Under each category, select one descriptor from the appropriate column: Decision-Making Role Attitude Toward Us D = Decision Maker ++ = Key Supporter E = Evaluator + = Ally A = Approver 0 = Neutral I = Influencer - = Non-Supporter Extent of Contact Leadership + = high + = Strong = = average = = Moderate - = infrequent - = Weak Under « Most Important Concerns » include such criteria as price, competence, reliablity, experience, responsiveness etc.. Which ones will your competitors attack How will you use your Strengths to address the Opportunities and Threats Strengths - Competence in thermal management - Technical and commercial organisation at Volvo with good engineering and CAD support - Pro-active and innovative solution provider - Reliable partnership - Good product portfolio - Financial strengths of our Group Weaknesses - Manufacturing skills - Unclear manufacturing strategy - Project management resources capabilities - Cash flow from operations - Risk management - Product development - Unreliable calculations from Rieter Operations Opportunities - X70-Face lift , Luggage compartment and X70 successor 200x - Increase market share through sales of under floor systems - Joint approach with tier 1 to offer Integrated Interior concept - Involve Innovation Institute for advances engineering and styling Threats - Joint Interior approach could lead us to 2nd tier position - Failing to keep pace with OEM’s pricing demands - Lose single source position for acoustics and carpets Comments We need a new manufacturing strategy and clearer costing methods (before and after calculations) in order to get more transparancy in the overall profitability level.. The Competitor From A Local Perspective Marketing Strategy: How does the competition measure succes at the local level Revenue Share of Market Profit Other Share of Market Strenghts as the Customer sees them: Technical support Selling Strategy: Are trying to get into Volvo with support of Ford in the gloabal council Weakn
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