CASE STUDY PRESENTATION OF

MARKETING MANAGEMENT
CLASS :- MARKETING-’A’

PRAJWAL KUMAR DRASHTI GUPTA HARSHA SAHU PRATEEK KUMAR

HRD2219328 HRD2219111 HRD2219114 HRD2219218
SHANGHAI
CONTRON:
FROM START
UP TO GROWTH
 TABLE OF CONTENT

INTRODUCTION

ORGANIZATION CHART AND STAFF

BUSINESS PROJECT

COMPETITION AND STRATEGY

CUSTOMER RELATIONSHIP MANAGEMENT

FUTURE OF THE COMPANY

CONCLUSION

REFERENCES
INTRODUCTION

Shanghai Contron Information

The company's main customer
Technology Co., Ltd. was a small
was the government, and sales
technology company in
management was the
Shanghai, China, established on
company's primary department.
October 8, 2011.

In 2016, the company's chief

executive officer faced
In a rapidly expanding market,
challenges in terms of obtaining,
the company moved very
stimulating, and managing sales
quickly from the start-up phase
talent, and improving the
to the growth phase.
leading role of the sales
department.
ORGANIZATI
ON CHART
AND STAFF
 BUSINESS
PROJECT
 Wireless Microterminals

 Wireless Vehicle Terminal

 Solutions for Water Protection and Management

 Solutions for Forest Fire Prevention

 Solutions for Metro Transportation Industry

COMPETITION
AND STRATEGY

•During its first year of operation,

Shanghai Contron did not do well,
due to high investment costs of
startup. The company became
profitable in the second year, with
sales revenue of ¥10 million. In
2014, the company’s goal was to
achieve sales revenue of ¥500
million. In 2015, Shanghai Contron
had a growth rate of more than 50
per cent. In 2016, its profit margin
was approximately 30 per cent.
COMPETITOR
S

• Forest Fire Prevention Industry: Jiangxi

Huayu Software Co., Ltd.

• Water Management Industry: LiHe

Technology (Hunan) Co., Ltd.
COMPETITIVE
STRATEGY:
CUSTOMER
RELATIONSHIP
MANAGEMENT
FUTURE
OF THE
COMPANY
 CONCLUSION

Deng noted that high-tech enterprises often have a life cycle of 10

to 15 years, with the first three years as start-ups. Years three to
five were a growth period, followed by five to 10 years in maturity,
and another five years in decline. Shanghai Contron was at the
turning point from start-up to growth, where growth in size and
sales volume were crucial for the company. Deng said, “In order to
achieve this [transition], we have to make a breakthrough in
resources and capabilities, where resources are more important.
Capabilities can be obtained from outside. We may adopt a ‘co-
operation’ mode to bring in partners in the future. They may bring
in operational techniques and talent. We can develop together.”
REFERENCES

https://in.images.search.yahoo https://www.google.co.in https://www.informatica.com

https://discovery.patsnap.com
THANK YOU