Project presentation - Copy.pptx
- 1. Company name: FENETRES Company Case Study Seminar in Strategic MANAGEMENT Arab academy for science Technology & Maritime Transport Master of Business Administration Program (MBA)
- 4. Introduction
- 5. Introduction The commercial policy of EDF (French General Energy Provider) at the time encouraged the development of this product. This encouraged investors to push for "all-electric". And it was in 1979 that I found a problem, which is not to encourage the PVC windows market, and thus to solve this problem At that time in France very little was known about PVC technology, joinery and double glazing: these markets were still in their infancy. And it took about ten years Founded in 1970 in Alencon (Orne), MPO Fentress (Miniseries Plastique de l' Ouest) is one of the first French companies in the PVC sector to offer a customized service. Significant growth has occurred over the past decade, as the company is constantly looking for technical and technological innovations, both of which are well represented in its range of low thermal coefficient products
- 6. We will deliver brand-name products and services of high quality and value that improve the lives of customers around the world, now and for generations to come. MPO Fentress divided their core values into Values as per below: • integrity • Leadership • Ownership • Passion for Winning • Trust The company will strive to be the best home and business company in the world and be recognized as the best home and business company in the world.” Our Vision Mission Value
- 8. Current Situation Analysis 1/3 Political Economical Social PESTEL Technological Ecological Legal
- 9. Issue Priority Matrix 2/3 Probability impact on corporation High Med Low •Political stability: High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Probability impact on corporation High Med Low Stability of government High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Probability impact on corporation High Med Low •Rate of corruption High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Threat Probability impact on corporation High Med Low Foreign policy High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Probability impact on corporation High Med Low Level of economic High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 opportunity Probability impact on corporation High Med Low Wage and salary levels High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 opportunity opportunity opportunity opportunity
- 10. Probability impact on corporation High Med Low •Inflation High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Probability impact on corporation High Med Low Interest rates High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Probability impact on corporation High Med Low •Motivations High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Probability impact on corporation High Med Low Beliefs High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Probability impact on corporation High Med Low Religious beliefs High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Probability impact on corporation High Med Low Growth Market Rate High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Issue Priority Matrix 3/3 opportunity opportunity opportunity opportunity Threat opportunity
- 11. Porter`s 5 Forces 1/2 Bargaining Power of Buyers Bargaining Power of Supplier Threats of New Entrance Threats of Substitutes Threats of Rivals Medium Force High Force Low Force Medium Force Medium Force
- 12. Issue Priority Matrix 1/2 Probability impact on corporation High Med Low Bargaining Power of Supplier High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 opportunity Probability impact on corporation High Med Low Bargaining Power of Buyers High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 opportunity Probability impact on corporation High Med Low Threats of New Entrance High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Probability impact on corporation High Med Low Threats of Substitutes High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Probability impact on corporation High Med Low Threats of Rivals High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Threat opportunity opportunity
- 13. BCG Matrix Market Growth Rate Cash Cow Star Relative Market Share Question Mark Dog BCG Matrix Analysis • PVC windows Double • Aluminum windows • Wooden windows • PVC windows Triple
- 14. Strategic type
- 16. Issue Priority Matrix Probability impact on corporation High Med Low Product Leadership. High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 opportunity Probability impact on corporation High Med Low Operational Excellence. High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Probability impact on corporation High Med Low Customer Intimacy. High 1 2 5 Probability of occurrence Med 3 4 7 Low 6 8 9 Threat Threat
- 17. EFAS Opportunities Weight Rating Weighted Score 1 accelerated growth in the renovation market , with 62% of market share for PVC Windows 0.10 5 0.50 2 the rising energy prices lets individuals to be more likely to invest in better insulating materials with respect for reducing the heat losses and ecological consciousness 0.10 4 0.40 3 EDF encouraging investors to push for “all electric” installations and reduce heat loss 0.05 4 0.20 4 tax credits associated Motivations 0.05 4 0.20 5 The Thermal Regulation of 2012 (“RT 2012) , and The ISO 23045: 2008 establishes specific guidelines applicable to the design of buildings to improve energy efficiency 0.05 4 0.20 6 high Level of economic , and the renovation market is larger, and generates more income. 0.05 4 0.20 7 introduction of interest-free loans for qualifying energy- efficient building projects 0.05 3 0.15 8 all components of windows sold in France are produced in the European Community 0.05 3 0.15 9 Political stability 0.03 3 0.09 10 Stability of government 0.03 3 0.09 Total Opportunities 0.56 2.18 Threats Weight Rating Weighted Score 1 price fluctuations , and rising costs of the commodities and materials used in the manufacturing process 0.10 3 0.30 2 competitors could offer cheaper and perform equally well products 0.08 3 0.24 3 consumer preferences vary greatly from one country to another, it is very difficult to market a standard product globally 0.07 3 0.21 4 PVC products tightened with Oil price and affected by Oil crises 0.06 3 0.18 5 Rivalry Among Existing Firms 0.06 3 0.18 6 90% of windows are custom made, which further limits the planning and make stock of materials. 0.07 2 0.14 Total Threats 0.44 1.25 Total 1.00 3.43
- 19. Financial Ratios Profitability Ratios Dept. Ratios Liquidity Ratios Asset Management Ratios
- 20. Financial Ratios
- 21. Financial Ratios
- 23. Financial Activity Non-Financial Competitor Cost Associated Cost Customer Priority Actual status 1 30% 33% Inbound Logistics - "Purchasing Dept." 1.1 Inventory Management 1 S 1.2 Material Management 3 S 2 7% 5% Outbound Logistics - "Distribution Unit" 2.1 Geographical Coverage 1 W 2.2 Productivity of equipment compared to that of key competitors 2 S 2.3 Appropriate automation of production processes 3 S 2.4 No of distribution Channel 4 S 2.5 Power of Supply chain "order to delivery" - markets, designs, manufactures and installs its own products 1 S 3 13% 14% Operations - "Production Department" 3.1 High-tech Production lines 7 S 3.2 Efficiency of Production 6 S 3.3 Quality of Products 1 S 3.4 Efficiency of finished goods warehousing activities 1 S 4 8% 4% Marketing & Sales Activities 4.1 Corporate Brand 2 S 4.2 Corporate Reputation 2 S 4.3 Customer & Partners Relationship 3 S 4.4 Marketing competition 2 W 4.5 Innovation in sales promoting and advertising 3 W 4.6 National and International Sales 4 W 4.7 High Price of the Triple glazed products 1 W 4.8 Products Awareness 4 W 5 9% 10% After Sale service 5.1 Appropriateness of warranty and guarantee policies 1 S 5.2 Quality of customer education and training 3 W 6 3% 3% Procurement 6.1 Strategic relation with suppliers/vendors 4 S 6.2 Reduce inventory cost 4 S 6.3 Procedures for procurement of plant, machinery, buildings, tools and equipment 9 W 6.4 Development of criteria for lease-versus-purchase decisions 7 W 7 13% 14% Technology Development "R&D" 7.1 Improve existing products & services 3 S 7.2 Develop new products & services 1 S 7.3 Qualification and experience of laboratory technicians and scientists 3 S 7.4 Ability of work environment to encourage creativity and innovation 5 S 8 3% 2% HRM 8.1 organization structure 5 S 8.2 Job description 5 S Value Chain Analysis
- 24. • Valuable product is valuable • Rare Parity competitive advantage • INIMITABLE Temporary competitive advantage • Organized sustainable competitive advantage What is our distinctive Competency to compete in Market?
- 25. VRIO Ser. Activity Value Rareness Imitability Organization Comment 1 Inbound Logistics 1.1 Inventory Management √ √ √ Un used advantage 1.2 Material Availability √ √ Partially competitive 2 Outbound Logistics - "Distribution Unit" 2.1 Productivity of equipment compared to that of key competitors √ √ √ Partially competitive 2.3 Appropriate automation of production processes √ √ √ √ Competitive advantage 2.4 No of distribution Channel √ √ √ Partially competitive 2.5 Power of Supply chain "order to delivery" √ √ √ √ Competitive advantage 3 Operations - "Production Department" 3.1 Quality of Products √ √ √ √ Competitive advantage 3.2 Efficiency of finished goods warehousing activities √ √ √ Un used advantage 4 Marketing & Sales Activities 4.1 Corporate Brand √ √ √ Partially competitive 4.2 Corporate Reputation √ √ √ temporary advantage 4.3 Customer & Partners Relationship √ √ √ √ Competitive advantage 5 Procurement 5.1 Strategic relation with suppliers/vendors √ √ √ √ Competitive advantage 5.2 Reduce inventory cost √ √ √ Partially competitive 6 Technology Development "R&D" 6.1 Improve existing products & services √ √ √ √ Competitive advantage 6.2 Develop new products & services √ √ √ √ Competitive advantage 6.3 Qualification and experience technicians √ √ √ √ Competitive advantage 6.4 Ability creativity and innovation √ √ √ √ Competitive advantage 7 HRM 7.1 organization structure √ √ √ Partially competitive 7.2 Job description √ √ Partially competitive 7.3 Selection criteria √ √ Partially competitive 7.4 Relations with trade unions √ √ √ √ Competitive advantage 8 Management & Administrative Services 8.2 Net Profit Margin √ √ √ √ Competitive advantage 8.3 Gross Profit Margin √ √ √ √ Competitive advantage 8.4 Debt ratio √ √ √ temporary advantage 8.5 Debt Equity ratios √ √ √ Partially competitive
- 26. IFAS Strength Weight Rate W.S Power of distribution Channel 0.11 5 0.55 Power of Supply chain "order to delivery" 0.11 4 0.44 High Customer service level 0.08 5 0.4 Products Differentiation 0.08 5 0.4 Improve existing products & services 0.06 4 0.24 High industry quality standards 0.12 5 0.6 Employs Continuous Improvement & training 0.11 4 0.44 International relations 0.04 4 0.16 Liquidity ratios 0.05 4 0.2 Sum 0.76 3.43 Weakness Weight Rate W.S High Price of the Triple glazed products 0.06 2 0.12 Low awareness of individuals of technical features 0.05 3 0.15 Financial Position Profitability Ratios 0.04 2 0.08 Limited Geographical coverage 0.04 3 0.12 Market penetration 0.05 3 0.15 Sum 0.24 0.62 Sub total 1.00 4.05
- 27. Developing Strategic Alternatives - SFAS -TOWS - Generic Strategy
- 28. SFAS Strengths Weight Rating Weighted Score 1 High quality Products and services with respect of sustainable development , NFcstBat-certified eco friendly triple-glazed windows , and certification for the installation service 0.07 2.00 0.14 2 Power of distribution Channel 0.05 3.00 0.15 3 Power of Supply chain "order to delivery" - markets, designs, manufactures and installs its own products 0.05 4.00 0.2 4 Employes Continuous Improvement & training 0.05 4.00 0.2 5 innovation , continuous improvement of the products, and Products Differentiation 0.06 4.00 0.24 Total Opportunities 28% 0.93 Weakness Weight Rating Weighted Score 1 Weak Marketing activities (the company managers’ responsibility to launch and market for the products) 0.04 4.00 0.16 2 High Price of the Triple glazed products , and cheaper/ perform equally well, are still marketed in the company’s own catalogue 0.07 3.00 0.21 3 Financial losses and low Profitability Ratios 0.05 2.00 0.10 4 Lack of time utilization for the salesperson 0.04 2.00 0.08 5 lack of recognition and limited geographical coverage 0.04 3.00 0.12 Total Threats 24% 0.67 Opportunities Weight Rating Weighted Score 1 accelerated growth in the renovation market , with 62% of market share for PVC Windows 0.07 5.00 0.35 2 the rising energy prices lets individuals to be more likely to invest in better insulating materials with respect for reducing the heat losses and ecological consciousness 0.07 4.00 0.28 3 EDF encouraging investors to push for “all electric” installations and reduce heat loss 0.03 4.00 0.12 4 tax credits associated Motivations 0.03 4.00 0.12 5 The Thermal Regulation of 2012 (“RT 2012) , and The ISO 23045: 2008 establishes specific guidelines applicable to the design of buildings to improve energy efficiency 0.03 4.00 0.12 Total Strengths 23% 0.99 Threats Weight Rating Weighted Score 1 price fluctuations , and rising costs of the commodities and materials used in the manufacturing process 0.07 3.00 0.21 2 competitors could offer cheaper and perform equally well products 0.06 3.00 0.18 3 consumer preferences vary greatly from one country to another, it is very difficult to market a standard product globally 0.05 3.00 0.15 4 PVC products tightened with Oil price and affected by Oil crises 0.04 3.00 0.12 5 Rivalry Among Existing Firms 0.03 4.00 0.12 Total Weakness 25% 0.78 Total 100% 3.37
- 29. TOWS Analysis 01 02 03 04 Opportunities Strength Threats Weakness Weak Marketing activities (the company managers’ responsibility to launch and market for the products) High Price of the Triple glazed products , and cheaper/ perform equally well, are still marketed in the company’s own catalogue Financial losses and low Profitability Ratios Lack of time utilization for the salesperson High quality Products and services with respect of sustainable development , NFcstBat-certified eco friendly triple- glazed windows , and certification for the installation service Power of distribution Channel Power of Supply chain "order to delivery" - markets, designs, manufactures and installs its own products Employees Continuous Improvement & training innovation , continuous improvement of the products, and Products Differentiation accelerated growth in the renovation market , with 62% of market share for PVC Windows the rising energy prices lets individuals to be more likely to invest in better insulating materials with respect for reducing the heat losses and ecological consciousness EDF encouraging investors to push for “all electric” installations and reduce heat loss tax credits associated Motivations The Thermal Regulation of 2012 (“RT 2012) , and The ISO 23045: 2008 establishes specific guidelines applicable to the design of buildings to improve energy efficiency price fluctuations , and rising costs of the commodities and materials used in the manufacturing process competitors could offer cheaper and perform equally well products consumer preferences vary greatly from one country to another, it is very difficult to market a standard product globally PVC products tightened with Oil price and affected by Oil crises Rivalry Among Existing Firms
- 30. TOWS Analysis Best Strategic Alternative Analysis Internal Factors Strengths High quality Products and services with respect of sustainable development , NFcstBat-certified eco friendly triple-glazed windows , and certification for the installation service Power of distribution Channel Power of Supply chain "order to delivery" - markets, designs, manufactures and installs its own products Employes Continuous Improvement & training innovation , continuous improvement of the products, and Products Differentiation Weaknesses Weak Marketing activities (the company managers’ responsibility to launch and market for the products) High Price of the Triple glazed products , and cheaper/ perform equally well, are still marketed in the company’s own catalogue Financial losses and low Profitability Ratios Lack of time utilization for the salesperson External Factors Opportunities accelerated growth in the renovation market , with 62% of market share for PVC Windows the rising energy prices lets individuals to be more likely to invest in better insulating materials with respect for reducing the heat losses and ecological consciousness EDF encouraging investors to push for “all electric” installations and reduce heat loss tax credits associated Motivations The Thermal Regulation of 2012 (“RT 2012) , and The ISO 23045: 2008 establishes specific guidelines applicable to the design of buildings to improve energy efficiency The OS Strategy (Maxi-Maxi) All Expantion Startegies Strong competitive position working in rapid market growth Product development (PD) Market development (MD) Market penetration (MP) Vertical integration (VI) Horizontal integration (HI) Related diversification (RD) The WO Strategy (Mini-Max) Weak competitive position working in rapid market growth Product development (PD) Market development (MD) Market penetration (MP) Divestiture (D) Horizontal integration (HI) Liquidation (L) Threats price fluctuations , and rising costs of the commodities and materials used in the manufacturing process competitors could offer cheaper and perform equally well products consumer preferences vary greatly from one country to another, it is very difficult to market a standard product globally PVC products tightened with Oil price and affected by Oil crises Rivalry Among Existing Firms The ST Strategy (Maxi-Mini) Strong competitive position working in slow market growth Joint Ventures (JV) Unrelated diversification (UD) Related diversification (RD) WT Strategy (Min-Min) Weak competitive position working in weak market growth Unrelated diversification (UD) Related diversification (RD) Divestiture (D) Turnaround (T) Liquidation (L)
- 31. TOWS Analysis Best Strategic Alternative Analysis Internal Factors Strengths High quality Products and services with respect of sustainable development , NFcstBat-certified eco friendly triple-glazed windows , and certification for the installation service Power of distribution Channel Power of Supply chain "order to delivery" - markets, designs, manufactures and installs its own products Employes Continuous Improvement & training innovation , continuous improvement of the products, and Products Differentiation Weaknesses Weak Marketing activities (the company managers’ responsibility to launch and market for the products) High Price of the Triple glazed products , and cheaper/ perform equally well, are still marketed in the company’s own catalogue Financial losses and low Profitability Ratios Lack of time utilization for the salesperson External Factors Opportunities accelerated growth in the renovation market , with 62% of market share for PVC Windows the rising energy prices lets individuals to be more likely to invest in better insulating materials with respect for reducing the heat losses and ecological consciousness EDF encouraging investors to push for “all electric” installations and reduce heat loss tax credits associated Motivations The Thermal Regulation of 2012 (“RT 2012) , and The ISO 23045: 2008 establishes specific guidelines applicable to the design of buildings to improve energy efficiency extend the production capacity and marketing for the PVC widows marketing mix , which utilize the high level of quality and skilled people insite of increasing the customer interesting by ecological consciouesness and reducing the heat losses market campian with good promotions which enourage customer to use the tax credites , and and compalying with RT rugulations hiring markewting team and increase the salesforce for PVC widonds training plan for the salespersons to max. utilization of their time and efforts make deals with new distrubutors in the uncovered areas in France to extend the covering area investing in R&D with supporting of reducing the cost and increase the profit Threats price fluctuations , and rising costs of the commodities and materials used in the manufacturing process competitors could offer cheaper and perform equally well products consumer preferences vary greatly from one country to another, it is very difficult to market a standard product globally PVC products tightened with Oil price and affected by Oil crises Rivalry Among Existing Firms using the power of the supply chain to avoide the crisis and fluctuation of material price JV with new distruction company to extend the coverage area JV with PVC or oil company to scure the PVC sorice with good price focus in the innovation to keep the company as a leader in the industry with using the supporting marketing tools introdcue new services related and unleralted to the current products , for the purpose of generating revenue and scure the cash flow in hard days (crisis) such services as installation , manintance, training , advirtizing for installation tools and consumable material make long term deal with suppliers of main materials stop the unprofitable production line and trade off any extra emplyees in the service or supporting functions , keep the core functions of the compamy and apply the outsourcing concepts for all supporting and adminstration functions.
- 32. Grand Strategy Expansion Strategies Market Penetration Product Development Concentric (Related ) Diversification Conglomerate (Unrelated ) Diversification Market Development Horizontal & Vertical Integration Market Penetration
- 34. QSPM (Quantitative strategic Planning matrix) Strategic Alternative 1 Market Penetration Strategic Alternative 2 Market Development Strategic Alternative 3 Product Development Factor Weight Attractiveness Total Weight Attractiveness Total Weight Attractiveness Total Strengths High quality Products and services with respect of sustainable development , NFcstBat- certified eco friendly triple-glazed windows , and certification for the installation service 7% 5 0.35 7% 3 0.21 7% 3 0.21 Power of distribution Channel 5% 5 0.25 5% 3 0.15 5% 5 0.25 Power of Supply chain "order to delivery" - markets, designs, manufactures and installs its own products 5% 3 0.15 5% 3 0.15 5% 4 0.2 Employes Continuous Improvement & training 5% 3 0.15 5% 3 0.15 5% 4 0.2 innovation , continuous improvement of the products, and Products Differentiation 6% 5 0.3 6% 3 0.18 6% 5 0.3 Subtotal 1.2 0.84 1.16 Weakness Weak Marketing activities (the company managers’ responsibility to launch and market for the products) 4% 5 0.2 4% 3 0.12 4% 3 0.12 High Price of the Triple glazed products , and cheaper/ perform equally well, are still marketed in the company’s own catalogue 7% 3 0.21 7% 3 0.21 7% 3 0.21 Financial losses and low Profitability Ratios 5% 3 0.15 5% 3 0.15 5% 3 0.15 Lack of time utilization for the salesperson 4% 5 0.2 4% 5 0.2 4% 5 0.2 lack of recognition and limited geographical coverage 4% 4 0.16 4% 3 0.12 4% 5 0.2 Subtotal 0.92 0.8 0.88 Opportunities accelerated growth in the renovation market , with 62% of market share for PVC Windows 7% 5 0.35 7% 3 0.21 7% 4 0.28 the rising energy prices lets individuals to be more likely to invest in better insulating materials with respect for reducing the heat losses and ecological consciousness 7% 4 0.28 7% 4 0.28 7% 4 0.28 EDF encouraging investors to push for “all electric” installations and reduce heat loss 3% 4 0.12 3% 4 0.12 3% 5 0.15 tax credits associated Motivations 3% 4 0.12 3% 3 0.1 3% 4 0.12 The Thermal Regulation of 2012 (“RT 2012) , and The ISO 23045: 2008 establishes specific guidelines applicable to the design of buildings to improve energy efficiency 3% 5 0.15 3% 4 0.1 3% 4 0.12 Subtotal 1.02 0.82 0.95 Threats price fluctuations , and rising costs of the commodities and materials used in the manufacturing process 7% 3 0.21 7% 3 0.21 7% 3 0.21 competitors could offer cheaper and perform equally well products 6% 3 0.18 6% 4 0.2 6% 4 0.24 consumer preferences vary greatly from one country to another, it is very difficult to market a standard product globally 5% 2 0.1 5% 3 0.15 5% 3 0.15 PVC products tightened with Oil price and affected by Oil crises 4% 3 0.12 4% 3 0.12 4% 3 0.12 Rivalry Among Existing Firms 3% 3 0.09 3% 3 0.09 3% 3 0.09 Subtotal 0.7 0.81 0.81 Total Scores 100% 3.84 100% 2.57 100% 2.97
- 35. Space Matrix Items Rate Financial Strengths (FS) Rate Environmental Stability (ES) 1 3 price fluctuations , and rising costs of the commodities and materials used in the manufacturing process -3 PVC products tightened with Oil price and affected by Oil crises 2 4 tax credits associated Motivations -4 EDF encouraging investors to push for “all electric” installations and reduce heat loss 3 2 Financial losses and low Profitability Ratios -4 the rising energy prices lets individuals to be more likely to invest in better insulating materials with respect for reducing the heat losses and ecological consciousness 4 3 High Price of the Triple glazed products , and cheaper/ perform equally well, are still marketed in the company’s own catalogue -4 The Thermal Regulation of 2012 (“RT 2012) , and The ISO 23045: 2008 establishes specific guidelines applicable to the design of buildings to improve energy efficiency Total +12 -15 Average +3.00 -3.75 Total Y score -0.75 Items Rate Industry Strength (IS) Rate Competitive Advantages (CA) 1 +4 Weak Marketing activities (the company managers’ responsibility to launch and market for the products) -3 Power of distribution Channel 2 +3 lack of recognition and limited geographical coverage -4 innovation , continuous improvement of the products, and Products Differentiation 3 +5 accelerated growth in the renovation market , with 62% of market share for PVC Windows -2 High quality Products and services with respect of sustainable development , NFcstBat-certified eco friendly triple-glazed windows , and certification for the installation service 4 +5 consumer preferences vary greatly from one country to another, it is very difficult to market a standard product globally -2 Lack of time utilization for the salesperson 4 +4 Rivalry Among Existing Firms -3 competitors could offer cheaper and perform equally well products Total +16 -14 Average +3.10 -2.80 Total X score +0.30
- 36. Space Matrix
- 37. Implementation phase - Smart Objectives - BSC
- 38. First Objective 15 Agencies will be increased all over France within 3 years. Second Objective Increase sales and profit by 40 % within the next 3 years from triple glass PVC. Third Objective MPO will initiate 2 Agencies in European Countries within the next 3 years. Smart Objectives