from Porter (1985), Competitive Advantage


    Additional Value for A/S
    Xpress: Growth Category
    Xpress: trading Based

    Xpress Share Delivery System


    Xpress: Sharing Knowledge

    Xpress : RFQ

    Basic Offers
    Xpress Sales

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